Construction Today, Issue 2, 2017

TODAY

ISSUE 2 | 2017

CONSTRUCTION PUBLISHED BY THE GENERAL BUILDING CONTRACTORS ASSOCIATION

SAFETY FIRST BUILDING A MORE EMPOWERED WORKFORCE

plus The Case for green Construction Automated Building Intelligence Regulations for Aerial Drones

ISSUE 2 | 2017 1

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

2 CONSTRUCTION TODAY

ISSUE 2 | 2017 3

LETTER FROM THE PRESIDENT

Whether it was from a teacher, a coach, or a manager, most of us have heard the old adage, “There is no ‘I’ in team.”

I recently came across a quote that challenged this popular saying, arguing that although there is no “I” in team, the letter does appear three times in “responsibility.”

Motivational clichés aside, responsibility truly is the driving force behind every aspect of our business. Responsibility — which inspires stronger teams and continuous improvement — means that each and every one of us is committed to creating safe worksites, putting our best work forward, and erecting buildings that allow communities and cities to flourish.

At GBCA, I am grateful to work with teams that fully embrace responsibility. This starts with the leadership of our Board of Directors, and extends through our committees and entire membership.

Responsibility is also synonymous with safety. With the recent completion of this year’s Construction Safety Week and National Safety Month activities in May and June, it is appropriate that within this issue of Construction Today we recap the

incredible involvement of our members, at every level, who made these important initiatives a success. The feature article on safety includes insightful viewpoints from members of the GBCA Safety Committee, highlighting approaches to construction safety programs and current safety trends.

This is crucial as we all set out, as an industry, to put vital safety lessons into practice every day.

The Safety Committee’s dedication to sharing information and extending resources to every member of GBCA is just one example of the value of GBCA’s committee system — and how personal responsibility has helped our association take shape and prosper. From AIA collaboration to matters in labor policy and government affairs, our diverse roster of committees, and the individuals who participate in them, are helping to steer the direction of the construction industry in the Greater Philadelphia region.

At GBCA, our staff also recognizes our responsibility to you, our members. Your active involvement in the association inspires us to bring forth our best work, and to never cease advocating for the best interests of our industry as whole. We are committed to ensuring that we all succeed together, as one team.

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

4 CONSTRUCTION TODAY

Your business is only as strong as the insurance policies supporting it.

At The Graham Company, we believe every business should be supported by strong insurance policies. That’s why we labor over each word to make sure your policies are rock solid, and to make sure they’re uniquely tailored to meet your needs. We know solid insurance coverage goes beyond the words on a page. So we’re there whenever you need us with experienced teams available 365 days a year. Our mission isn’t just to keep you covered, it’s to keep your company growing, and to keep your employees safe.

At The Graham Company, we put words into action, because we believe actions matter.

215-567-6300 www.grahamco.com ISSUE 2 | 2017 5

CONSTRUCTION

TODAY That variety extends into this very magazine.

As we prepared this edition, we were excited to receive so many requests to contribute articles. These articles cover all the various nuances of our industry, everything from perspectives from a successful woman in construction to important safety training considerations and ways to increase operational efficiencies. We’re always looking for new contributors, so don’t be shy! Please email me at ltosti@gbca.com if you want to share your expertise or viewpoints in this magazine.

NOTES FROM THE PUBLISHER Summer is upon us, and while for many, that means it’s time to kick back and relax, it’s anything but vacation for the construction industry! The region is bustling with activity around every corner, and our association is no exception.

As you’ll read about in this issue of Construction Today, we have had quite the spring and summer. From go-kart racing with the Construction Leadership Council to our annual Golf Outing, not to mention shooting segments with NBC10, we have hosted and presented a variety of fun happenings all over the region. We’re always aiming to offer a diverse selection of opportunities that can help you, our members, grow as professionals, network with others, and help get the word out about the amazing work you do.

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Per the usual, summer is flying by — but we are already ramping up for the best fall ever! Most notably, we’re very excited that 2017 marks the 20th anniversary of our signature awards program, the Construction Excellence Awards, which spotlights the best building projects and programs across the region. Learn more on pages 40-41, and start thinking now about your submissions.

We’ve extended our awards categories once again to reflect the many facets of construction. It’s our biggest event of the year, and it will be even bigger and better for our anniversary celebration. You won’t want to miss this incredible opportunity!

Our fall will be full of other valuable educational events and networking opportunities, including our Membership Dinner on September 28, so stay tuned and stay connected!

Follow along on our blog, on social media and by reading our weekly enewsletter.

We’re excited for what’s to come for the rest of 2017, and into 2018, and so grateful to all of you who make our association a lively home for information and inspiration.

PUBLISHER/EDITOR Lauren Tosti ADVERTISING/SALES Lauren Tosti CONTRIBUTING WRITERS Ellis G. Guiles / Joseph F. Kessler, Esq. / Shawn MacDonald / Lauren Mariani / Nicholas A. Pasciullo, Esq. / Herb Strong / Lauren Tosti / Emily Tsitrian 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 theGBCA

Lauren Tosti Director, Marketing & Communications General Building Contractors Association

@gbca

THERE IS A LOT GOING ON

OVER YOUR HEAD It’s critical that your HVAC system be installed “by the book.” We know, because we wrote the book that sets the standards for the industry.

SMACNA standards and manuals address all facets of the sheet metal industry, from duct construction and installation to air pollution control, energy recovery and roofing/architectural sheet metal.

They are regarded worldwide as the “gold standard” in the industry.

With all these systems over your head do you really want anyone less than an expert installing them?

Learn more about SMCA / Local 19 Visit smca.org or call 610-828-4055

SMCA GOLD STANDARD MEMBERS 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.

Since

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ISSUE 2 | 2017 7

16

ON THE COVER

ISSUE 2 | 2017

16 SAFETY FIRST Insights and trends from top safety

CONTENT

professionals across the region Plus: Construction Safety Week and City Council Recognition

20

ASSOCIATION UPDATES 12 EVENT PHOTOS A snapshot of the 2017 Spring

Membership Dinner, the 2017 Spring PAC Fundraiser, Construction Leadership Council Go-Kart Racing, and the 2017 Golf Outing

14 GROWING GREATER PHILADELPHIA

GBCA’s exciting new partnership with NBC10

42 WELCOME NEW MEMBERS SAFETY

24

20 SHORT-DURATION PROJECTS AND SHUTDOWNS

Establishing safe procedures

and mentorship

24 SCAFFOLDING & COMPETENT PERSON TRAINING

Why you need to designate a Scaffold Competent Person on your jobsite

26 APPLYING A LEAN CONSTRUCTION MIND-SET

Embracing lean construction can open your eyes to safer processes

FEATURES AND CONTRIBUTED ARTICLES 28 THE BUSINESS CASE FOR GREEN BUILDING How sustainability equates to economic stimulus

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26

28

34 CONSTRUCTION LIKES DRONES Understanding how construction

has embraced aerial drones — and the regulations governing their use

36 ENGAGING WOMEN IN CONSTRUCTION Habitat for Humanity Philadelphia is

a pioneer in advocating for women in construction

IN EVERY ISSUE 42 REFERRAL DIRECTORY

30 MACHINE-TO-MACHINE PLATFORM

How automated building intelligence can make facilities maintenance and operations more efficient

32 PAPERLESS CONSTRUCTION COMPANY

How going digital can help mitigate risk, increase ROI, and boost productivity

34

ISSUE 2 | 2017 9

CONTRIBUTORS

ELLIS G. GUILES, P.E., LEED AP

JOSEPH F. KESSLER, ESQ.

SHAWN MACDONALD

Dilworth Paxson LLP

Safety Director, Superior Scaffold Services, Inc.

NICHOLAS A. PASCIULLO, ESQ.

HERB STRONG

President, Graboyes Commercial Window Company and Graboyes Smart Buildings

LAUREN MARIANI Site Supervisor, Habitat for Humanity Philadelphia’s Home Repair Program

Weber Gallagher

Business Development Manager, HazTek Inc.

LAUREN TOSTI

EMILY TSITRIAN

Director, Marketing & Communications, GBCA

Director, Consulting & Training, PlanGrid

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.

10 CONSTRUCTION TODAY

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2017 SPRING MEMBERSHIP DINNER GBCA’s Spring Membership Dinner took place on March 16, 2017 at the Cescaphe Ballroom in Philadelphia. Emily Bittenbender was recognized for her tenure as past chairman of the Board of Directors. Anne Fadullon, director of planning and development cabinet for the City of Philadelphia, provided insight into future building projects, and Erin Coleman, NBC10 news anchor, kept the evening’s program running smoothly. It was an informative and enjoyable evening for all. Thank you to our sponsors, as the Membership Dinner would not be possible without their support.

2017 SPRING PAC FUNDRAISER The GBCA Political Action Committee (PAC) held its first event of the year on April 10, 2017 at the Pyramid Club. Attendees networked and discussed industry topics with members of City Council and their staff while overlooking the growing city skyline. This event would not have been possible without the amazing support from the host committee and our guests from City Council. GBCA PAC has become an important tool to ensure that our voice as the thought leader in construction remains strong. Please consider joining the movement by making a contribution at gbca.com/advocacy.

12 CONSTRUCTION TODAY

CONSTRUCTION LEADERSHIP COUNCIL GO-KART RACING On May 11, 2017, GBCA’s Construction Leadership Council hosted a fun night of networking and go-kart racing at Speed Raceway in Horsham, PA.

2017 GOLF OUTING On Monday, June 5, 2017, GBCA hosted the 2017 golf outing at Whitemarsh Valley Country Club. Despite the inclement weather, GBCA members were able to get in a full 18 holes of golf.

Congratulations to Len Lynch, president, Lenick Construction Inc., this year’s 50/50 winner. Lynch chose to donate his winnings back to Alex’s Lemonade Stand, bringing the grand total raised at the event to more than $2,000. Thank you to the GBCA members who joined us for this year’s event and to our sponsors who made this event possible.

ISSUE 2 | 2017 13

GROWING GREATER PHILADELPHIA GBCA’S NEW PARTNERSHIP WITH NBC10 HIGHLIGHTS THE IMPACT OF CONSTRUCTION IN OUR REGION — AND THE COMPANIES DRIVING THE TRANSFORMATION

by Lauren Tosti, Director, Marketing & Communications, GBCA

A behind-the-scenes look at the making of a Growing Greater Philadelphia TV segment

14 CONSTRUCTION TODAY

GBCA is excited to partner with NBC10 for the new 30-minute TV series “Growing Greater Philadelphia,” airing select weeknights at 7 p.m. This partnership is also in association with the Select Greater Philadelphia Council, a division of The Chamber of Commerce for Greater Philadelphia.

The goal of this series is to promote the emerging and flourishing businesses and industries in the Greater Philadelphia region, proving that Philadelphia is, now more than ever, a great place to live, work, and visit. Clearly, the construction industry plays a huge role in the growth of our region!

and Michael Jackson, Philadelphia D&M have filmed for the series.

Segments featuring Maser discussing the use of virtual reality in construction and Jackson, for the program’s emphasis on manufacturing, aired earlier this spring and summer. GBCA’s commercial with Armento’s testimonial can also be seen on NBC10 and on NBCPhiladelphia.com.

As part of our multifaceted partnership, GBCA has many promotional perks to advance the mission of association and to spotlight the important work of the construction industry: n

Inclusion in a quarterly half-hour access show on NBC10, on NBCPhiladelphia.com, and on Telemundo

n

60-second “mini” stories during the morning and evening news broadcasts

n

30-second commercials solely dedicated to promoting GBCA through member testimonials

GBCA is full steam ahead with filming for the segments, spotlights, and commercials. Michael Armento, Torcon; Emily Bittenbender, Bittenbender Construction; Dave Maser, Gilbane Building Company;

You can watch the segments and commercials at gbca.com.

Search for “Growing Greater Philadelphia.” There are still opportunities for our members to be involved as a cooperative ad placement. Contact Lauren Tosti at ltosti@gbca.com for details. n

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ISSUE 2 | 2017 15

SAFETY FIRST: HOW TOP SAFETY PROFESSIONALS BUILD A MORE EMPOWERED, SAFER WORKFORCE

by Lauren Tosti, Director, Marketing & Communications, GBCA How do you safely haul a 500,000-lb. power transformer?

Just ask George S. Young. As a senior advisor at George Young Mammoet, he has led the teams that meticulously transport electrical transformers from their central storage locations to their final destinations, a process that frequently involves maneuvering under bridges and around overhead road structures. And whether it’s a transformer or the other heavy, jumbo equipment George Young Mammoet manages on a daily basis, the transportation project is followed by an extremely detailed installation. In many cases, the equipment needs to be aligned to one thousandth of an inch. That’s equivalent to one-eighth of the thickness of a piece of paper.

“We live in a world of perfection. We don’t

16 CONSTRUCTION TODAY

get second chances in this kind of work,” Young says. “If it’s not perfect, the results could be catastrophic.”

George Young Mammoet’s culture of complete safety compliance involves intensive planning that accounts for every aspect of a project and comprehensive training for each person involved. Taking what he calls a “Mammoet Minute” every step of the way can make all the difference.

“Once we’ve taken those 60 seconds to look at the task and our surroundings, to check to see if something doesn’t look right, or if we need to address an issue, then, and only then, can we move forward with confidence,” he says, likening the process to a pro golfer about to hit a ball on the green. The athlete has incredible focus, visualizes the end result, and then makes a precise swing.

Increasing proactive measures The nature of George Young Mammoet’s work requires specialized safety guidance, but thorough planning and training is a trend Dennis Dougherty, president of Med-Tex Services, Inc., sees across the board within today’s construction industry. “It’s a very proactive approach to safety,” he says, noting how, until more recently, the primary focus was recordable injuries and historical data (lagging indicators). Now pre-site inspections, hazard evaluations, and safety analyses for injury prevention (leading indicators) are just as prevalent.

Even before a job is secured, safety is playing a more substantial role in the early stages of estimating and in the prequalification of contractors and subcontractors. Including safety provisions upfront in writing can be

CONSTRUCTION SAFETY WEEK

2017

beneficial in the long run, says Dougherty, citing how overlooking safety can backfire later, making companies liable in the future.

The increased involvement of the insurance industry, which may even include specific direction to create safer job sites, has also heavily influenced contractors who recognize the damaging consequences and potentially large expenses are not worth the risk.

Dona File, corporate safety director at LF Driscoll, echoes the growth of this trend. “Of course, we want everyone to go home safe, and the moral obligation to safety is first priority. But the world of safety has changed from inspecting guardrails and ground pins on extension cords to a risk mitigation program,” she says.

With more information and scrutiny, however, comes an increased need for transparency and responsibility. Companies need to be prepared to see more near-misses in safety reporting than they may have seen in the past, and be ready to take corrective action where necessary.

Collaborating and speaking up More safety planning also means more parties are intricately involved. Mike Jayes, safety director at TN Ward Company, says a positive result of this trend is that collaboration has increased exponentially. “It’s important to get as many people with different perspectives as possible collaborating on any effort, and you need to account for both the environmental and personal aspects of safety,” he says.

Having worked in EH&S for 35 years, Jayes says in the past decade in particular he has witnessed an “incredible” increase in the cooperative efforts between conscientious contractors and OSHA. “There’s a core philosophy here in the Philadelphia area, that we all share a common goal that all workers have a safe place to work — period,” he says. “Whether you are the one instituting a regulation or the one applying a regulation, the more people involved, the better it is for the workers.”

The increased collaboration is also a reminder that safety affects everyone — and all must be personally empowered to embrace safety on the job.

“Maintaining high safety standards creates a place where well-trained employees can be productive and feel confident within their work,” says Mary Pat Geppert, president of Geppert Bros., Inc. “In addition, maintaining the best state-of-the-art equipment, controlled by qualified operators, as well as taking the necessary precautions, has saved countless lives over the years. These precautions take just a few minutes to implement

GBCA members across the region recognized Construction Safety Week during May 1-5, 2017. This annual event encourages the construction industry to work together to strengthen its safety culture. Members conducted special safety training and education activities to share best practices and to ensure safety preparedness and awareness among every worker, on every jobsite, every day.

ISSUE 2 | 2017 17

and oversee on a daily basis, but can make all the difference when it comes to a safe demolition project. At Geppert Bros., Inc., we are committed to providing a safe work environment for all — from our employees, to our customers, and our job site communities at large.”

She adds, “I expect Geppert employees to remain vigilant where safety is concerned and follow all of our safety policies and procedures. Our employees are encouraged by all levels of management to speak to any of us, at any time of the day or night, if they feel something is unsafe.”

It’s a sentiment echoed by Ken Gallagher, safety manager at Limbach Inc., where everyone has the right to shut down a job immediately if there is an unsafe condition.

“Today’s safety process shows sincere care and concern for workers’ well-being,” says Gallagher. “The motivation must be going home to their families every night, not fear of being removed from a project for not wearing personal protective equipment (PPE).

This value-based approach empowers individuals to speak up and stop work when something isn’t right, without any repercussions. You have to own your own safety and that of those around you, regardless of title.”

Sometimes it’s a gut feeling that someone is in harm’s way, Jayes says. “You might not know what regulation to apply, but you have that feeling that something is wrong, and no one should ever hesitate to raise a hand about a potential issue. That’s why all of our employees are considered Competent Persons with regard to being expected to stop work activities and pursue a way to eliminate the potential exposure.”

Developing that keen awareness and becoming “safety empowered” begins well before employees arrive on the job site.

Bill Reis, safety director at Belcher Roofing Cooperation, leads the safety training initiatives for workers. He says he keeps his training programs interesting, fresh, and fun, so individuals stay engaged and therefore, will remember — and apply — the education and training they have received once they are out on the job site.

Becoming safer, together Beyond the abundance of training and consulting available from companies and organizations, construction professionals have access to variety of industry resources, allowing them to keep up with the latest OSHA standards and to share best practices.

GBCA RECOGNIZED

BY PHILADELPHIA CITY COUNCIL FOR CONSTRUCTION SAFETY WEEK

18 CONSTRUCTION TODAY

The GBCA Safety Committee is one source of support for all GBCA members. Whether that individual is a newcomer to the field or a seasoned safety professional, GBCA can be a resource. The Committee also seeks to be a partner for smaller organizations who do not have a dedicated, full-time safety professional on staff.

In the coming months, the Committee is working to develop an inventory of “Toolbox Talks” that address the OSHA “Focus Four” hazards (fall hazards, caught-in or between hazards, struck-by hazards, and electrocution) that will be available on the GBCA website. The Committee also works closely with the Mid-Atlantic Construction Safety Council, which File established 20 years ago. At its inception, seven members met for safety knowledge sharing, File recalls.

Now, there are more than 125 members who gather at monthly meetings for networking and training sessions.

Joining together to put safety first will allow organizations to become more productive, individuals to become more knowledgeable, and jobsites to become safer. “All boats rise with the tide,” says File. “GBCA must be the rising tide, and the entire industry will be elevated by it in every way.” n

In May, GBCA was presented with a resolution from Philadelphia City Council in formal recognition of its work that has increased awareness of safe construction practices in the City of Philadelphia, specifically during Construction Safety Week.

At the City Council meeting on Thursday, May 25, 2017, a Safety Week resolution that was passed unanimously by City Council on April 27 was read. Councilman Bobby Henon, who represents Philadelphia’s 6th Council District in Northeast Philadelphia, formally presented a copy of the resolution recognizing GBCA’s instrumental role in promoting safe construction practices to Mary Pat Geppert, president, Geppert Bros Inc., chair of GBCA’s Safety Committee; James J. Dolente, Sr., chairman, GBCA, and chairman of the board, Madison Concrete Construction; Benjamin J. Connors, Esq., president, GBCA; and members of the GBCA Safety Committee. The Safety Committee includes safety representatives from top safety consultation companies and general contractors throughout Greater Philadelphia.

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ISSUE 2 | 2017 19

DEVELOPING A SAFETY CULTURE FOR

FOR SHORT-DURATION PROJECTS AND SHUTDOWNS With tougher cost and schedule pressures, shorter project durations, and faster changes with greater impact, the dynamics of short-duration projects and shutdowns demand more insightful and prepared safety knowledge — especially for those without the maturity or experience in the field.

by Herb Strong, Business Development Manager, HazTek Inc. Projects with shorter durations and shutdowns do not allow the time to develop a comprehensive safety culture onsite, so it is vital that all workers — and tiered subcontractors and vendors who may only be onsite for a day — understand safety expectations and are aware of the hazards in the field even before they arrive to the location.

organizational structure and safety processes are in place before initiating the project and by maintaining an ongoing interaction throughout the execution of the project.

With tougher cost and schedule pressures, shorter project durations, and faster changes with greater impact, the dynamics of short-duration projects and shutdowns demand more insightful and prepared safety knowledge — especially for those without the maturity or experience in the field. Since accidents cost businesses money and decrease productivity, contractors will also need to come to the projects with heightened safety skills and awareness.

n

All safety evaluation criteria should be objective, quantifiable, and demonstrable.

n

Safety criteria, evaluation method, and rating system should be shared with contractors.

n

Owner’s project manager personally defines and explains the project’s safety culture to contractor’s managers at the kickoff meeting.

When an effective, proactive safety culture is implemented, owners and contractors can minimize the risk to all workers assigned to a project. This is accomplished by ensuring that an effective

n

Owners should define specific behaviors, metrics, and expectations in bid documents – not to simply “follow all OSHA and owner safety policies and procedures.”

20 CONSTRUCTION TODAY

Principles of a successful safety culture

n

Don’t allow schedule or cost to alter the safety program.

n

Each contractor that submits information should receive feedback on how their organization fared with respect to the established criteria.

n

Safety expectations must be clearly listed, i.e. OSHA 10-Hour training, weekly tool box talks, training requirements, site orientation, etc.

n

Incident, First Aid, and Near Miss Reporting requirements and Stop Work Authority should be noted.

n

Identify the type of mentoring program to be implemented.

Safety responsibilities for short-term projects The owner should assign one person to coordinate the contractor safety culture process for a site or project while other members of the project team or organization should provide support for that person. n

Management should greet workers at the gate in the morning and/ or in the evening — shaking hands and thanking them for working safely. It’s important to be both accessible and genuine.

n

anagement must display a positive reaction to accidents/ M incidents, and non-injury events (“Near Misses”). Treat these as learning opportunities, not blame games.

n

Use positive safety signage in the field to reinforce the message that management has identified.

n

efine key topics of safety toolbox talks for the foreman and help D to train him/her to be skilled at this important task.

n

nsure management exercises “fair and open accountability” for E safety. Enforcement must be required and positive recognition should be a standard part of the accountability process.

n

old co-workers and supervisors/foreman accountable for their H actions, or lack thereof, when accidents happen.

n

I ssue recognition and rewards for “Good Catch,” “Best JHA/JSA,” or “Stopping Work for Safety.” Make these presentations in front of peer groups to maximize impact and reinforce desired behaviors.

n

Identify and train mentors before they come to the site, making sure that safety expectations identified in the pre-qualification stage are acted upon.

Mentorship through all phases Mentoring new workers on safety expectations before they come to the site — and mentoring workers while they are on the site — helps to ensure successful development and application of a construction safety culture for short-duration projects and shutdowns. Identifying and training mentors has to happen before the project starts in the field. Mentors need to be trained and proficient in recognizing unsafe work, intervening and stopping unsafe work, and able to draw upon coaching skills.

Determine which members of the project team will participate in the mentoring process. This team typically includes at least the owner’s project manager, site superintendent, union shop steward representative, and a safety professional.

If a contractor(s) has not previously identified those that may be able to fulfill the role of a mentor, it is recommended that the site superintendent conducts interview(s) with journeyman workers who meet the experience and attitude towards safe work practices.

There are many characteristics and expectations when selecting a mentor. The individual is a role model, counselor, teacher, and advisor — while having a willingness to share personal experiences to train mentees. The mentor must also have safety culture awareness when working with others, be able to demonstrate safe work practices, and be aware of site organization roles, communication channels, and training programs. Most importantly, he or she must be open, honest, and maintain regular contact with the mentee.

Mentorship procedures – before workers come to the site Mentorship must be part of the project-specific safety plan for small projects of short duration. Once the project has started, mentors should perform field safety discussions throughout the day — every day. By enacting mentorship principles early on and continuing to analyze gaps in safety communication, the mentorship program will continue to improve. n

Review contractor site-specific safety plan

n

Address scope-specific mentoring program implementation at the kickoff meeting

n

Consider ratio of one mentor to four or five mentees

n

Develop a spreadsheet with mentor names, companies, and contact information

Minimize risks to workers and projects Owners who proactively seek and select safe contractors can minimize risks to workers and projects. Contractor mentorship requires significant owner effort and project calendar time, but it ultimately pays off in a reduced number of injuries, increased productivity, and a lower project cost.

By making the process of safety training more efficient to get workers to their first hour of work — and providing mentorship for the duration of the project — workers can be much more safety ready when they arrive to a site and a stronger onsite safety culture can be realized. n

Establishing a mentoring team All new employees, tiered-subcontractors, and vendors need to be assigned a mentor. This should happen during the orientation process before they start work in the field.

ISSUE 2 | 2017 21

#1 General Builder Engineering News-Record Top Contractor Building Design + Construction Top Entry-Level Employer CollegeGrad.com #1 Green Builder Engineering News-Record

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RECOGNIZING LOCAL AWARD WINNING PROJECTS

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22 CONSTRUCTION TODAY

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ISSUE 2 | 2017 23

ADDRESSING THE ELEPHANT IN THE ROOM ON YOUR JOBSITE:

SCAFFOLDING & COMPETENT PERSON TRAINING

by Shawn MacDonald, Safety Director, Superior Scaffold Services, Inc.

There is an OSHA regulation that is one of the most “overlooked” OSHA requirements by customers who rent scaffold; and it says, in essence, a scaffold must be inspected prior to each work shift by a competent person [1926.451(f)(3)].

You hire a scaffold company to come out and install a scaffold so your employees can safely perform a task. The reason you hired professionals to do the job is because your people are professionals at what your company does … not at building scaffold. It’s the same reason you hire a carpet installer or a plumber. Here’s the problem.

When the carpet is installed, and the pipes are all buttoned up, you don’t have to worry about their condition changing and injuring a worker.

When your scaffold company completes your installation, and the scaffold “complies with OSHA requirements” and gets that coveted green tag, it’s only valid until the next work shift. You read it correctly. It must be inspected by your company’s Scaffold Competent Person before the next work shift.

Wait … but … who inspected the scaffold on your job today?

As an employer, you can designate anyone as your competent person (CP), and most employers have what they consider to be knowledgeable “scaffold guys” (or girls) they’ve chosen as their CP. Well, you did if you knew you needed one. TIP: When we built your scaffold, and discussed it with your authorized representative, they were informed (verified by initials) that the scaffolds needed to be inspected prior to each shift by a competent person.

Anyway, back to your “scaffold guy.” I’d like you to keep that person in mind when you read the next paragraphs. We’ll call him/her Pat. OSHA defines a CP as “one who is capable of identifying existing and predictable hazards in the surroundings or working conditions which are unsanitary, hazardous, or dangerous to employees, and who has authorization to take prompt corrective measures to eliminate them.” Let’s break that down.

24 CONSTRUCTION TODAY

Capable of identifying existing hazards Pat had OSHA 30 training, he knows what hazards to look for on a construction site. So that covers unsanitary, hazardous and dangerous. Was Scaffold Hazard Awareness part of OSHA 30? Yes, it was! So far, so good.

Capable of identifying predictable hazards This is where Pat’s experience comes into play. Example: It’s been dry for many days, and all is well with the scaffold. Yesterday the gutter crews installed a downspout that will empty right where one of the legs of the scaffold hits the ground. It’s Pat’s responsibility to recognize that there is a potential for an accident if it were to rain. The foundation of the scaffold could erode, leaving the scaffold unstable. It’s also Pat’s responsibility to take the necessary steps to correct the problem, and Pat has the authority to take steps to correct, because you designated Pat as the CP. So it looks like we’re good, as far as OSHA is concerned, if we designate Pat as our CP to do our daily scaffold inspections. By the way, OSHA requires Pat to be on site whenever the scaffold is being used to take corrective action any time the scaffold is being used incorrectly or falls into non-compliance, and after any significant event that may have altered the structural integrity of the scaffold. So if you haven’t figured it out yet, Pat can only oversee the scaffold(s) on one site at a time. Your CP cannot travel from site-to-site if you have more than one scaffold in use at any given time. If Pat’s your only “scaffold guy” you have a problem.

The whole point of this … is safety.

This is where I peel back the safety blanket to reveal a truth that could get me shunned from the “safety community.” Safety and Profit are inseparable. By “Profit,” I mean survival of the company.

I’m not talking about greed, just keeping the doors open at the company. It’s simple, if companies don’t keep their workers safe, it becomes too expensive to stay in business. Insurance costs will put a company out of business very quickly. And in this day and age of “throw it against the wall and see what sticks” lawsuits, it behooves all of us to be safe. If we reverse engineer my above statement we get, “being safe, promoting safety, will make a company more profitable.” Maybe my colleagues in the safety field will let me back in the fold now.

Let’s get back to Pat. In regards to OSHA requirements, we’re OK, but OSHA and more importantly, our insurance companies, don’t like to take our word on matters like “competency.” They kind of like to see proof. So much so that a trend in safety is to now pre-test trainees to see what they knew (or didn’t know) before the class, so we can determine the effectiveness of the training.

In the insurance world’s dictionary, “designating” means more than just “declaring.” We must prove that Pat knows scaffold, because if something happens and your CP ends up on a witness stand, he or she better be competent. Training with a comprehensive test, is the only way to verify Pat’s competency. It’s the reason Pat took the OSHA 30, so in the event of an accident you can prove Pat’s competency on safety in construction.

OSHA requires Scaffold to be “erected, dismantled or altered only under the supervision of a competent person.” As a scaffold company our Scaffold Builders had to be CP. Where do these CPs come from?

Paraphrasing OSHA: A “Qualified Person” is the one who trains CPs. So our builders have been taking the Scaffold and Access Industry Association (SAIA)’s CP course since the 1980s. The SAIA is the “governing body” for the scaffold industry and is on the forefront of everything scaffold and safety related. As far as I am concerned, it is the most comprehensive training available.

Superior delivers scaffolding to dozens of jobsites every day. On every delivery, the customer’s rep signs a contract that includes a warning that the scaffold must be inspected prior … you know the rest. When we leave, who knows what happens. This didn’t sit right with us. That and the fact that more customers were “becoming aware” and asking, “Where do we get Competent Person Training?”

This led us back to the SAIA. About four years ago, I successfully completed the SAIA’s train the trainer program, to become qualified to administer Competent Person Training in Frame Scaffold, System Scaffold, and Suspended Scaffold.

That first year, the only people we trained were our employees.

The following year, maybe one class every other month, mostly suspended scaffold, because it is OSHA’s main focus when it comes to scaffold hazards. In the last 18 months, we are conducting three to five classes a month in all subjects.

Just last month I had an amazing opportunity presented to me. I got a call from SAIA that four OSHA Compliance officers wanted Competent Person Training in Frame & System Scaffold. The SAIA will provide training to any OSHA personnel at no charge. When I accepted the job, I contacted my local OSHA officer and asked if he and any of his coworkers wanted to attend. I ended up with eight compliance officers in a two-day class. I learned as much about how they work as they did about scaffold, which was the most valuable training I could ever receive.

A superior solution When I learned that SAIA would train OSHA as a professional courtesy, I had an idea … Superior should offer training to safety directors in the area at no charge as well. I talked to our CEO, Guy Bianchini, and he agreed. If you are a Safety Director for your company, contact us about complimentary Competent Person Training.

I’ve been in the scaffold biz for going on 38 years. It’s awesome to see this many people coming to get Competent Person Training.

Why? Because I, like many of my colleagues, “take this stuff home at night.” I used to worry about every install I did for the duration of the rental. As a technician I repaired hundreds of suspended scaffold hoists every year. These hoist are what hold my customer’s lives by a thread. It’s a lot of responsibility. I’ve seen Incompetent Persons first hand. Knowing that the safety directors of the world are checking credentials helps me sleep at night. Providing the knowledge behind the competency of all the Pats out there, is the icing on the cake.

In closing, when someone mentions the elephant in the room at your safety meeting, it won’t be scaffolding. n

ISSUE 2 | 2017 25

APPLYING A

LEAN CONSTRUCTION MIND-SET TO BEEF UP JOBSITE SAFETY

by Jim Parsons Reprinted courtesy of Engineering News-Record, copyright BNP Media, June 6, 2017, all rights reserved.

Contractors that embrace lean construction principles in the name of reducing waste and enhancing value often discover other facets of their operations that are ripe for improvement. By using lean’s emphasis on a company’s cultural mind-set to gain insights into not only the “hows” but also the “whys” of a process, contractors can uncover better ideas for doing things that might otherwise never have been considered.

Vogel Bros. Building Co., Madison, Wis., is among the firms that believe safety is one of those improvements. If lean is about increasing value for customers, then internal customers — employees — merit the same level of attention as those the company serves, suggests Mark Rounds, Vogel’s vice president of corporate development.

“And value for employees is a safe, healthy work environment,” Rounds says.

When it comes to safety, Rounds believes that most companies are behavior-based — that is, an employee’s action is the cause of the accident or injury. However, by addressing a safety incident as the outcome of a process, “we look at the factors that caused that behavior to happen and see what can be done to change how employees act,” Rounds says.

When an incident occurs, this mind-set means applying root-cause analysis and 5S methodology to find facts, rather than fault.

26 CONSTRUCTION TODAY

Seeking Honest Answers About Training Citing a recent forklift rollover incident, Rounds says the operator jumped out of the cab, rather than stay within the safety of the roll cage. Luckily, the worker was uninjured.

incumbent on the firm to create an environment that discourages such behavior.

“If they’re doing it because of a productivity or schedule issue, for example, we need to look at why the project is falling behind,” he adds.

But rather than simply chalking the incident up to operator error, Rounds brought together the employee, worksite superintendent, safety chief and area president to reconstruct the potential contributing factors.

Using lean to address safety as a problem that needs to be solved, rather than as a statistic that needs to be improved, makes perfect sense to Todd Brink, president of Milwaukee-based Lean Culture Group.

“The worker had been hired as a general laborer,” Rounds recalls. “A situation arose where we needed someone to operate the forklift, and he said he could do it, when, in fact, he hadn’t had enough training.” Rounds added, “The problem was not so much an untruth on his part but that we created a situation where someone felt he couldn’t be totally honest with us, and we accepted it.”

“Basing safety on metrics means you do the same things over and over, without getting the improvements you want to see,” Brink says. “If your goal is to lower a building’s construction cost, you can do it by using plastic hinges—but you won’t have a better building.”

As a result, Vogel has instituted an operational check for workers who seek to operate forklifts.

“We have a training session for all workers who are expected to operate forklifts [and] verify if the worker is indeed qualified,” Rounds notes.

A similar investigative approach to other incidents found a correlation between safety lapses and project supervisors’ schedule or productivity demands. Vogel doesn’t want employees taking risks, Rounds says, but it is

Cynthia Tsao, director of lean strategy for Consigli Construction, Boston, adds that just adopting lean is a major step toward improving jobsite safety. Many of the same management measures designed to improve productivity—from daily stand-up meetings to staging materials on wheeled carts—provide a double benefit by reducing hazards.

“If you’re studying processes for ways to improve them, you’ll likely also find ways to make them safer,” Tsao says. “Well-planned, predictable work is also inherently safer because you’re reducing exposure to hazards when workers avoid comebacks because they are able to install work as planned.”

Making Lean Safety Happen Lean construction practices may offer some intriguing ideas that benefit safety, as well as other processes, but it won’t prove successful as a stand-alone solution.

“You hear a lot of companies talk about using Last Planner or Pull Planning,” observes Blake Wentz, professor and chair of the Milwaukee School of Engineering’s civil, architectural engineering and construction management department. “They’re just using the toolbox. With lean, culture shift is the biggest obstacle.”

Noting that lean and safety go hand in hand, Andi Schoppa, a senior risk engineering consultant in construction specialties for Zurich North America, says the practice thrives best in a company culture that’s fully committed to it.

“It’s important to have an environment that fosters continuous improvement, worker input and collaboration,” Schoppa says.

“Everyone works together on solving problems or preventing them.”

Yet even processes specifically aimed at improving safety often involve learning something new or changing work habits honed through decades of experience — requirements that not everyone follows through on.

For example, long-range task planning may be anathema to project managers and site superintendents who are reluctant to give up the flexibility that allows them to move people and tasks around as needed—a practice Tsao calls “firefighting.”

“Many contractors pride themselves on being able to solve problems on the fly, even seeing it as a routine part of the job,” she says. “What they don’t always realize is that constantly changing the work plan may generate chaos instead. So, workers will end up being unproductive and more prone to safety hazards.”

Rounds notes that Vogel has readily embraced lean safety’s lead-by-example facet.

“It’s not just the front office saying, ‘Do this,’ and that’s it,” he says. “We’re looking for ways to improve everywhere, including administrative functions, such as accounting.”

Schoppa suggests that a focus on behavior is a good starting point for making lean principles work for safety. “Once workers see the benefits, you’ll get the buy-in. Other parts will fall into place,” she says.

Wentz agrees, saying, “Many companies are driven by front-end costs. When they start to consider the cost of an accident, this is really low-hanging fruit.”

Telling craftspeople to do things differently also changes the things that define who they are, Brink adds.

Along with cultural changes and commitment, patience may well be lean safety’s key success ingredient. “We don’t expect everyone to do to this right the first time,” Rounds says. As with mastering a new tool, individual workers will adapt their thinking at different rates.

“Managers must be there to support them and be willing to make changes themselves,” he says.

But Rounds has no doubt that the safety improvements will come. “We’re confident they’ll start connecting the dots,” he says. 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 2 | 2017 27

THE BUSINESS CASE FOR

GREEN

28 CONSTRUCTION TODAY

BUILDING

By Joseph F. Kessler, Esq., Dilworth Paxson LLP The business case for green building has been made (a quick online search will provide more data than imaginable), so how is it impacting your company? Having spent two years as the Chairman of the Delaware Valley Green Building Council, I have witnessed firsthand the industry’s growth in the Mid-Atlantic region and the corporate and market demand that has accelerated it.

In 2015, U.S. Green Building Council projected that owners and managers would invest an estimated $960 billion through 2023 on greening their infrastructure. A recent study

by BCC Research identified that the U.S. market for green building materials should grow to $69 billion by 2019.

Green building continues to expand in our region, according to Alex Dews, the Executive Director of the Delaware Valley Green Building Council. “We are seeing innovative sustainability principles applied in projects across all sectors, and from historic retrofits to master development plans. The design and development community is responding to increased demand from consumers for buildings that are healthy to occupy, efficient to operate, and resilient to a wide range of climate extremes.”

Much has been said in Washington as the national environmental agenda appears to be shifting. A debate over global warming misses the point. Whether it is described as “green” building, “sustainable” construction or “high performance,” the ecological and social issues which raised the concerns over the impact of the built environment on the national environment, noble in their own right, have been surpassed by the economic benefits and the health and productivity of the work force associated with green construction so that it has created its own “economic stimulus” plan that the economic statistics post-2013 cannot re-

fute. The white collar tech and manufacturing jobs in this sector, that have been created by companies such as Honeywell, Johnson Controls and St. Gobain, energizes the economy. Just imagine a 2017 federal stimulus bill that continues to promote the philosophies that led to the greening of GSA’s enormous portfolio and the additional economic savings generated by it. This is a non-partisan message that can be delivered to any local, state or federal politician. Growing evidence also suggests that work place productivity and health have increased in sustainable buildings resulting in bottom line performance benefits for the businesses who occupy them. Wellness and healthy building standards in health care have psychologically reduced patient stay time as well as reduced germ exposure.

Using a whole-building (integrated) design concept can achieve sustainable site development, water conservation and savings, energy efficiency, longer lasting building systems and a healthy indoor environmental quality with the result being, a building whose asset value increases (capital appreciation through improved rent and lower operating costs); electricity consumption reduced despite more “connectivity”; and energy use, carbon-dioxide emissions, raw material use and waste output decreased, while improving potable water supplies.

The accelerated demand for high performance buildings has continued to grow notwithstanding U.S. politics and has grown in the face of arguable risks: that green building projects are not completed on time or on budget; that greater legal liability can occur through green building design and construction; that the subcontractor industry lacks the experience needed; and that the newer building codes expand liability as professionals learn to adapt. Integrated

design can eliminate some of the problems and carefully tailored legal contracts with effective dispute resolution procedures can significantly reduce the parties’ risks. Education by entities such as the Delaware Valley Green Building Council provides resources for general contractors, subcontractors, architects, engineers and their workforce.

Additionally, insurance products can be tailored to reduce exposure.

“Green building practices are no longer a trend, they’re an essential part of any significant construction project,” said Mike Armento, Senior Vice President at Torcon, Inc. “Our clients expect their buildings will be approached with an eye towards sustainability, helping to create a healthier environment for their tenants or employees while also reducing the long-term operating costs of the building. A construction management firm with strong experience in this area will ensure a project is delivered on time and on budget.”

Politics aside, sustainable construction, that promotes innovation and continues to grow the real estate industry, provides good paying jobs, with the residual benefit of creating a better environment, cannot be ignored when the curtain is pulled aside. The business case for sustainable construction has been made.

With sustainability, as part of each company’s mission in the Delaware Valley, evident in each company’s workplace, prominent in the public relations and corporate philanthropy, while realizing the economic benefits with a more productive and healthy workforce, the only question left is why are your competitors reaping these benefits instead of your company growing with the impact?

Joseph F. Kessler, Esq., Dilworth Paxson LLP is a Partner, Chair Real Estate Group and Trustee, St. Joseph’s University. n

ISSUE 2 | 2017 29

MACHINE-TOMACHINE PLATFORM:

EMPOWERING FACILITY MANAGERS TO TAP VALUABLE OPERATIONAL AND ENERGY EFFICIENCIES THROUGH AUTOMATED BUILDING INTELLIGENCE

by Ellis G. Guiles, P.E., LEED AP, President, Graboyes Commercial Window Company and Graboyes Smart Buildings To understand the latest automated building intelligence practices and technologies, it’s helpful to consider the context. The context is that right now, a profound evolution is happening in the field of facilities maintenance. The story is an interesting one involving a transition from equipment-centered maintenance to reliabilitycentered maintenance.

Did you know that the Douglas DC8, one of the primary passenger planes employed during the 1960s, required approximately four million labor-hours of maintenance between every 20,000-hour overhaul? Compare that workload to the far more complex Boeing 747’s mere 66,000 labor-hours of maintenance required between every 20,000-hour overhaul.

How did Boeing reduce the labor-hours required by a factor of 61?

They implemented reliability-centered maintenance (RCM).

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RCM: Evolving from equipment perspective to system perspective Reliability-centered maintenance is driven from a system perspective rather than an equipment perspective. As an example, consider an airplane with ten hydraulic control valves. The manufacturer of these valves recommends replacement after every 3,000 hours of flying time. If you follow an equipment-based approach you would simply replace every valve after 3,000 hours. It is very likely in this scenario that most of the replaced valves are still functional when they are replaced.

If we take a system approach, we recognize the 3,000 hours is an average lifetime rather than an absolute safety limit. Plus, the probability of all ten valves failing simultaneously is infinitesimally small. So we modify our approach and change only one valve every 3,000 hours, choosing a different valve in a different location each

time until all of the valves are replaced, at which time we start the process over again. Since the modifications are made using more complete and accurate system information, we have modified the maintenance approach without sacrificing safety and reliability.

Reliability-centered maintenance applied to buildings Scheduled maintenance is the primary method employed in facilities today. To develop the frequency at which maintenance should be performed, practitioners typically follow either the manufacturers’ recommended maintenance frequency or the processes and procedures outlined in industry standards such as ANSI/ASHRAE/ACCA Standard 180 Standard Practice for Inspection and Maintenance of Commercial Building HVAC Systems. This maintenance approach is labor intensive (think of that DC8) and doesn’t give us much insight into system performance.

Why not just modify the BAS? In the past, building automation systems were not designed to collect and analyze data. They were designed as operating systems — turning equipment on and off, modulating valves and dampers, maintaining temperature and humidity setpoints, and providing notification of alarm conditions. Attempting to add trending and analytics functionality to these systems is time intensive and can negatively impact their operation. Connecting M2M to BAS allows it to seamlessly collect and analyze the data, thereby allowing the BAS to continue to perform its core operating function without impediment.

Using a machine-to-machine learning platform to achieve RCM If a building has a building automation system (BAS), then the installation of a relatively low-cost machine-to-machine (M2M) learning platform can provide the means to implement RCM. At Graboyes Smart Buildings, we operate such a platform in clients’ buildings to provide actionable data, analysis, and guidance for more proactive and energy efficient operations.

The M2M platform connects to the BAS and gathers data from it.

The data is stored in the cloud via a secure one-way connection.

With this available data, analysis tools are used to create valuable insight into the functioning of the building’s HVAC systems. The M2M platform provides important insights such as: 1. Setpoint adherence 2. Schedule adherence 3. Tenant comfort 4. Field equipment functionality 5. Primary equipment functionality 6. Boiler/chiller/central plant optimization 7. Sequence of operation modification opportunities Without this intelligence, a facilities team could spend upwards of 80% of its time trying to analyze trend data. M2M significantly reduces the time required for data verification and management, removing a significant barrier and allowing the team to use the data in meaningful and beneficial ways.

Most importantly, the insights created by M2M provide the “yellow” caution signals that facilities management teams can use to become proactive ahead of serious failure. M2M provides us with early indication that a system, piece of equipment, or component is beginning to operate in a zone that will eventually result in an alarm condition ­— a condition that we want to avoid because it could be severe, require immediate attention, and result in downtime.

Many of the newer M2M platforms (such as BuildPulse, which we use with our clients) can rank the caution conditions in relation to their energy impact to the building. The conditions with the highest priority — those that would cost the most energy if not corrected — are prioritized. As this technology evolves, the platforms will add the ability for a facilities management team to input information such as age of the asset, number of repairs, costs of those repairs, etc. This additional data will allow the algorithms to make better judgments on how to prioritize the performance of an individual piece of equipment or system and provide better guidance to the facilities management team as to what activities they need to focus on to ensure the highest level of performance for the building.

M2M as a low-cost means to begin a valuable RCM approach Reliability-centered maintenance is based upon a deep understanding of the systems being maintained and the consequences and impacts of failures within and of those systems. M2M technology provides an affordable means for facilities management teams to implement a valuable fundamental start to an RCM program within their building(s).

M2M technology supports their efforts by making visible what is currently concealed — a trove of data that can be tapped to the benefit of building owners and operators. Benefits include deep building performance insight, optimal comfort at the best energy efficiency, better tenant experience, and increased real estate value.

To learn more about Graboyes Smart Buildings’ M2M-related automated building performance services, contact ellis@graboyes.com or visit www.graboyes.com/smart-buildings.

ISSUE 2 | 2017 31

TRANSITIONING TO A

PAPERLESS CONSTRUCTION COMPANY

GOING DIGITAL CAN HELP MITIGATE RISK, INCREASE ROI, AND BOOST PRODUCTIVITY — NO MATTER WHICH SOLUTION YOU CHOOSE

by Emily Tsitrian, Director, Consulting & Training, PlanGrid The construction industry is behind. The US Department of Commerce has reported that construction productivity has remained stagnant since the 1960s, while other industries surge ahead.

realizing a dramatic increase in productivity for business.

The cause of this productivity lag? Technology — or a lack of it.

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S ave time: No more trudging back and forth from the jobsite to the trailer. Digital tools allow builders to focus on what they do best — build.

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E liminate rework: Take a look at your last project. Find out how much rework due to outdated plans cost you. A good digital construction solution will help you dramatically reduce rework, since every member of the team always has the most current set of documents on hand.

Although more than two decades have passed since office workers began sending email instead of paper letters, many construction companies still rely on their version of snail mail — paper blueprints — today.

And just like office workers who continue to rely on snail mail for business communication, builders who continue to rely on paper will fall further and further behind.

Imagine being able to update an entire team’s blueprint in real-time without having to wait for a new set to be printed, delivered, and distributed. Going paperless isn’t just about saving the environment — it’s about 32 CONSTRUCTION TODAY

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P rotect your plans: Things get lost, and paper is destroyed easily, but the cloud is always there. Never again will you need to worry about waterlogged, ripped, or missing plans.

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Improve accountability: The best construction software will let you see who did what, where, and when. No more trying to decipher handwriting or figure out who marked up that sheet.

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S ave the environment: Paper needs to come from somewhere, and using less paper means less trees are cut down.

Everyone wins.

By making the switch to a digital construction management solution, builders will be able to:

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R educe paper and printing costs: How much did you spend on paper and printing on your last project? You can reduce (or eliminate) these costs with the right software.

If you’re still using paper, but you’re ready to switch to a digital construction solution, it’s important to do it right. Even the best solutions can backfire without proper preparation.

1. Choose your new platform

3. Learn, learn, learn!

Once you’ve decided to make the switch, it’s time to decide which software to use. This isn’t a decision to be taken lightly — your choices will affect the way your business operates, and you’ll be trusting them with your valuable data.

The best software is easy to use, but it should also be powerful — and unleashing the full power of any tool involves getting to know it intimately.

First, conduct an audit of all available platforms. Ask around at other companies: what are they using and why? Do some research, list pros and cons, and be as detailed as possible. You should consider things like: n

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F unctionality: What will you be using most (e.g. markups, RFIs, as-builts)? Figure out what you need, what you want, and what would be nice to have.

Integrations: Do you already use other systems (like Box, CMiC, or Newforma) that integrate with your potential new software? What manual work will the integrations help to automate?

As part of your selection process, you’ll hopefully have chosen a platform that offers support and training. Now is the time to utilize this, especially if rolling out on a large project or across a company. The right consultant will help you establish company or project-wide standards, naming conventions, and workflows; saving everyone a ton of time in the future.

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onsult with your team to decide how C you’ll use the software to maximize its ROI.

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ocument your processes so that anyone D can refer to them in the future.

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se all resources available to you (trainU ing, consultation, etc.) from your chosen platform, so that you’re prepared when it’s time to go live.

4. Roll out

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P latform compatibility: Does your team use iPhones, iPads, Android devices, Windows devices, or a mixture? Will your chosen app work on the devices you need it to work on?

Once your company has selected a new tool, cleaned house, and learned everything you can, it’s time to test your preparation and discover how the new system works in the real world.

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Support: What do the reviews say about support? Is it easy to get instant help?

Are there resources (in-person training, consulting, etc.) available to make rollout even easier?

While using your new software system, record as much as possible, and attach dollar

Once you’ve chosen a platform, it’s time to do some spring cleaning.

2. Clean and organize You’ve chosen your platform. Now it’s time to get everything ready for your new system. Every company is different, so how you go about preparing to switch to a digital solution will vary depending on how you operate.

We recommend — where possible — purging your paper docs and plans. Scan and upload as much as you can to your chosen file storage system. Make sure you decide on naming conventions, and stick to them. If your file storage system allows tagging, use it to make it easier to find things in the future.

In short, get rid of as much paper as you can.

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How much time are you saving?

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How much rework are you avoiding? What were the potential costs associated?

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Where is the software lacking? This is valuable feedback for your software provider, so be sure to keep track of potential improvements.

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What isn’t working/what should you have done differently during rollout?

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Which tools are being underutilized, or not used at all?

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Is everyone on the project team following the standards put in place during training?

Ensure that you:

ustomer love: Which companies listen C to their users and make regular updates to their apps? What do their reviews say on the different app stores?

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values wherever you can (material costs, labor costs, etc.):

“

The more you record now, the easier it will be to evaluate the success of the rollout later.

5. Evaluate Evaluation is the most important of all the steps. There’s no point continuing to use a paperless solution if it doesn’t work for you and save you time and money.

If you’ve taken step 4 seriously and have recorded time and money savings, you might be able to calculate ROI. This is an important number, since it’s likely you spent money on acquiring the system, training, and rollout — but exactly how much did you save?

Hold a post-mortem after the project is complete. Get your team together around a meal, a drink, or both, and ask yourselves: n

How much money and time did you save with the new system?

possible — purging your

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What did people like/not like about it?

paper docs and plans.

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What could we do better to prepare next time?

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Did the training and preparation make a noticeable impact on the success of your rollout?

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What feedback do we have for the software developers?

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Should we use this system again or try something new?

We recommend — where

Scan and upload as much as you can to your chosen file storage system.

Make sure you decide on naming conventions, and stick to them. If your file storage system allows tagging, use it to make it easier to find things in the future.

”

Consolidate your feedback, pass it on to the software company you’ve used, and make a plan for your next project to make the whole process even smoother.

Welcome to the construction revolution. n ISSUE 2 | 2017 33

MAKE NO MISTAKE, CONSTRUCTION LIKES

DRONES

by Nicholas A. Pasciullo, Esq., Weber Gallagher Few industries have embraced aerial drones as thoroughly as construction. The number of aerial drones used in the industry is expected to explode this year and for the foreseeable future. “The construction industry has emerged as a key driver of the nascent commercial drone industry, which some analysts believe will top $5 billion by 2020,” according to Fortune.com. There are now about 770,000 aerial drones registered in the U.S., according to Bloomberg News.

Construction companies are finding drones effective in capacities including security, surveying, communication and management.

But a construction company operating aerial drones must balance its use against important privacy and legal concerns.

Technically, aerial drones are referred to in Federal Aviation Administration (FAA) regulations as Unmanned Aircraft Systems (UAS) or Unmanned Aircraft Vehicles (UAV). An aerial drone’s ability to rise above it all and versatility of instrument payloads make them commercially beneficial in construction, but also susceptible of invading privacy and possibly leading to litigation.

In conjunction with cameras, GPS, laser measuring systems and thermal imaging devices, aerial drones serve all aspects of construction from site surveys to construction progress to finished

34 CONSTRUCTION TODAY

product. Aerial drones reduce cost and increase accuracy of developing topographical maps, 3D mapping, construction progress, measurement overlay of photographs and post-accident reconstruction.

Commercial use is regulated through an evolving combination of governmental and private forces. Currently, the FAA regulates commercial use of aerial drones and various states regulate privacy concerns. Separately, insurance coverage and litigation help define acceptable uses and limits. Commercial use includes monitoring progress within a company or providing professional services.

For UAS weighing less than 55 pounds, the FAA regulations require the following: Who may operate? n

Must be at least 16 years old

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Must hold a Remote Pilot Airman Certificate with small UAS rating or be under the direct supervision of a certificate holder.

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Must pass applicable Transportation Security Administration (TSA) vetting

How may it be operated?

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Maintenance Log

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Must undergo flight check before operating

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Location of Operation

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Below 400 feet above ground level

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Type of UAS and Payload Equipment

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Below 100 miles per hour

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Between daylight hours (30 minutes before official sunrise to 30 minutes after official sunset, local time)

AIG has published a guide to Commercial Best Practices for aerial drone use and data collection and security that is very thorough and helpful. It is crucial that construction companies protect themselves and manage risk that can come with the use of drones.

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Must keep in sight (by pilot or remote observer)

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Must not fly over people

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Must not operate from moving vehicle

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Must yield to manned aircraft

Privacy remains a major concern due to an aerial drone’s “unparalleled surveillance capabilities,” according to a September 2016 report from AIG Liability Risk Consulting & Aerospace Solutions.

Only aerial drones operated by or on behalf of governmental entities are subject to Fourth Amendment search requirements. Private operators must obey all applicable privacy laws, particularly those specifically promulgated for aerial drone operation. Currently, only a few states have specific privacy laws concerning aerial drones use.

Most privacy laws concern the use of cameras and other high-tech equipment, such as thermal imaging and lasers with aerial drones and the storage and use of the data they collect. These laws primarily relate to the operation of aerial drones over private property or where it collects data (photos, videos, thermal imaging or measurements) from private property and generally require the permission of the property owner. But even neighbors can get into heated disputes over drones and privacy. A drone altercation in Kentucky ended up in court when a man sued his neighbor after the neighbor destroyed the drone that he claimed was hovering over his property watching his daughter sunbathe.

In general, best practices require the operator to take into account all physical characteristics of the project, to notify all third parties within or near the flight path and to minimize data collection, obtain permission from affected and potentially affected third parties and ensure the security of its storage and use. Finally, all aerial drones and data storage on construction projects should be equipped as best as possible against being hacked by outside persons or entities.

Nicholas A. Pasciullo, a Partner at Weber Gallagher, represents insurance companies in property, energy, construction and engineered risks insurance matters. His work encompasses matters involving damage to onshore energy facilities, power generation equipment, pipelines transmission and distribution equipment, heavy industry, construction, refinery and gas separation, mining and other manufacturing and distribution issues. Nicholas also has extensive experience in cyber security risk. He may be contacted at npasciullo@wglaw.com. n

In addition, many laws create a private right of action against an aerial drone operator or owner for violation of private property rights and the misuse of data. For these reasons, an aerial drone owner and operator should develop internal standards for the collection, use and storage of data.

Having adequate insurance on a construction site that includes damages caused by a drone is now an important consideration.

A typical commercial general liability policy will exclude coverage for aerial drone use. Liability coverage may be purchased as an endorsement or as a stand-alone policy. Construction managers should consider carefully if this policy is needed. A typical drone use policy will extend certain coverage to the operator and company for legal liability for personal injury and property damage of other and, limitedly, for accidental invasion of privacy.

Often, coverage is conditioned upon maintaining specific conditions, such as: n

Operator certification

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Permits (if required by State)

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Operating Log

ISSUE 2 | 2017 35

ENGAGING

WOMEN IN CONSTRUCTION

by Lauren Mariani, Site Supervisor, Habitat for Humanity Philadelphia’s Home Repair Program Habitat for Humanity Philadelphia is an established local leader in the creation of affordable housing for families in need. Few people realize that Habitat is also a leader in hiring and training women for positions in construction and leadership.

As a non-profit, Habitat is adept at accepting challenges head-on and creating opportunity from obstacles. And with every challenge, there is opportunity. By most accounts, the construction industry is facing a major labor shortage problem — if not now, then in the near future.

According to the Department of Labor, in 2012, the average age of a skilled trades worker was 56. More than half of the workforce is 45 or older — a number nearly 20% higher than in other industries. This is especially alarming for an industry where workers are less able to stay in the workforce past 65 due to the physical requirements of the job. Many companies, big and small, are searching for skilled labor to fulfill the demand. Now is the time to steer new labor in the industry — in time for our more experienced construction workforce to mentor the next generation.

Women make up 47% of the general workforce but not even 3% of the construction industry. This has been the case since the 1970s.

Women are a huge untapped source of labor. Encouraging women to join the industry and enacting sound policy that supports female recruiting and training can help to alleviate the impending labor shortage. These efforts have to be both prioritized and intentional.

I currently work as a site supervisor for Habitat for Humanity Philadelphia’s Home Repair Program, having returned to Habitat after 11 years working for construction companies and owning a company in the region. During those 11 years, I only came across five other women working out on site. As most can attest, the construction industry is an overwhelmingly male environment, not only by the numbers, but also because of the gender stereotypes that surround the industry and its workers. Women working in construction have the added burden of working against stereotypes — both on and off the site — often having to work twice as hard to prove their value.

Several strategies could result in increasing the number of women in construction. One strategy is creating more mentorship programs, and setting a culture of teaching, to engage women and address our long-term need for new labor. Most industry women I know entered construction trades through personal connections and mentorships either through small construction companies or through Habitat for 36 CONSTRUCTION TODAY

Humanity’s AmeriCorps program. AmeriCorps is a one-year intensive community service program, where members work full-time and receive a stipend through the government. At Habitat, most of our AmeriCorps members are on-site construction assistants. Although this program is limited in scale and its funding is threatened by federal budget cuts, we can use it as a template for creating similarly effective mentorship programs and mirroring the culture of training that AmeriCorps programs create.

At Habitat for Humanity Philadelphia, we see a tremendous amount of success in bringing women into construction. Currently, eight of the 17 people on our construction staff are women, four of whom are in leadership positions. All four construction directors and supervisors started in AmeriCorps — three of those here at Habitat for Humanity Philadelphia. These figures do not include the multiple other women who have worked through Habitat for Humanity Philadelphia’s AmeriCorps program, some going on to other careers in construction or related fields. Additionally, Habitat’s worksite culture remains teaching-centered while still constructing 10-12 new homes annually and providing sizable structural and systems repairs in more than 95 houses per year.

My first taste of construction came on a Habitat site as a high school and college volunteer. Then, I applied for an AmeriCorps position after college. That day-to-day experience as a construction assistant was invaluable. I received intensive on-site training in most aspects of building. I came out of the AmeriCorps program knowing I was meant to work in construction. After my term, I took a position with a private, residential building firm where I was further mentored by master craftsmen who taught me the nuances of carpentry at every available turn. After several years at that firm, I struck out on my own, becoming the sole proprietor of a residential renovation company that I ran for six years.

I credit those early experiences with making me the skilled and confident carpenter I am today. I have worked in all aspects of residential carpentry, from structural repairs, to new construction framing, to custom millwork. Had it not been for the foundation of strong work-site training, and teaching-centered cultures set by my employers, I likely would not have gone on past that initial experience, let alone run my own renovation company.

Another successful mentorship example, one worthy of emulating, is New York City’s Nontraditional Employment for Women (NEW) program. This program supports women entering the building trades with training, apprenticeships, and job search assistance. The additional supports and referrals that accompany NEW’s field training solidifies their status as trailblazers: NEW connects women to early morning childcare providers as work on construction sites begins well before traditional childcare opens. NEW also facilitates a structured individual mentorship between graduates in the field and current students entering the industry. In Philadelphia, industry leaders could work with the local chapter of the National Association of Women in Construction to help create a more robust outreach and support program — similar to NEW — for women in our region.

careers, creates a work environment where all field crew have a full understanding of each other’s skills, strengths and weaknesses.

Women on consistent crews do not need to constantly start at baseline, proving themselves. This allows the female staff to be become essential parts of a team. Utilizing a consistent crew also goes a long way to build a social and professional bond that is hard to create when coworkers constantly change on different job sites.

Finally, industry leaders and employers must set the tone for an inclusive culture — one that is supportive of having women in the industry. This must happen from the top down (and be maintained from the bottom up), through language and expectations for both female employees and their peers. Owners, foremen and supervisors should show and express equal expectations for all workers professionally, while creating a social environment that is comfortable for all. That must include having and enforcing a zero-tolerance policy for both sexist and homophobic language and sexual harassment.

Habitat for Humanity Philadelphia’s success serves as a reminder that mentoring and maintaining female site staff and leadership can go hand-in-hand with increasing overall efficiency and productivity. n

Another strategy is to provide some adjustments to the typically accepted construction work schedule and staffing model. Adjustments to these models could go a long way to help create an environment that is less exclusive of women. For example, placing women in a consistent crew, especially in the early parts of their ISSUE 2 | 2017 37

DREXEL UNIVERSITY AND GBCA ARE INVESTING IN YOUR FUTURE

EARN YOUR DEGREE ONLINE Through a partnership with Drexel University Online, employees of GBCA member companies have exclusive access to a 10-40% tuition savings on over 140 top-ranked online programs from Drexel University. Students who enroll in the online MS in Construction Management program are also eligible for the GBCA tuition benefit.*

PA RTN ERSH I P BEN EFITS I N CLU D E: 10-40% new student partner tuition savings on online degrees and certificates for you and your immediate family

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G E T STA RTED TO DAY:

ONLINE.DREXEL.EDU/GBCA *GBCA-sponsored education courses are available to employees of the Active and Associate member companies, as well as companies that contribute to the GBCA-administered Industry Advancement Program (IAP). The GBCA education program is intended to provide continuing education opportunities for industry personnel. As of August 1, 2015, employees of Active and Associate members and IAP contributing companies are eligible for reimbursement up to $2,000.00 per pupil, per semester for any of the approved sponsored courses. The maximum tuition reimbursement for each student is $4,000.00 per calendar year. Limited space is available at each institution, and tuition reimbursement is at the discretion of GBCA.

38 CONSTRUCTION TODAY

ISSUE 2 | 2017 39

20TH ANNUAL

40 CONSTRUCTION TODAY

COMING IN NOVEMBER

20th Anniversary of the Construction Excellence Awards Tuesday, November 14, 2017 | Vie Ballroom, Philadelphia

THE REGION’S PREMIER CONSTRUCTION AWARDS PROGRAM PRESENTED BY GBCA This year, we’ve expanded our categories to be even more specialized and inclusive of the many nuances and job functions of the construction industry.

First Look: The 2017 Construction Excellence Award Categories Begin formulating your submissions now!

PROJECT-BASED AWARDS

PROGRAM-BASED AWARDS

Best Best Best Best Best Best Best Best Best

Excellence in Diversity and Inclusion Excellence in Education and Development Excellence in Technological Advancement

Adaptive Re-Use Project Concrete Construction Project Demolition Project Educational Institution Project Electrical Construction Project Fit-Out Project Healthcare Project Historic Preservation Project Hospitality Project

ADDITIONAL MEMBER AWARD Affiliate of the Year

Best Industrial Project Best Mechanical Construction Project Best Residential, Mixed-Use or Office-Space Project Best Retail Project Best Specialty Contractor Excellence in Craftsmanship

REGISTER TODAY at gbca.com/awards!

Submissions opening soon at gbca.com/CEAsubmissions

ISSUE 2 | 2017 41

WELCOME NEW MEMBERS!

ACTIVE

AFFILIATE

Tutor Perini Building Corp.

Charlson Braber McCabe & Denmark Cipriani & Werner, P.C. Fox Rothschild LLP GEI Consultants, Inc. Horn Williamson, LLC Image 360 JW Surety Bonds Kurtz & Revness, P.C. Mazars USA LLP

ASSOCIATE

REFERRAL DIRECTORY

Fluidics, Inc. Moretrench PULLMAN SST, Inc., a Structural Group Company U.S. Glass and Metal, Inc. Wm. Proud Masonry Restoration Co., Inc.

42 CONSTRUCTION TODAY

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

Laborers’ District Council See our ad on page 27.

Sheet Metal Contractors Association See our ad on page 7.

ELECTRICAL & LIGHTING SOLUTIONS Charles H. MacDonald Electric, Inc. See our ad on page 15.

GENERAL CONTRACTORS LF Driscoll See our ad on the inside front cover.

BUILDING MATERIALS

Madison Concrete Construction See our ad on page 3.

Fizzano Bros. Concrete Products See our ad on page 35.

Turner Construction Company See our ad on page 22.

The Silvi Group Companies See our ad on page 11.

INSURANCE BROKERS & CONSULTANTS

Tague Lumber See our ad on the back cover.

The Graham Company See our ad on page 5.

EDUCATION

SAFETY CONSULTANTS

ACE Mentor Program See our ad on page 39.

HazTek Inc. See our ad on page 23.

Drexel University Online See our ad on page 38.

Med-Tex Services, Inc. See our ad on page 19.

standing strong.

Masonry buildings are among the most distinctive landmarks in Philadelphia’s history. Carrying on the legacy established by our Founding Fathers, the Employing Bricklayers Association of Delaware Valley has been the voice of masonry contractors since 1923. Through the Delaware Valley Masonry Institute, building contractors recognize why masonry continues to be the superior choice for construction projects.

ContaCt us to learn more 1375 Virginia Drive, Suite 101 Fort Washington, PA 19034 employingbricklayers.org employingbricklayers@comcast.net 610-834-8400 ISSUE 2 | 2017 43

What? When? Where?

Tague’s There!

560 East High Street • Philadelphia, PA 19144

1-800-66-TAGUE • TagueLumber.com 44 CONSTRUCTION TODAY