• Joint Committee on Environment Hears Water Infrastructure Bills
• Legislature Adopts Joint Rules Increasing Efficiency and Accessibility
23 Under the Hard Hat:
A n Interview with UCANE Board Member Gerry Carney, Jr., C. N. Wood Company, Inc.
31 MWRA Names Kathy Murtagh as the New Chief Operating Officer
32 UCANE’s Contractor of the Month: Midwest Mole, Inc.
39 Public Works Pipeline:
A n Interview with Brendan O’Regan, Director of Public Works Department, City of Saugus, MA
45 Insurance Perspective:
Be Ready for Whatever Summer Brings: Protecting Your Business Against Natural Disasters
48 MWRA 2024 Drinking Water Test Results
67 Get to Know Your UCANE Associate Members: Northeast Shoring Equipment, LLC
69 UCANE’s Safety Corner: PPE E xpiration Dates: A Hidden Line of Defense in Construction Safety
73 California Utility to Bury Power Lines in Fire-Hit West Coast Rebuild
75 Houston Completes 400 Miles of Underground Power Lines Ahead of 2025 Hurricane Season
77 Spotlight on Cape Cod: Eastham $170 Million Sewer Plan Can Move Forward Following Ballot Votes
79 UCANE’s Employee Safety Manuals Now Available
Editor: Joseph F. Nolan, Associate Editor: Suzanne Hatch
Magazine Designer/Associate Editor: Sherri Klayman, Head Writer/Assistant Editor: Mike Lenihan
Construction Outlook Chair: Brian Cooney
Editorial Board: Brian Cooney, Chris Valenti, Querino Pacella, & Lisa French Kelley
CONSTRUCTION OUTLOOK published monthly by the Utility Contractors’ Association of New England, Inc., 300 Congress Street, Suite 101, Quincy, MA 02169; Tel: 617.471.9955; Fax: 617.471.8939; Email: jnolan@ucane.com; Website: www.ucane.com. Statements of fact and opinion are those of the authors alone and not necessarily those of UCANE and the Construction Outlook editorial board and staff. Subscriptions are included in dues payments for UCANE members. Presorted Standard postage paid at Brockton, MA. POSTMASTER, please send form #3579 to Construction Outlook, Crown Colony Office Park, 300 Congress Street, Suite 101, Quincy, MA 02169.
JOINING FORCES TO BETTER SERVE YOU
The Jack Farrelly Company, Putnam Pipe and HR Prescott have united, as part of the Core & Main family.
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We’re still the dependable experts you’ve always known, but now as one team, continuing to handle all your water, wastewater, fusible, and storm drainage material
Staying Focused in the Dog Days of Summer
As we move through the height of summer, the “dog days” are certainly upon us. For UCANE members, this season means long days on jobsites across the Commonwealth and beyond, where our contractor crews are hard at work repairing, replacing, and building the critical water, sewer, and utility infrastructure that keeps our communities functioning. The heat and pace may be intense, but it is also a time when the pride and productivity of our industry are on full display. We see your work in every trench, every pipe laid, and every power conduit connected.
While you and your teams work tirelessly in the field, your UCANE leadership team remains equally committed behind the scenes. Throughout the summer, we continue our advocacy efforts on both Beacon Hill and Capitol Hill to ensure that vital infrastructure funding for 2026 and beyond is secured and protected. Whether meeting with legislators, working in coalition with like-minded industry associations, or providing testimony to regulatory agencies, we are fully engaged in promoting the policies and investment levels that our members need to thrive.
At the state level, early budget indicators suggest a relatively stable year in terms of support for water and utility infrastructure. The State Revolving Fund (SRF) program—Massachusetts’ primary vehicle for funding water and wastewater projects—is expected to maintain consistent funding levels. While this may not be the increase we would like to see given rising construction costs and aging infrastructure, it is a positive sign that our core priorities remain on the radar of state policymakers.
However, two recent developments on the federal front have introduced some challenges to longterm funding outlooks.
First, Congress recently passed what’s been widely dubbed the “Big Tax Refund Bill.” While it sustains and extends tax relief measures, it also contains substantial cuts to Medicaid which comprises roughly 40% of Massachusetts' state budget. These federal cuts may cause state legislators to revisit or revise
their budget allocations, potentially placing pressure on infrastructure funding categories if revenues fall short or costs rise.
Additionally, the administration’s proposed budget for the upcoming fiscal year calls for a staggering 90% cut in federal SRF funding. While we are confident that Congress will reject cuts of this magnitude, this proposal signals a troubling lack of commitment at the federal level to maintaining and modernizing our nation’s water and wastewater systems. UCANE, along with our national partners, is already mobilizing to push back strongly and ensure that federal lawmakers understand the long-term economic and public health consequences of underfunding these programs.
Before closing, I want to extend a sincere thank you to all members who participated in the National Trench Safety Stand Down during the week of June 16–20. Thanks to your strong participation, UCANE will once again be among the largest contributors of data to this critical national effort. Your commitment to safety not only protects your workers but reinforces our industry’s leadership and accountability.
As always, thank you for your continued support and for the work you do each day to improve the quality of life in every community you serve. Enjoy the rest of your summer, stay safe, and keep up the outstanding work that makes UCANE one of the most respected associations in the industry. n
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Massachusetts Legislature Sends FY26 Budget to Governor; Eyes Remain on DC
The Massachusetts legislature started the month of July on a high note, having passed the Conference Committee report on the fiscal year 2026 budget on the last day of June. The agreement, which came in at $61.03 billion, is the first such proposal to be reached before the start of the fiscal year since 2016. The Conference Committee report includes $443.4 million less in spending than the final House budget and $395.1 million less in spending than the Senate budget. Overall, the final agreement represents $941.2 million less in spending than Governor Healey’s original spending plan. As reported by the Massachusetts Taxpayers Foundation (www.masstaxpayers.org), the FY26 Conference Committee report proposes spending growth of $3.3 billion, or 5.6 percent over the fiscal year 2025 budget.
Of particular note to UCANE members, the Conference Committee proposed funding the following line-items accordingly:
• $63.3 million for the Clean Water Trust’s contract assistance. (House and Senate had the same appropriation).
• $1.5 million for the Commonwealth Sewer Rate Relief Fund. (House funded the program; the Senate did not).
• $5.9 million for the underground storage tank program. (House and Senate had the same appropriation).
• Slightly under $54 million in funding for the Massachusetts Department of Environmen-
tal Protection (MassDEP). (The House and Senate had slightly higher numbers a little above $54 million).
While the Governor is expected to support mo st, if not all, of the budget provisions, policymakers continue to watch the proceedings in Congress as they advance President Donald Trump’s “mega-bill,” which is largely designed to keep the tax cuts instituted during his prior Administration. With uncertain federal actions relative to funding for key state programs (i.e. Medicaid/MassHealth, which accounts for almost 40% of the state budget), House and Senate leaders have warned that it may be necessary to review budget decisions later in FY26. For her part, Section 9C of Chapter 29 of the General Laws grants Governor Maura Healey the authority to make spending reductions when projected state revenues fall short of budgeted expenditures. This power, known as "9C authority," allows the Governor to unilaterally reduce spending within the executive branch to balance the budget.
Despite the Commonwealth’s healthy stabilization fund (approximately $9 billion) and greater than anticipated revenue from the income tax surcharge, there is serious concern that federal revenue cuts will require a mid-year budget adjustment.
To review the Conference Committee report on the FY26 budget, please visit: https://malegislature.gov/Budget/ConferenceCommittee.
The long-awaited environmental bond bill was filed by Governor Healey in late June. The “Mass Ready Act” proposes nearly $3 billion in bond authorizations to strengthen infrastructure and protect Massachusetts communities against increasing extreme weather events. The legislation focuses on crucial infrastructure improvements, including upgrades to roads, dams, and bridges, and establishes a Resilient Revolving Fund for these types of projects. It also streamlines permitting for priority housing, culvert replacements, and salt marsh restoration projects by cutting redundant reviews and improving coordination. The bill invests in farming and coastal economies and provides communities with resources to reduce flood and heat risk. Finally, the Mass Ready Act emphasizes the protection of water and nature by ensuring safe drinking water, restoring wa-
terways, and preserving vital habitats for wildlife.
Governor Healey made the announcement at Braintree Town Hall, near the site of a recently completed dam removal project that has improved neighborhood safety, restored the natural environment, and allowed the river to flow freely for the first time in over 200 years. In announcing the legislation, the Governor highlighted that sea levels have risen, on average, over an inch per decade since the 1920s in Massachusetts. This bill aims to address these challenges through authorizations that enhance flood protection efforts, including addressing high-risk dams, inland flood control systems, and coastal and marine infrastructure. The bill also includes authorizations to implement the recommendations of the ReslientCoasts initiative
Insuring Contractors for Over 50 Years
Of particular interest, the Mass Ready Act proposes:
• $505 million to invest in clean water infrastrcture and remediate PFAS contamination.
• Establishment of a Resilience Revolving Fund that will provide low-interest loans to communities so they can invest in resilience projects that reduce risk and protect people and property. This fund will offer low-interest loans to improve stormwater systems, reduce flood risk, and strengthen other critical infrastructure.
• $315 million for the Municipal Vulnerabilities Preparedness (MVP) program, which supports communities to identify climate hazards and implement action plans to improve resilience to climate change and avoid costly future damages.
• $340.5 million in land stewardship and conservation.
• $98 million for capital investments in environmental protection, climate adaptation, pollution cleanup, and waste reduction, including sup -
port for clean air and water, lab upgrades, local grants, and projects aligned with climate and solid waste goals.
Additionally, the Mass Ready Act includes a series of policy pieces for improving infrastructure upgrades and readiness. One key set of provisions simplifies the environmental permitting process for priority housing and urgent infrastructure needs, including municipal culvert replacements and other natural restoration projects. Among the permitting reforms are provisions:
• Allowing priority housing and restoration projects to receive a Chapter 91 license in just 60 days without triggering review under the Massachusetts Environmental Policy Act (MEPA);
• Cutting duplicative administrative appeals for wetlands regulations, allowing local appeals for these project categories to go straight to the superior court;
• Adding climate resilience as a goal of the Wetlands Protection Act, simplifying permitting for natural restoration projects; and,
• Removing the Environmental Impact Report (EIR) requirement for priority housing and nat-
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Products
•
Update continued from page 11
ural restoration projects, allowing for completion of MEPA review within 30 days rather than up to one year.
The legislation also requires disclosures of flood risk and past damages during home sales and lease signings so renters and homebuyers can make informed decisions and avoid costly damages down the road. Finally, the proposed bill allows the Massachusetts Board of Building Regulations and Standards to advance climate resilience and housing production through the state building code.
The Mass Ready Act was referred to the Joint Committee on the Environment and Natural Resources shortly after its filing. House Chair Christine Barber and Senate Chair Becca Rausch will likely call for a public hearing within the month of July and, subsequently, collect information and feedback from interested stakeholders over the next months.
To review the legislation and its associated fact sheets, as developed by the Healey-Driscoll Administration, please visit: https://www.mass.gov/ info-details/mass-ready-act.
continued on page 15
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Joint Committee on Environment Hears Water Infrastructure Bills
ith the first quarter of the Massachusetts legislature’s 2025-2026 session completed, the various subject matter Joint Committees have jumped into action. Case in point: the Joint Committee on the Environment and Natural Resources held a public hearing on June 3 on bills related to funding water infrastructure improvements within the Commonwealth.
Two particular bills received UCANE’s support: House Bill 944/Senate Bill 599, An Act Relative to Funding Water Infrastructure and Economic Target Areas, and House Bill 1022 / Senate Bill 563, An Act Relative to Meeting the Commonwealth's Water Infrastructure Future.
The first matter (HB944/SB599), filed by Representative Sean Garballey and Senator Brendan Crighton, would establish a specific connection fee charge for commercial and residential hook-ups to fund water infrastructure improvements. Accordingly, the proposed legislation creates a flexible Com -
monwealth Water Infrastructure Trust Fund, which will be used in tandem with other funding programs to coordinate municipal improvements in water infrastructure. Already, many municipalities charge a “connection fee” for access to municipal water and sewer mains. The proposed legislation would increase the connection fees by $250 for residential properties and $1,000 for commercial properties paid by general contractors and specifically dedicate these additional funds to the newly created Commonwealth Water Infrastructure Trust Fund. The Commonwealth Water Infrastructure Trust Fund would then divide the collected fee among four entities: Fifty percent (50%) of the amount received would go to the city or town where the fee was collected; forty percent (40%) of the collected fee would be directed to the Massachusetts Clean Water Trust; five percent (5%) will go to the Massachusetts Department of Environment al Protection
continued on page 17
full-line Case dealership.
Legislative Update continued from page 15
(MassDEP) to specifically work with municipalities with economic target areas to address their water infrastructure needs and the final five percent (5%) would be distributed to the Massachusetts Department of Revenue for administrative and enforcement costs associated with the increase.
The second bill (HB1022/SB563), supported by a wide variety of stakeholders and members of the Water Infrastructure Alliance (WIA), is an omnibus water infrastructure funding mechanism that provides a wide variety of potential methods for increasing funding for the Commonwealth’s growing water infrastructure funding gap. The measure has been filed by Representative Ted Philips and Senator John Cronin. While the American Rescue Plan Act (ARPA) and the federal bipartisan infrastructure law provided short term funding (i.e. five years or less); the Commonwealth will face a steep water infrastructure funding cliff as federal funds under the Clean and Drinking Water Revolving Funds (SRFs) programs are not expected to grow under the Trump Administration. The Clean Water Trust (CWT) has acknowledged the same. With the upcoming Environmental Bond Bill (EBB) (aka the aforementioned Mass Ready Act) to be debated in
the legislative session, this legislation provides a mechanism for highlighting and discussing a variety of potential tools and mechanisms for addressing the growing gap and reduction in federal infrastructure funds.
Jen Pederson, Executive Director of the Massachusetts Water Works Association (MWWA) led a panel of stakeholders (Paul Anderson, Vice President, Barnstable County Water Water Utility Association/Superintendent – Town of Brewster and Denise Deschanel, President, Massachusetts Water Environment Association) testifying on behalf of UCANE and other Water Infrastructure Alliance members to urge the Committee to provide additional funding for water infrastructure programs throughout the Commonwealth. UCANE offers many thanks to Representative Philips, Representative Garballey, Senator Cronin, and Senator Crighton for their continued commitment to finding additional resources for municipalities and regional water authorities to address their water infrastructure needs.
To watch the Joint Committee on the Environment’s public hearing, please visit: https://malegislature.gov/Events/Hearings/Detail/5190. (Note: Ms. Pederson’s panel presentation begins at the 43rd minute.).
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Legislature Adopts Joint Rules Increasing Efficiency and Accessibility
Mid-June saw the Massachusetts Legislature adopt joint rules that, according to a joint statement from Speaker of the House Ron Mariano and Senate President Karen Spilka, “will make lawmaking more efficient, transparent, and accessible to the public while adjusting the legislative calendar to allow more time to get meaningful policy accomplished.” The first agreed-upon joint rules since 2019, these new rules will now govern the legislative process, joint committees, and interactions between the House of Representatives and the Senate for the 2025-2026 legislative session.
To increase public accessibility, committees will now post plain-language bill summaries online, the public will have more advance notice of hearings, and committee attendance and votes will be made public. To increase legislative ef-
ficiency, committees are allowed to act independently on bills from their respective chambers, and formal lawmaking will be allowed to continue for the full two-year session.
The joint rules approved include the following reforms:
• Joint committees structure and process. Notice time for joint committee hearings will increase from 72 hours to 10 days. Joint committees must also post a schedule of hearing dates within three weeks of committee appointments. Hearings will be conducted jointly on all House and Senate bills, and after a bill is heard, the House or Senate Chair may unilaterally poll members of the committee from their respective branch on a bill that was filed in that branch.
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• Committee participation and votes. Members of the public will be able to participate remotely in joint committee hearings, as will members of the Senate. Per House rules, House Members of a joint committee cannot participate remotely and must be physically present in the hearing room. Attendance and votes of joint committee members at hearings, now posted with 10 days’ notice, will be taken and made available on the General Court website.
• Bill reporting d eadlines. Joint committees will be required to report bills by the first Wednesday in December of the first year of session. Per House Rules, House Chairs will be required to make a final report not later than 60 days after a matter is heard by the committee, but they may request an additional 30 days, at their discretion. Additional extensions must be approved by the House. House bills cannot be extended beyond the third Wednesday in March of the second year of the session. Any bill not
acted upon will be ordered to a study by default.
• Summaries and other materials. Joint committees will be required to produce plain-language summaries of all bills in time for their hearings, which will be posted to the General Court’s website. Joint committees will adopt rules making written testimony publicly available. The rules will contain limitations on the sharing of testimony including sensitive personal information, obscene content, or information that may jeopardize the health, wellness or safety of the testifier or others.
• Formal Sessions. The Legislature may meet in formal session after July 31 in the second year of the legislative session to take up the following matters: reports of conference committees formed on or before July 31; appropriation bills filed after July 31; and gubernatorial vetoes or am endments.
To review the new joint rules, please visit: https://malegislature.gov/Laws/Rules/Joint. n
with UCANE’s Officers and Board Members
Will you please tell us a little about your background and started in the heavy equipment sales business?
My background in this industry is prob ably like a lot of folks—my exposure started way before I was old enough to even realize it. From a young age, my father, Gerry Carney Sr., would bring me along when visiting contractors—meeting them at their shops in the winter and on jobsites during the season. At first, I’m sure he was just trying to give my mother a break, but those contractor visits be came a regular thing for us that I cherish today.
He always took time before and after those vis its to explain what was going on, making sure I understood the contractor’s challenges and how a specific machine might solve their problem. I learned a lot about what to do—and more importantly, what not to do—on and around a construction site.
UCANE Board Member Gerry Carney, Jr. President and CEO
C. N. Wood Company, Inc.
When it came time to go to college, I was convinced I wanted to be an architect and enrolled at the University of Miami. They had a great program, I had a healthy scholarship—and let’s be honest, the weather didn’t hurt either. During summer and winter breaks, I came home and worked on construction sites that my dad lined up for me. I got pretty good at picking metal (rebar) and wood out of demolition debris on top of a jaw crusher.
Eventually, though, I realized I didn’t want to be tied to an architect’s desk. After college, I worked
for other equipment dealers in various sales related roles and even some contractors before joining C. N. Wood officially in 2015. Honestly, it always felt like I was headed here—it’s been part of my life since the beginning.
C. N. Wood has a long history not only with contractors but also with UCANE. Will you please share some highlights of that relationship with our readers?
C. N. Wood was built with a customerfirst philosophy by Bob Benard, who believed that if you focused on doing
continued on page 25
COMPONENT
Under the Hard Hat continued from page 23
what’s right for the customer, everything else would fall into place. That mindset helped take the company from one location and a handful of employees in the early 1960s to what we are today—nine locations across five states and nearly 200 employees.
We’ve been a proud UCANE member since 1976. Bob—and later his daughter Paula—recognized the value of being part of such a strong association. Supporting the utility construction industry has always been a no brainer for us.
Both Bob and Paula served on UCANE’s Board of Directors and were actively involved in the organization. You’ll still find C. N. Wood at nearly every UCANE event or dinner meeting, and we’ve been the Banquet Hosts of the annual UCANE Gala for as long as anyone can remember.
I certainly share Bob and Paula’s belief in UCANE. Prior to joining C. N. Wood, I had al -
as a Board of Director member in 2016 and 2017. I am currently in my second term on the Board. Looking forward, it is safe to assume that C. N. Wood will continue to contribute in meaningful ways to the continued growth and strength of both UCANE and our industry as a whole.
Your company serves a wide range of markets. Can you provide a rundown of the types of equipment C. N. Wood sells and services?
When Bob and a partner acquired the Charles N. Wood Company back in the early 1960s, the business was focused on snow removal equipment. In 1964 they formed C. N. Wood Co., Inc. and shortly after in 1965, they expanded into street sweepers and rubbish trucks, carving out a strong position in the municipal market. Then came the move into private contractor equipment representing multiple lines of construction equipment in the 70s. A milestone occurred when we became a Komatsu dealer in 1981.
ment Relations Committee. I served my first term
BUILD WITH
continued on page 27
PIPE RENEWAL OR REPLACEMENT, MANHOLE REHAB
• Geopolymer Lining
• Pipe Bursting
• Manhole Rehabilitation
PIPE RELINING
• CIPP Lining
• UV CIPP Lining
• Slip Lining
• Clean & CCTV
Serving the municipal and industrial markets, you can count on Vortex Services Northeast for end-to-end trenchless rehabilitation services!
INSPECTION, CLEANING & ASSESSMENT
• Multi-Sensor Inspection
• Specialty Cleaning
GROUTING
• Leak Stoppage
• Soil Stabilization
• I&I Prevention
Today, C. N. Wood Enviro LLC represents leading brands in the environmental sector, including Elgin street sweepers, Vactor sewer cleaners, Truvac hydro-excavation trucks, Trackless municipal tractors, and IBAK sewer camera trucks.
Our construction division, C. N. Wood Co., Inc., represents top-tier brands like Komatsu, Gradall, NPK, Finlay, and BOMAG. From day one, the company’s success has been rooted in strong service and parts support. As we’ve grown, we’ve doubled down on that commitment, and I’m proud of the support we provide our customers today.
Please tell us what your role at C. N. Wood is and what are some of your daily responsibilities?
I serve as President and CEO. Naturally, that means I deal with the less glamorous sides of the business—HR, legal, insurance—but a large portion of my time is spent with people. Whether it's our employees, customers, vendors, or the public, I’m constantly engaging with others, and that’s certainly the part I enjoy most.
The success of dealers like C. N. Wood often hinges on the level of construction activity in the region. From your perspective, how does the market look for 2025 and 2026?
If I had a crystal ball, I’d use it to figure out what’s going to happen this afternoon—never mind next year! But right now, 2025 is looking promising. We talk regularly with customers, vendors, and even economists, and the general consensus is that our industry has some opportunity. The public work that many UCANE contractors live off of has a fair amount of work and private development appears to be coming back to life.
That said, things can always change in what feels like the blink of an eye. My feeling is that we need to plan for the future, but no matter what it brings, we still have to go to work tomorrow. Our job is to keep finding the best way forward, day in day out.
What are the biggest challenges your company faces today when it comes to growth and profitability?
With close to 200 employees counting on us to provide for their families, we have to stay focused on being profitable in order to grow and remain relevant as an organization. That’s the bottom line.
Like everyone else, we’ve been feeling the impact of inflation, interest rates, and as of late, tariffs. We make major investments in our people, our process, and our inventory so our customers can get what they need quickly and keep their jobs moving. The investment comes at a substantial cost, which seems to keep climbing.
But I’m proud of how our team handles it. We stay efficient, stay competitive, and we keep solving the challenges that come our way. If you don’t stay on top of it, it can catch up with you fast—but we’re staying ahead of it.
Many contractors done business Gerry Carney
does it feel to be your father’s boss now?
Technically, Human Resources has some organizational chart that agrees with that question, but I’m certainly not the boss of my father! He’s had a huge influence on me both personally and professionally. He’s been working in this industry and with some of our customers, of whom many are UCANE members, since before I was born.
We talk most days, and his experience and perspective are something I value deeply. Truthfully, he’s still teaching me things all the time, even if he doesn’t realize it. One thing he has said to myself and my sisters regularly since I can remember is to “Care enough to give it some thought!” Not a day passes where I don’t repeat this in my own head. So, I make the effort that is unfortunately becoming increasingly uncommon in today’s world to “care” and “think,” even if momentarily, about the outcome before I act. There
now as The Baldwin Group
For over a decade, RogersGray has been a proud UCANE member, and that commitment continues as we transition to The Baldwin Group. While our name is evolving, our dedication to protecting what matters most remains unwavering—now with even greater resources and expertise.
We’re here to support owners, developers, general contractors, designers, and subcontractors, helping them navigate risk, strengthen their businesses, and achieve their next level of growth. At The Baldwin Group, we’re not just protecting your projects—we’re Protecting the Possible.
Strategic differentiators:
Dedicated Construction Practice Group
Captive and standard market relationships
Our people
Service strategy
Trust & transparency
MWRA Names Kathy Murtagh as the New Chief Operating Officer
Following Dave Coppes’ retirement, the MWRA’s Board of Directors named Kathy Murtagh as the new Chief Operating Officer (COO). Previously, in April 2018 Murtagh was appointed as the Director of the MWRA’s Metropolitan Tunnel Redundancy Program, requiring the planning, design, and construction of two new deep rock tunnels to provide redundancy to the existing City Tunnel, City Tunnel Extension, and the Dorchester Tunnel in order to ensure reliable water service.
“In 2018, the MWRA was thrilled when Kathy Murtagh joined our team to lead the Metropolitan Tunnel Redundancy Program,” said Executive Director Fred Laskey. “She immediately became not only a great asset to the tunnel program, but proved to be invaluable throughout the Authority. I look forward to continuing to work with her in this new role as the MWRA remains dedicated to serving the public.”
Kathy Murtagh has more than 35 years of engineering experience overseeing a broad range of civil engineering projects. Prior to joining the MWRA, Murtagh served as a Vice President at CDM Smith. Earlier in her career she was a Geotechnical Engineer at Haley and Aldrich, Inc. Murtagh also has extensive underground and tunneling experience, having worked on a wide range of tunneling projects of varying sizes and construction methods. n
Midwest Mole, Inc. Attributes Success to a Combination of Old-Fashioned Family Values and State of-the-Art Technology for Their Equipment
The Early Years
Len Liotti amassed over 25 years of experience working with two of the leading pioneers in the early development of modern tunneling equipment.
Starting with ARMCO Steel, who was fabricating their own equipment and selling it across the country, to trenc hless pioneer and Missouri contractor legend Affholder Tunnel & Boring. Len had experience in all aspects of the business from welding, to fabrication, to sales, and to working as a tunnel foreman in the field. In 1982, at the age of 57, rather than accept another long-distance project assignment, Len and his wife Jane, turned down that assignment and took the big risk of opening up their own contracting business, to be called Midwest Mole, Inc., based in their hometown of Indianapolis, Indiana.
With a few former co-workers as partners, the fledgling contractor went into immediate debt with bank loans for equipment and trucks. Thankfully, the leaders of the new company had experience and good reputations in the tunneling business. They soon landed their first project and they were off and running! The first project was a success, but there were lots of long days and hard labor being put in by the partners to stay ahead of the loans. By 1985, Len had bought out his partners and was now sole owner. That same year, Len welcomed his son, Dan Liotti, into the company following his graduation from Purdue University with a degree in Civil Engineering. Dan had been exposed to welding, heavy equipment, and construction sites since early childhood by tagging along to jobsites and shops
with his father. He certainly understood what hard work and long hours looked like when he joined his father in 1985. Together the two Liotti’s made a great team and by 1990 the company was running five crews, with revenues over $5 million, and the company was venturing further out across the Midwest in search of tunnel and boring projects. The tunneling and trenchless industry was seeing some remarkable advances in equipment, technology, and growt h during the 80s and 90s. Len and Dan Liotti’s timing to start a new business couldn’t have been better.
The Growth and Culture of Midwest Mole, Inc.
The 1990s showed more growth and Dan Liotti joined and participated in local and national trade associations, like the National Utility Contractor Association (NUCA) and North American Society for Trenchless Technology (NASTT). He had a thirst to learn every aspect of the business and especially to keep up with the latest advances in trenchless equipment. “From the beginning, my dad taught me to work hard, but he also told me to always work smarter,” recalls Dan. “In order to compete, always m ake sure you invest in the latest and most advanced equipment for your fleet.” The company and Dan were getting known in the Trenchless Industry and it was clear that Dan Liotti had made the right ch oice for his career.
Like Len, Dan Liotti was a “hands-on” owner who led by example. The tunneling business requires hard work at every level of employment and Dan was suc -
cessful in attracting those hard workers because he built a reputation of treating employees with respect and he considered every hire to be a member of the “Midwest Mole family.” According to Dan, “Our company success doesn’t rest on any one individual, it relies on every employee at the office and in the field working together for a common goal. We want every employee to be successful and to be a long-term member of the MWM family. We support our employees and believe in building strong and personal relationships. We know that when you take care of your family, your family takes care of you.”
Dan’s mission to create a company with a family atmosphere can be further seen by often promoting from within the company and by bringing in new employees who are often children of successful and key first-gen -
eration employees. Such was the case in 1995 when Dan hired Jason Miller, son of veteran foreman and key first-generation employee David Miller. After working in about every job position in the company, Jason would be offered a percentage of ownership shares in 2006 and again in 2013, when he became President of MWM.
Key Projects in the Growth of Midwest Mole
1. Year: 2006 - Project Name: Utility Corridor at New Terminal at Indianapolis Airport - Value: $7 million
Brief D escription: This project won 2007 Trenchless Technology project of the year for new installations.
continued on page 34
Midwest Mole’s Dan Liotti
Midwest Mole President Jason Miller
60-Inch Steel Casing under the Union Pacific RR in Arizona
The project consisted of one long tunnel, 2,000 feet in length at 102-inch diameter tunnel liner plates. The tunnel was installed under several active runways. Inside the tunnel multiple ducts, conduits, and hot and chilled water lines were placed that provided much of the critical infrastructure needed for the new airport terminal.
2. Year: 2015 - Project Name: Shayler Run Sewer Tunnels - Cincinnati, Ohio - Value: $15 million
Brief Description: Job consisted of seven tunnels totaling over 9,400 L.F. of 72-inch tunnel in solid rock for a new 42-inch sanitary gravity sewer. Work included all 32foot circular work shafts needed (eight total), access, etc. The company was the general contractor for this project and at the time was the largest project completed where the company acted as the general contractor in lieu of a subcontractor.
3. Year: 2013 - Project Name: Oakley Station Sewer Tunnels Cincinnati, Ohio - Value: $6 million
Brief Description: Job consisted of multiple tunnels covering over 3,000 feet of 84-inch diameter for new sewers. 1,000 feet of one tunnel on the project had a curved alignment, as well. This project was the first water and sewer design/build project in the state of Ohio and the team of Midwest Mole and their partners won a national Design/Build Institute of America award in the sewer category.
Midwest Mole, Inc.: A Story in Forward Progress
After measured and steady growth through the 90s and early 2000s, Midwest Mole secured their standing as one of the most successful and talented contractors in the Trenchless Construction and Rehabilitation Industries. They are constantly abreast of the latest technologies and equipment in the rapidly-changing business. Their fleet of modern equipment and fabrication capability is unmatched and in 2012 they built a 25,000 square foot office, shop, and fabrication facility on 23 acres in Indianapolis.
The company’s capabilities within the trenchless industry have expanded to include almost every aspect of work associated with a trenchless project including design/build, tunnel grouting, pipeline inspection, heavy hauling, and hydro and vacuum excavation. They are experts in operating large diameter Tunnel Boring Machines (TBM’s) in virtually any geologic formation including rock, mixed face, and pressure balancing machines. They offer complete turnkey capability on most projects including access pit and shaft design, support, dewatering, and complete excavation. Their fleet includes 20 excavators with weights up to 50 tons.
66-inch tunnel about to start 99 foot bore in Arizona
Directional Drilling in Indianapolis pulling back 24-inch HDPE
84-inch ring beam and lagging tunnel in Indiana
The company is nationally known and has won many prestigious industry awards including:
• 2007 - Trenchless Technology Project of the Year by Trenchless Technology Magazine
• 2014 - AGC Washington DC, Outstanding Contractor Award
• 2015 - Design-Build Institute of America, National Merit Award
• 2015 - Trenchless Technology Person of the Year – awarded to Dan Liotti
• 2019 - NUCA Top Trenchless Job Award
In 2020 CEO Dan Liotti decided to retire after 35 years with the company. In following through with his long-standing business philosophy of treating his employees like family, instead of parting out the assets or selling the business to a competitor, Dan offered ownership to his longtime employees and an ESOP was created. Jason Miller remained as President of the ESOP and a team
of veteran MWM employees including Josh Miller, Steve Abernathy, Joe Butor, CW Kick, David Howell, and Adam Rupp head up the operations today.
Today’s Midwest Mole, Inc.
Today, MWM has projects not only all over the Midwest, but also east to D.C. and Boston, and west to Arizona. They tunnel under railroads, highways, buildings, and even airports. Midwest Mole continues to preserve core values that their success was built upon. The company’s focus is “to improve people’s lives.” This idea of improving people’s lives impacts the relationships the firm has not only with employees, but with equipment manufacturers, customers, and business partners. According to President Jason Miller, “We talk a lot about improving people’s lives around here. We are not just a trenchless contractor, MWM and the trenchless industry provide critical infrastructure to communities all across this great country
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One of more than 500 auger bores under the Union Pacific Railroad in Arizona
Moles continued from page 35
of ours. Most things people take for granted are things we take the most pride in providing.” “Another saying we have is ‘ SAFETY first, QUALITY second, and then PRODUCTION third.’ If we build work in this order, then we will be successful in achieving our goal of improving people’s lives.”
The company today has over 100 employees, operates between 15 and 20 Tunnel and Trenchless crews plus several other support and ancillary operations, and has annual revenues approaching $65 million.
The first projects completed in the New England region were with UCANE member McCourt Construction Company, based in Boston, and those projects led to additional relationships with other firms in the region. A challenging project in Franklin, MA recently brought the company back to New England, prompting Jason Miller to reach out and join UCANE in early 2024. Working as a subcontractor to UCANE member Aqua Line Utility, Inc., MWM’s scope of work in Franklin included four separate auger bores for sewer casings totaling about 400 feet with diameters ranging from 36-inches to 48-inches under highways and railroad tracks. Due to difficult ground conditions, some of these crossings had to be completed using old-school hand mining methods.
UCANE Welcomes
Midwest Mole, Inc. to New England and we congratulate
66-Inch tunnel boring machine about to be dropped into access pit in Arizona
Midwest Mole Crew
Step Number 1 at Midwest Mole is SAFETY
An IntervIew wIth BrendAn O’regAn dIrectOr
Municipal Officials Interview
Of PuBlIc wOrks dePArtment
cIty Of sAugus, mA
Interview with: Brendan O’Regan
Current Position: Director of Public Works
Employer: Town of Saugus, MA.
Will you please provide us some insight into your background, education, and history that led you into your current position?
I grew up in Hingham, MA and I was always fascinated by heavy equipment and the ways things were built. When I was 15 years old my father told me “You’re going to Northeastern, you’re going for Civil Engineering, and you’re going to work at CDM when you get out.” Like most things he told me in life, he was right.
After graduating from Northeastern University (NU) with my bachelor’s degree in Civil Engineering, I started my career with Camp, Dresser, and McKee in Boston as a young project manager. I worked under some great veteran engineers, and CDM was a great learning experience for me. I worked on a wide range of civil projects throughout Massachusetts and got to work with DPW Directors in many different municipalities. I also received my MSCE from NU while working at CDM and I am forever grateful for the experience.
Can you please give us a brief description of Saugus in regards to population, area, and the make-up of the DPW and infrastructure statistics?
Brendan O’Regan, Saugus Public Works
Q 1. Will you please provide us some insight into your background, that led you into your current position?
After 11 years with CDM, an opportunity came up as a sewer superintendent in Newburyport and I applied for and got the job in 1995. I soon advanced to be Newburyport’s DPW Director. In 2010, I decided to try the construction side of the water and sewer industry and took a job with a growing contractor named Waterline Industries in New Hampshire, where I worked on managing and bidding operation and maintenance efforts for Treatment Plants and Pumping Stations.
My desire to get back into the municipal side was realized in 2013 when I was selected to be Director of Public Works for the Town of Saugus. So, I have been fortunate to have seen the water and sewer industry from all perspectives- from the consulting engineer’s design side; from the contractor’s construction side; and from the municipal project owner’s view.
The Town of Saugus, MA. has a population of approximately 28,000 people with a land area of 12 square miles. It is a mixture of residential and commercial establishments.
I grew up in Hingham, MA and I was always fascinated by heavy equipment were built. When I was 15 years old my father told me “You’re going to Civil Engineering, and you’re going to work at CDM when you get out.” life, he was right.
The Saugus DPW is made up of seven divisions including: Water, Sewer, Highway, Vehicle Maintenance, Forestry, Parks, and Administration. Including Division leaders, there are 20 positions within the DPW, 18 of which are currently filled. Stormwater Management and snow and ice responsibilities fall under the Highway Division. The people within the DPW are all dedicated and competent public servants that come to work each day with the mindset of not only completing a task, but how can they make the current conditions better for the community.
After graduating from Northeastern University (NU) with my bachelor’s started my career with Camp, Dresser, and McKee in Boston as a young under some great veteran engineers, and CDM was a great learning experience wide range of civil projects throughout Massachusetts and got to work different municipalities. I also received my MSCE from NU while working grateful for the experience.
After 11 years with CDM, an opportunity came up as a sewer superintendent the job in 1995. I soon advanced to be Newburyport’s DPW Director. In construction side of the water and sewer industry and took a job with a Waterline Industries in New Hampshire, where I worked on managing maintenance efforts for Treatment Plants and Pumping Stations.
Can you provide some statistics on the infrastructure that the Saugus DPW maintains and explain your close relationships with the MWRA and the Lynn Water and Sewer Commission?
continued on page 41
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Saugus has approximately 125 miles of roadways; over 90 miles are town accepted and maintained roadways. The remaining road mileage is owned and maintained by the MassDOT. Saugus has more than 2,500 catch basins, 12 town bridges, 200 miles of sidewalks and curbing, and dozens of culverts that require routine maintenance. There are approximately 100 miles of water mains and 95 miles of sewer mains in town that are maintained by the DPW.
The Town also uses private vendors to supplement the DPW work force for efforts such as street sweeping, catch basin cleaning, brush/easement cutting, line painting, snow plowing, and salting. Any major repairs or upgrades to the roadways and infrastructure are typically bid out as capital construction projects.
The Town’s water is supplied by the MWRA (approx. 2.8 MGD) The MWRA has been very helpful in providing assistance and guidance to us, as well as funding assistance.
Saugus is 100 % sewered and all wastewater flows (average 3.5 MGD) end up at the Lincoln Ave lift station, where it is pumped to the Lynn Wastewa -
ter Treatment Facility. The Lynn Water and Sewer Commission, as well, has been extremely helpful and cost effective in the services they provide to the Town of Saugus. Both agencies are a pleasure to work with and we are lucky to be associated with both of them.
What do you currently see as the most pressing infrastructure needs for the Town in the next few years, and is there a 5 -year Asset Management Plan in place to address those needs?
The Town is mostly built out so we don’t see any major development on the near horizon that would require major new infrastructure projects. We do have an up-to-date Asset Management Plan that focuses primarily on maintenance of our extensive and often times, aging existing infrastructure.
Since 2005, Saugus has had an ongoing sewer rehabilitation project with the sewer system divided into 26 sub-areas. Every one or two years a different sub-area receives rehabilitation. Cost per sub-area ranges from $2.5 million to $4 million. Similarly, the Town allocates approximately $2.5 million every two to three years to sewer lift station upgrades or replacements.
For over 75 years, Shea Concrete Products has proudly served the New England construction market by providing industry leading product quality and service to our customers and industry partners. Our robust product line of precast concrete products provides solutions for all project types and our truck fleet ensures on-time delivery.
Water main upgrades are performed on an every one to three year basis with approximate costs of $3 million to $4 million per project. In addition, various hydrant and valve replacement projects are done on an annual basis. Lead and galvanized water service line replacement work is scheduled for the near future and may exceed $2 million
How does your municipality normally fund infrastructure projects? Does the Town utilize the SRF Loan Program through MassDEP for sewer and water infrastructure projects?
Yes, the Town funds projects through a variety of funding mechanisms including the SRF program, the MWRA loan program, and
MassDOT Chapter 90 funds. We apply for any other grant or loan programs that might be out there. Some Town fees are regularly committed to DPW programs and seeking direct appropriation from Town meetings are sought when appropriate.
Does Saugus DPW have any projects coming out to bid in 2025 or 2026 that UCANE contractors would b e interested in bidding?
Yes, the DPW expects busy construction seasons in 2025 and 2026. In addition to the annual maintenance projects listed above under the Asset Management Plan, we are scheduling some traffic signal improvements, guard rail replacements, and various roadway reconstruction work. DPW consultants are also currently designing the rehabilitation of approximately two miles of brook cleaning and approximately $3 million in drainage improvements to go out for bid in 2026.
On the drinking water side, we expect to have a $3 million to $4 million watermain replacement project out to bid in late 2025, along with a water booster station project valued at about $1 million.
The Town is also in the early stages of a program to upgrade their 18 recreational parks. The Town has committed $5 million to $10 million annually to this program over the next several years. n
Christopher Clark World Insurance Associates, Inc.
Be Ready for Whatever Summer Brings: Protecting Your Business Against Natural Disasters
As summer heats up, so does the risk of natural disasters—storms, wildfires, flooding, and more. For utility contractors, the summer season often means longer days on the job, but it can also bring severe weather-related disruptions. Depending on your region, you may face a hurricane along the coast, a wildfire sparked by drought, or a flash flood from sudden storms. Unpredictable weather can cause significant damage to your operations, equipment, and bottom line.
That’s why reviewing your insurance policies is a must. Too often, coverage gaps aren’t discovered until it’s too late. A thoughtful, proactive insurance strategy can help protect your crews, equipment, and the longevity of your business—no matter what the forecast holds.
Why a Policy Review Matters Now
Natural disasters can do more than halt operations—they can lead to:
• Costly equipment damage
• Lost income during downtime
• Liability from accidents or site damage
• Increased exposure to theft or vandalism during shutdowns
Working with an insurance advisor who understands the unique risks that utility contractors face allows you to better align your coverage with your regional hazards and jobsite conditions. For example, your builder’s risk policy may have coverage gaps and require customization to include the correct coverage for your region and any upcoming projects.
continued on page 47
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Common Natural Disasters and the Coverage That Helps Mitigate Risk
Disaster Type Recommended Insurance Coverage
Flooding
Flood Insurance, Builder’s Risk Insurance
Trench Collapse Workers’ Compensation, General Liability
Earthquake Earthquake Endorsement
Utility Strikes/Explosions
General Liability, Contractors' Pollution Liability
Wildfires Property Insurance, Wildfire Liability
Severe Weather (Wind, Tornado, Hurricane) Windstorm and Hurricane Coverage
Environmental Hazards
Business Shutdowns
Equipment Damage
Crime/Vandalism
Contractors' Pollution Liability
Business Interruption Insurance
Inland Marine, Equipment Floater
Commercial Crime Coverage
Stay Ahead of the Storm
You can’t control the weather, but you can control how well you prepare for it. Reviewing your insurance coverage every one to two years ensures it keeps pace with the size and scope of your projects. If you haven’t reviewed your coverage recently— or if you're unsure whether your current policy truly covers risk from natural disasters—now is the time to stay ahead of whatever this summer may bring. n
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MWRA
To keep residents informed with the most up-to-date information regarding the drinking water system, the Massachusetts Water Resources Authority (MWRA) has begun mailing its Annual Water Quality Report to every household within its service area. The MWRA provides high quality water to over 3.2 million people in 53 municipalities in the eastern and central parts of the Commonwealth.
“To ensure residents, businesses, and other organizations continue to receive some of the best water in the world, our staff conduct hundreds of thousands of tests each year to safeguard our public water supply,” said Fred Laskey, MWRA Executive Director. “Our state-of-the-art surveillance system monitors your water every step of the way from the reservoir all the way to your kitchen tap. Significantly, the MWRA has once again met every federal and state standard to achieve high quality results.”
The report is distributed to over 850,000 homes in the MWRA service area as required under the federal Safe Drinking Water Act. Community-specific inserts also provide information about local water systems within the MWRA’s service area. The reports, including a Spanish language version, are available online and can be translated into dozens of languages. Larger-print versions are available upon request.
The report also highlights MWRA aggressive action to reduce the risk of lead in drinking water by partnering with municipalities throughout its service area. Since 2016, the Authority has provided $41 million in zerointerest loans to 17 communities, replacing thousands of lead service lines and safeguarding public health.
This year, MWRA turns 40 and throughout the year we are celebrating the work of revitalizing our drinking water system, delivering the nation’s best tasting water, and the clean-up of Boston Harbor. We are proud of all that we have accomplished together and remain energized by the challenges and possibilities on the horizon.
This report provides you with the results of our drinking water testing for 2024. Every year, we take hundreds of thousands of tests to ensure that your water is safe. Our state-of-the-art surveillance system monitors your water every step of the way, from forest to faucet. Once again, MWRA met every state and federal standard and the quality of your drinking water is excellent.
As you will read in the pages ahead, great water starts at the source. At MWRA, we recognize all that has gone into creating this magnificent resource and understand the value and importance of protecting it. That is why MWRA and its partner agencies have worked hard to protect hundreds of thousands of acres in watersheds, providing excellent resource protection and creating an accidental wilderness that yields tourism and recreational opportunities across the region. These preservation efforts are the reason our water meets the current state and federal standards for PFAS with levels so low they cannot be quantified.
MWRA is proud to be a leader in helping communities reduce the risk of lead in drinking water. MWRA’s source water does not have lead, but it can enter water if you have a lead service line or home plumbing with lead solder. Our corrosion control treatment helped reduce lead levels in higher risk homes by 90%, and since 2016, we have provided $44 million to help communities to replace lead service lines. Please read your community’s letter for more information on your local water system and consider replacing your lead service line if you have one.
Last summer, our region experienced significant drought. Thanks to all of our customers’ efforts to use water wisely, MWRA’s reservoirs remained at normal operating levels. As stewards of these reservoirs, water conservation efforts remain a constant priority at MWRA.
I hope you will take a moment to read this report. We want you to have the same confidence in the water we deliver to your houses and businesses that we do. Please contact us with any questions or comments about your water quality or any of MWRA’s programs.
Sincerely,
Frederick A. Laskey Executive Director
For more information on MWRA and its Board of Directors, visit www.mwra.com
Boston
From Forest To Faucet: Great Water Starts At The Source
The MWRA was created 40 years ago, in 1985, to upgrade the region’s water and sewer systems to modern health and environmental standards and return them to good working order. While pipes, pumps, and treatment facilities definitely needed work, our predecessors left us with thoughtfully-designed and well-constructed source watersheds and reservoirs, which provide the foundation of our supply system.
Since 1985, MWRA professionals have been working to upgrade, maintain and operate the regional system that provides a reliable safe supply of drinking water to your community. Today, MWRA staff work to ensure the delivery of safe, pure water for your home, school or business, 24/7/365. We collaborate with water departments in 53 communities to ensure the continuing delivery of safe drinking water to over 2.7 million people at their homes and businesses.
This annual MWRA drinking water quality report for 2024 provides information on how we provide high quality water to your community and to you. Keeping the water safe is a continuous process, from watershed to water tap. From the 400 square mile forest-covered watersheds, to billions of gallons of water in the reservoirs, through treatment and thousands of miles of pipelines, and finally to your drinking water faucet, MWRA’s water experts conduct hundreds of thousands of tests on your water every year.
Protected At The Source
The water MWRA and your community provide to your home or business starts with our two pristine reservoirs in central Massachusetts — the Quabbin Reservoir, 65 miles from Boston, and the Wachusett Reservoir, 35 miles from Boston. Combined, these two reservoirs provide an average of 200 million gallons of pure, highly protected, high quality water each day. The Ware River provides additional water when needed. The Quabbin and Wachusett watersheds— areas that drain water to the reservoirs—are naturally protected. Over the past 40 years, MWRA and our partner agency, the Department of Conservation and Recreation (DCR), have added over 26,400 additional
acres of permanently protected land, maintaining forest cover and preventing activities that could negatively affect water quality. Today, more than 62 percent of the watershed is permanently protected.
More than 86 percent of the land is covered with forests and wetlands, which filter the rain and snow that enter the streams that flow to the reservoirs. This water comes in contact with soil, rock, plants, and other material as it follows its natural path to the reservoirs. This process helps to clean the water, but it also can dissolve and carry very small amounts of material into the reservoir. Minerals and rock do not typically cause problems in the water. Water can also transport contaminants, including naturally occurring minerals, and bacteria, viruses or other potential pathogens from human and animal activity that can cause illness.
Testing results show that few contaminants are found in the reservoir water, and those few are in very small amounts well below EPA’s treatment standards. MWRA and DCR staff work together to implement our nationally recognized watershed protection program. The Department of Environmental Protection’s (MassDEP) Source Water Assessment report for the Quabbin and Wachusett Reservoirs commended DCR and MWRA for our source water protection plans. The report states that our “watershed protection programs are very successful and greatly reduce the actual risk of contamination.” MWRA and DCR follow the report recommendations to maintain the pristine watershed areas and high quality source water. For more information on our source water, go to: www.mwra.com or www.mass.gov/orgs/dcr-office-ofwatershed-management.
Water: Tested From The Streams To Your Sink
DCR biologists and environmental scientists sample the streams that feed the reservoirs to identify and resolve potential pollution sources, and to monitor water quality trends. MWRA and DCR scientists sample and analyze water in the reservoirs, and use specialized monitoring buoys to remotely and
continuously monitor the reservoirs. These first steps in testing, as the water heads to your sink, help MWRA operators make decisions on how to manage the reservoirs and set treatment parameters.
This annual water quality report provides MWRA customers with important information on water quality. MWRA also has monthly water quality reports, information on specific potential contaminants, water system updates, and more at mwra.com. We welcome your questions at 617-242-5323 or Ask.MWRA@mwra.com.
A key initial test for water quality leaving the reservoirs is turbidity, or cloudiness. Turbidity refers to the amount of suspended particles in the water and can impair water disinfection. All water must be below 5 NTU (nephelometric turbidity units), and water can only be above 1 NTU if it does not interfere with effective disinfection. In 2024, typical levels in the Wachusett Reservoir were 0.29 NTU, and highest level was only 0.48 NTU.
MWRA also tests water for potential disease causing organisms, including fecal coliform bacteria, and parasites such as Giardiaand Cryptosporidium,that can enter the water from animal or human waste. All test results were well within state and federal treatment standards. Learn more about test results for waterborne contaminants and their potential health impacts at: mwra.com.
Your Water Makes Electricity
As the water leaves Wachusett Reservoir in the Cosgrove tunnel towards the treatment plant in Marlborough, it passes through a hydroelectric generator, creating clean green renewable power, lowering MWRA’s costs, and reducing greenhouse gas emissions. The generator at the Cosgrove Intake is one of five that capture excess energy from the water as it moves from Quabbin Reservoir all the way to the wastewater treatment plant on Deer Island. Renewable resources are about 30% of MWRA electrical use.
Your Water Wins Awards
MWRA once again won an outstanding performance award from MassDEP for consistently providing high quality water and meeting and exceeding with all regulatory standards.
continued on page 00
continued on page 53
The combination of high quality protected source water, and well designed and operated treatment, means that your water not only meets EPA’s safety standards, but it also tastes good. No need for bottled water, it’s great right from the tap.
How Your Water Is Treated
MWRA has made significant investments in treatment and monitoring technologies, bringing the water system into the 21st century. Upgraded corrosion control treatment, installed in 1996, has reduced lead levels at the tap by around 90 percent (see pages 4 and 5). The John J. Carroll Water Treatment Plant in Marlborough, completed in 2005, with the addition of UV treatment in 2014, provides state-of-the-art disinfection.
At the Carroll treatment plant, our well-trained and licensed operators add measured doses of treatment chemicals, and continuously monitor dozens of parameters, to ensure that the treated water meets all standards. Treatment steps include:
• Ozone, made from pure oxygen, disinfects the water, killing bacteria, viruses and other organisms, and improves water clarity and taste.
• Ultraviolet light (UV), a natural disinfectant like sunlight, renders pathogens non-infectious.
• Fluoride protects dental health.
• The water chemistry is adjusted to reduce corrosion of lead from home plumbing (see page 4).
• Monochloramine (a compound of chlorine and ammonia), provides a mild and long-lasting disinfectant to protect the water as it travels through miles of pipelines to your home.
MWRA Water Test Results 2024
Detected Contaminants
More Testing In Tanks And Pipes
After we treat your water, MWRA staff test it as it leaves the treatment plant, and as it travels towards your home, as required by EPA and state regulations. MWRA sampling teams, and chemists and biologists at MWRA’s four laboratories conduct hundreds of thousands of tests per year for over 120 potential contaminants. A complete list is available on mwra.com. The results for 2024 are shown in the table below. They confirm the quality and safety of the water your community receives from MWRA.
Sodium and Drinking Water MWRA tests for sodium monthly and the highest level was 36 mg/L (about 8 mg per 8 oz. glass of water) This level would be considered Very Low Sodium by the Food and Drug Administration (FDA). Sodium in drinking water contributes only a small fraction of a person’s overall intake (less than 5%)
How It Gets in the Water
Additive for dental health
Byproduct of disinfection
Erosion of natural deposits
Byproduct of water disinfection
Byproduct of water disinfection
Water disinfectant
KEY: MCL = Maximum Contaminant Level. The highest level of a contaminant allowed in water. MCLs are set as close to MCLGs as feasible using the best available technology. MCLG = Maximum Contaminant Level Goal. The level of contaminant in drinking water below which there is no known or expected risk to health. MCLGs allow for a margin of safety. MRDL = Maximum Residual Disinfectant Level. The highest level of a disinfectant allowed in drinking water. There is convincing evidence that addition of a disinfectant is necessary for control of microbial contaminants. MRDLG = Maximum Residual Disinfectant Level Goal. The level of a drinking water disinfectant below which there is no known or expected health risk. MRDLGs do not reflect the benefits of the use of disinfectants to control microbial contamination. ppm = parts per million. ppb = parts per billion. NS = no standard. ND = non-detect. ^ = As required by DEP, the maximum result is reported for nitrate. * = Radium result from 2023.
continued on page 00
Working To Keep Lead Out Of Drinking Water
Lead affects young children and may cause damage to the brain, slow growth and development, and create learning and behavior problems. Preventing lead exposure is particularly important if a pregnant woman or a child lives in your home or apartment. Lead can also impact the health of your entire family. While lead poisoning frequently comes from exposure to lead paint chips or dust, lead in drinking water can also contribute to total lead exposure. Learn about the health impacts of lead and how to reduce exposure to this toxic metal.
How Lead Can Enter Drinking Water
Lead in your home plumbing, or a lead service line, can contribute to elevated lead levels in the water you drink. MWRA’s water is lead-free when it leaves our reservoirs. Water mains that provide water to your community are made mostly of iron, steel, or concrete, and do not add lead to the water. Corrosion, or wearing away of lead-based materials, can add lead to tap water, especially if water sits in the pipes for a long time before it is used. Lead can enter your tap water from your service line—the small pipe connecting your home to the water main—if it is made of lead, or from lead solder used in plumbing, or some older brass faucets.
MWRA Treatment Reduces Lead Corrosion
Water is often called the universal solvent. In 1996, MWRA constructed new corrosion control treatment facilities and began treating the water to reduce its natural tendency to dissolve metals such as lead. MWRA’s licensed treatment operators adjust the water’s pH and buffering capacity by adding sodium carbonate and carbon dioxide to the water. This treatment makes water less corrosive and reduces leaching of lead into drinking water. Lead levels found in tests of tap water have dropped by nearly 90% since we made this treatment change. Learn more about the reduction of lead in drinking water at mwra.com.
Under EPA and DEP rules, MWRA and your local water department are required to test local tap water each year. We collect samples from homes with lead service lines or lead solder. The EPA rule requires that 9 of 10 homes tested must have lead levels below the Action Level of 15 parts per billion (ppb).
Lead & Copper Results, September 2024
#Homes Above AL/ #Homes Tested
Key: AL = Action Level – The concentration of a contaminant which, if exceeded, triggers treatment or other requirements, which a water system must follow.
The ideal amount of lead is none. An Action Level is the amount of lead in water that requires action to reduce exposure. If your home or school drinking water is above the lead Action Level, additional steps to reduce lead may be required. If more than 10% of your community’s samples were over the lead Action Level, your local water department is taking action to address the problem. See your community letter.
This testing process can provide information on whether lead is corroding and mixing with the drinking water. Because we target sampling to homes with known lead in their plumbing, the results do not reflect lead levels in all homes.
All MWRA sampling rounds over the past 22 years have been below the EPA Action Level. In 2024, nine out of ten homes were below 6.9 ppb—below the 15 ppb Action Level. See your community letter for local results and more information.
Only one community—Malden—exceeded the Action Level in 2024.
continued on page 57
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Investing in Finding and Removing Lead
Lead Service Lines
A service line is the small pipe that connects your home or building to the water main in the street. If your service line is made of lead, it can be a main source of lead in your tap water. Older lines that combined galvanized iron and lead connectors (“goosenecks”) can also release lead. Lead service lines should be removed entirely to prevent lead in your drinking water.
Find Them All
In October 2024, every community completed an inventory of every service line and submitted it to MassDEP. In November, they mailed a letter to each property that their records indicated had a lead service line or a galvanized line that could contribute lead with information about the risks of lead and how to get the service line replaced. They also mailed a letter to every property where they did not have records about the service line material with information on how to determine if it was made of lead. Your community letter has more information.
Your water service line connects your house to the water main which runs under your street.
Water Main
Many communities have on-line service line maps. You can also see if your service line is made of lead by scratching the pipe near your water meter with a key or other metal object. Lead pipes will show a dull grey color, while copper pipes will not. For a how-to guide, go to: www.epa.gov/pyt.
Working To Replace Lead Service Lines
To help replace lead service lines, MWRA and its Advisory Board offer zero-interest loans to member communities. Each MWRA community can develop its own local plan, and many communities have already taken steps to remove lead service lines. Since 2016, MWRA has provided $44 million to 17 communities to replace lead service lines.
Water Service Line
In 2024, MWRA added an additional $100 million in loans and grants to encourage communities to fully replace lead service lines at no cost to home owners, and set a goal of full replacement by 2032. Talk to your local water department about their efforts to find and replace lead service lines.
Lead Testing In Schools And Childcare Facilities
Children can consume much of their drinking water at school or childcare. Plumbing there may contain lead and contribute to lead exposure. MWRA and MassDEP provide technical assistance and no-cost lab analysis in MWRA communities. Since 2016, MWRA’s laboratory staff have conducted nearly 45,000 tests for 668 schools and childcares. Results are available on the MassDEP website at: www.mass.gov/dep (search for “lead in schools”) or contact your local school department.
How To Test Your Drinking Water
If you are concerned about lead piping in your home, contact your local water department about testing for lead in your drinking water. For a list of certified laboratories and sampling instructions go to: www.mwra.com/your-water-system/drinking-waterquality/lead-testing.
Steps To Reduce Lead In Your Home Or Office
• Find out if you have a lead service line, and get it replaced.
• Let water run before using it - fresh water is better than stale.
• Any time water has not been used for more than 6 hours, run the faucet used for drinking water or cooking for at least one minute or until after the water runs cold. To save water, fill a pitcher with fresh water and place it in the refrigerator.
• Never use hot water from the faucet for drinking or cooking, especially when making baby formula or other food for infants or young children.
• Remove loose lead solder and debris. Every few months, remove and clean the aerator from each faucet and run water for 3 to 5 minutes.
• Be careful of places where you may find lead in or near your home. Paint, soil, dust and pottery may contain lead. Call the Massachusetts Department of Public Health at 1-800-532-9571 or 1-800-424-LEAD.
Copper
Information We All Need
Building for Reliability
Since 1985, MWRA has replaced all of its open distribution storage reservoirs with new covered storage tanks. These tanks store water to help manage pressure during peak usage times each day, as well as provide water for firefighting and other emergencies. The water you drink now travels all the way from the reservoir to your tap safely enclosed. This has greatly increased the security of the system, reduced the risk of accidental contamination and helped maintain consistent water quality.
Maintaining the system and adding redundancy allows us to continue uninterrupted water delivery to your community, even if sections of our system need inspection, repair or rehabilitation. In 2003, MWRA completed construction of the 17.6 mile Metro West Water Supply Tunnel. The tunnel, which is 14 feet in diameter and runs from roughly I-495 to Route 128, provides redundancy to the 1940’s era Hultman Aqueduct, and allowed it to be taken off line and rehabilitated. MWRA’s engineers and geologists are now working on a similar project to provide redundancy to the tunnels inside Route 128. We have completed environmental review and begun final design for two new tunnels north and south of Boston to provide reliable service to the entire region, as well as interim improvements to add resilience to the system. We also have major projects underway to rehabilitate the 125 year old Weston Aqueduct Supply Main 3, a 60-inch pipe in Weston, Waltham, Belmont, Arlington and Medford. See mwra.com for more information.
Your community is investing in reliability as well. MWRA provides zero-interest loans to communities for pipeline rehabilitation and other water quality improvements. Since 1998, MWRA has provided $621 million to communities to maintain and improve their delivery of high quality water all the way to your home by rehabilitating or replacing over 632 miles of older water mains. During 2024, we loaned $28 million to 8 communities for pipeline and other water projects.
EPA Information On Bottled Water And Tap Water
Drinking water, including bottled water, may reasonably be expected to contain at least small amounts of some contaminants. The presence of contaminants does not necessarily indicate that water poses a health risk. More information about contaminants and potential health effects can be obtained by calling the EPA’s Safe Drinking Water Hotline (1-800-426-4791) or MWRA. In order to ensure that tap water is safe to drink, MassDEP and the EPA prescribe regulations which limit the amount of certain contaminants in water provided by public
water systems. The U.S. Food and Drug Administration (FDA) and the Massachusetts Department of Public Health (MDPH) regulations establish limits for contaminants in bottled water, which must provide the same protection for public health.
Important Health
Information from EPA
Some people may be more vulnerable to contaminants in drinking water than the general population. Immuno-compromised persons such as persons with cancer undergoing chemotherapy, persons who have undergone organ transplants, people with HIV/AIDS or other immune system disorder, some elderly, and infants, can be particularly at risk from infections. These people should seek advice about drinking water from their health care providers. EPA/CDC guidelines on appropriate means to lessen the risk of infection by Cryptosporidiumand other microbial contaminants are available from the EPA’s Safe Drinking Water Hotline (1-800-426-4791).
Monitoring For PFAS
PFAS, or per- and polyfluoroalkyl substances, used since the 1940’s for many purposes, from stain and water proofing to firefighting, continue to be a national concern. Due to our well protected sources, tests of MWRA water show only trace amounts of these compounds, well below the state PFAS6 standard of 20 parts per trillion. MWRA also meets the new EPA standards announced in April 2024. See mwra.com for results and more details.
continued on page 61
MWRA continued from page 59
Working With Your Community to Test Your Water
MWRA works with local water department staff to sample and test 300-500 water samples each week for total coliform bacteria. Total coliform bacteria can come from the intestines of warm-blooded animals, or can be found in soil, plants, or other places. Most of the time, they are not harmful. However, their presence could signal that harmful bacteria from fecal waste may be there as well. If total coliform is detected in more than 5% of water samples in a month, the water system is required to investigate the possible source and fix any identified problems. If a water sample does test positive, our laboratory staff run a more specific test for E.coli,which is a bacteria found in human and animal fecal waste and may cause illness. If your community was required to do an investigation, or found E.coli,it will be in the included letter from your community.
Important Research For New Regulations
MWRA works with EPA and health research organizations to help define new national drinking water standards by collecting data on water contaminants that are not yet regulated. Very few of these potential contaminants are found in MWRA water due to our source water protection efforts. Detailed information on testing for unregulated contaminants, as well as data on PFAS, disinfection by-products, Giardiaand Cryptosporidium,and other contaminants can be found at www.mwra.com, search for UCMR.
Being Prepared for Drought
Despite the hot dry weather in 2024 and many months of drought conditions across Massachusetts, MWRA’s water supply reservoirs remained within their normal operating range throughout the year. Why? Two reasons. Together the Quabbin and Wachusett Reservoirs hold an astonishing amount of water—477 billion gallons, enough water to supply the region for over 6 years. Secondly, because our customers are water savvy. Water use in our region has dropped from over 330 million gallons per day in 1985 when MWRA was created, to around 200 million gallons per
day now. This keeps our reservoirs full, reduces the cost of building and operating our facilities, and makes MWRA drought resilient. Thanks for your help.
Cross Connection Information
MassDEP recommends the installation of backflow prevention devices for all hose connections to help protect the water in your home as well as the town system. For more information on cross connections, please call 617-242-5323 or visit www.mwra.com/ your-water-system/drinking-water-quality/crossconnections.
Do Your Part for Water Conservation
Be mindful of water use indoors:
• Don’t let the water run in the kitchen or bathroom
• Check for leaking faucets or toilets
• Don’t use the toilet as a trash can
• Buy water efficient appliances
Water outdoors only when needed:
• If there has been an inch of rain—no need to water that week
• Avoid watering during the heat of the day
• Plant native plants that need less water
For more water saving tips, visit mwra.com
Why Save Water?
• It helps keep our reservoirs full
• Saving water can save you money by lowering your monthly water and sewer bill
• Wildlife, rivers and crops all need water too
• Reducing water use reduces energy use and cost by decreasing the energy need to pump, treat and heat water
Request free MWRA water conservation kits at: wc.mwra.com/home
Help Protect Boston
Harbor and Our Rivers
• Only flush toilet paper—most “flushable wipes” can clog pipes and cause overflows.
• Fats, oil and grease go in the trash, not the drain.
• Sump pumps and roof drains should connect to a storm drain or a dry well, not the sanitary sewer. Too much clean water can overload the sewer system.
For more information, go to mwra.com.
MWRA in the Community:
MWRA’s high quality source water was made possible by the sacrifice of the 2500 people who lived in the four towns that were removed to build the Quabbin Reservoir. Their homes and farms are now part of the ‘accidental wilderness” that protects and purifies your water.
Our staff is always looking for the next generation of MWRA employees. Keep an eye out for our team at career fairs and events in your community. 7
continued on page 63
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City Of Boston
Boston Water And Sewer Commission
980 Harrison Avenue Boston, MA 02119-2540
617-989-7000
Dear Customer:
This report contains an annual update on the quality of drinking water supplied to you by the Boston Water and Sewer Commission (BWSC), in partnership with Massachusetts Water Resources Authority (MWRA). Inside this report, there is detailed information on the MWRA’s system, and how the water delivered to Boston complies with federal and state quality standards.
For background, the water provided to BWSC comes from MWRA’s reservoirs and is lead-free. Most of BWSC’s distribution pipes that carry water to homes are made of iron, steel, and copper. In the spring and the fall of 2024, BWSC conducted mandatory lead and copper sampling and testing in homes that are known to have a lead service line, as required by US EPA and MassDEP. The test results showed that in these higher risk homes, the 90th percentile for lead was 11.7 parts per billion (ppb) in April 2024, and 7.96 ppb in October 2024 -- below the Action Level (AL) of 15 ppb for lead. The 90th percentile for copper was 126 ppb in April 2024 and 92 ppb in October 2024, below the AL of 1300 ppb.
Range
Lead
March
September Copper
March
September
In October, all cities and towns in the United States were required to submit an inventory of every private and public water service, identifying material type and size. The Commission complied with this requirement. The inventory is comprised of both the public side (beginning at the water main to the property line) and the private side (from the water meter in the home to the property line). If either side is composed of lead, the pipe is identified as “lead” on the inventory. The inventory also includes “unknown” or “other as a category.” If you received a letter or postcard from BWSC, our records indicated that the water pipe is identified in our inventory as Lead, Other, Unknown, or Galvanized Requiring Replacement, and an
Boston LCR Results 2024
inspection should be scheduled to confirm. The deadline for replacement of these lead pipes in the inventory is 10 years, beginning in November 2027 and extends to November 2037, with similiar deadlines for resolution of unknowns. With the help of our partners and property owners, BWSC expects to meet this goal well before the deadline. Customers can access information about the status of their property on the BWSC website at: https://www.bwsc.org/environment-education/maproom/water-service-map
The Commission continues to increase its efforts to identify and eliminate lead service lines, both in the public way, and on private property. Aiding property owners through the No Cost Private Lead Replacement Incentive Program is intended to remove financial barriers to customers and further our efforts to remove lead service lines.
In addition to mandatory mailings, BWSC has engaged in a multi-faceted informational campaign designed to promote its No Cost Private Lead Replacement Incentive Program. Over the last year, to help raise public awareness of the lead service issue and available no cost remedies, BWSC has:
• Produced Public Service Announcements PSA’s in English and Spanish specifically promoting BWSC’s lead inspection and replacement program;
• Reached out to property owners with known or suspected lead services directly with phone calls;
• Conducted door-to-door canvassing in neighborhoods with high incidence of lead services;
• Engaged with the public and provided information at over 100 public events across the city.
I am proud of the work conducted by the dedicated employees of the Commission in conjunction with our contractors, who in the past year responded to over 1,770 customer requests to have their water service pipe inspected for lead, resulting in 434 lead replacements. We continue to get the word out and you can too! If we reach out to you or someone you know, please respond by calling our Lead Hotline at (617) 989-7888 to schedule a free inspection of Boston property to confirm the composition of the water service line and if lead, have it replaced.
For more information about lead in drinking water and other BWSC programs, or Commission meetings visit BWSC’s website at www.bwsc.org or contact the Communications Department at (617) 989-7250.
Sincerely,
Henry F. Vitale, CPA Executive Director/Treasurer
Photo Courtesy of Seth Daniel, Dorchester Reporter
Advantage Drug Testing is a new UCANE member specializing in drug-free workplace programs and FMCSA compliance. Company President, Ted Dawson brings 17 years of experience advising employers on the FMCSA regulations and compliance programs.
G et to K now Your uCA ne AssoCiAte
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Advantage supports over 300 employers with managing FMCSA drug-free workplace programs, including many UCANE members. UCANE member companies have provided the insightful comments below.
The Dow Company: “Since 2006, they have provided the drug and alcohol testing services we need to ensure compliance and save time for our team.” – Mike Dow
Albanese Brothers: “We prefer to work with local businesses we can trust, and I can’t say enough about Advantage Drug Testing. Since 2009, they have consistently provided us with the support we need. They are always ready and willing to answer questions and come to our job sites when requested. Advantage Drug Testing is an integral part of our team.”
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Dave Pateuk has been a familiar face to UCANE contractors and other excavating companies across New England for nearly 30 years. His early years in the excavating business gives him the first-hand knowledge about what type of trench support and equipment that you need for your project conditions.
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PPE Expiration Dates: A Hidden Line of Defense in Construction Safety
We all rely, and often over rely, on Personal Protective Equipment (PPE) as the frontline defense against injury and death. While equipment like hard hats, gloves, and respirators are standard fare on job sites, a critical aspect often overlooked is their expiration—an invisible, yet vital factor in ensuring ongoing worker safety.
We all know that exposure to factors such as sunlight, heat, moisture, dirt, corrosion, and chemicals deteriorates anything over time. This includes PPE like hard hats, gloves, eye protection, fall protection, and respiratory devices. Material fatigue, aging, and wear and tear diminish the protective properties of equipment. Using expired PPE can lead to failure during critical moments, potentially resulting in serious injuries.
PPE isn’t just a matter of compliance; it’s a matter of life and death. As equipment ages, OSHA emphasizes routine inspection and replacement of PPE but also underscores understanding equipment lifespan. According to OSHA’s guidelines, “PPE should be inspected regularly and replaced when it shows signs of deterioration or after the manufacturer’s recommended service life expires”.
The real lifespan of PPE is influenced by what it is exposed to. The expected life span or service life is dictated by the manufacturer. Here’s a breakdown based on recent industry standards and research:
Hard Hats: The internal suspension should be replaced about every 12 months. The shell is typically rated for two to five years, depending on use. The National Safety Council recommends replacing hard hats every five years, but more frequent replacements are advised if exposed to UV radiation, chemicals, or impact damage.
Respirators may last up to five years, but their f ilters and cartridges are typically only effective for six to 12 months after being opened from their pack-
aging or less depending on contaminant exposure. Filters must be replaced promptly when breathing resistance increases or expiration dates are reached.
Full-body harnesses are typically made of webbing (referred to as textiles) and hardware. Both may have different manufacturer guidelines. 3M states that if it passes inspections, their textile products “may remain in service for up to 10 years” and the hardware (buckles, rings, etc.) can remain in service as long as it passes inspection. Likewise, FallTech says their harnesses can be used indefinitely as long as it passes inspection. All manufacturers are different, so it is important to look into the stated lifespan of your harness.
Shock-absorbing lanyards and restraint lanyards usually last between three to five years, assuming they have not been exposed to a fall incident. These items must be removed from service immediately if they’ve been deployed in a fall or show signs of damage such as fraying, broken threads, or rusted hardware.
continued on page 70
Patrick W. Saltmarsh Corporate Safety Director
J. Derenzo Companies Blake Underhill President Industrial Safety & Rescue
Safety Corner continued from page 69
Anchor straps and tie-off slings, made of durable webbing or cable, also carry a general lifespan of five years, but this can be reduced by abrasion, edge damage, or improper storage. These should be inspected before every use for cuts, chemical stains, or missing labels.
Lifting straps and web slings typically have a usable life of two to five years, depending on load frequency and exposure to sharp edges or corrosive environments. Even minor cuts or missing inspection tags require immediate removal from service.
High-visibility clothing made with reflective tape and fluorescent fabric generally lasts six to 12 months under regular use. Once reflective elements fade or the garment is torn, it no longer meets visibility standards and must be replaced.
Safety gloves vary widely in lifespan, typically lasting three to 12 months, depending on materials and use. Gloves exposed to heavy abrasion, punctures, or harsh chemicals degrade much faster and should be replaced at the first sign of compromise.
Eye protection, such as goggles and face shields, can remain effective for up to 2 to 3 years, provided they are kept clean and free of scratches or cracks. Damaged or loose-fitting eyewear should be
replaced immediately.
Hearing protection also has expiration windows. Foam earplugs are usually disposable after a single use, while ear muffs may last one to several years, though the cushions should be replaced as soon as they lose shape or no longer provide an adequate seal.
Reading and Finding PPE Expiry Dates
Understanding where and how to find expiration dates on PPE is vital. Manufacturer labels often contain crucial information:
Hard Hats: Most have a stamped date of manufacture or expiry, typically located underneath the shell or on a label inside the suspension. The date can appear as “EXP 06/2024,” indicating the product should be replaced by June 2024.
Gloves and Clothing: May include lot numbers or manufacturing dates; specific expiration information is usually obtained from the manufacturer’s datasheet or product literature.
Respiratory Equipment: The labels indicate expiry based on how long filters are effective, and dates are printed on the filter cartridges themselves.
continued on page 71
Why Not All PPE is Created Equal
A common misconception is assuming all PPE from different brands or models has the same lifespan. Studies show that material quality, manufacturing standards, and testing protocols significantly impact longevity. For example, two hard hats from different manufacturers might both have stamped expiration dates, but the durability of their shells could vary—one may degrade faster due to differences in UV resistance or impact absorption.
According to the American National Standards Institute (ANSI), “Certification of PPE must comply with specific standards, but manufacturers may have different criteria for lifespan depending on their testing and materials used” (ANSI, 2023). It’s crucial to verify that PPE is certified, compliant with standards such as OSHA and ANSI, and replaced promptly once expired.
Not All PPE is the Same
It's crucial to understand that PPE from different manufacturers may have varying lifespans and markings. For example:
Two hard hats from different brands could have different expiry dates based on material quality and testing standards.
Certification standards (like ANSI/ISEA Z89.1 in the U.S. or CE marking in Europe) influence lifespan and performance criteria.
Always verify the manufacturer's documentation and ensure the PPE is certified and compliant with relevant safety standards.
Key Points to Remember
• Always Check the Label: Many PPE items have the date of manufacture or expiry printed on them or on a sewn-in tag.
• Follow Manufacturer Recommendations: Lifespans may differ by brand or product model. Consult the user manual or datasheet.
• Inspect Frequently: Daily checks for visible damage and routine detailed inspections ensure PPE stays reliable.
• Never Use Damaged or Expired Gear: Replace immediately — even if the expiry date hasn’t been reached but damage is visible.
Best Practices for PPE Management
To minimize risks associated with expired equipment, safety managers should adopt rigorous PPE management protocols. Conduct routine inspections with visual and functional checks at least monthly, looking for cracks, discoloration, deformation, or damage. Log purchase dates, inspection results, and replacement schedules. A digital management system enhances accountability. Always adhere to the manufacturer’s instructions for storage, replacement, and disposal—never assume a piece of PPE can be used beyond its expiry date. Train staff to recognize signs of PPE deterioration, understand expiry labels, and report damaged items promptly.
The Bottom Line
PPE is a critical element of workplace safety in construction and rescue operations. Recognizing the importance of expiration dates, understanding how to read them, and adhering to manufacturer recommendations help maintain the effectiveness of protective gear. Remember, not all PPE is the same— different products and brands have varied lifespans. Vigilance in PPE management is a straightforward yet vital step toward ensuring a safe working environment. n
California Utility to Bury Power Lines in Fire-Hit West Coast Rebuild
(UI) — Southern California Edison (SCE) has announced a large-scale plan to rebuild and modernize its electric distribution system in Altadena and Malibu, with a key focus on moving power lines underground in areas damaged by January’s wildfires.
The utility’s preliminary plan calls for undergrounding approximately 153 circuit miles of distribution lines — including nearly all lines in high fire risk zones within the burn areas, and an additional 23 miles in Altadena neighborhoods outside of those zones. Another 19 circuit miles in Altadena are still being evaluated for potential undergrounding.
SCE outlined the proposal in a letter to California Governor Gavin Newsom and is working closely with local, state and federal officials, nonprofit groups and residents to refine the effort. Estimated costs for the project range from $860 million to $925 million. The company said it will seek funding from multiple sources, including government and philanthropic channels, to reduce the financial burden on customers.
“Just three months have passed since the devastating wildfires, and all of us at Edison continue to keep those affected in our thoughts. We’re working closely with state and county leaders and the communities of Altadena and Malibu to rebuild wildfireimpacted areas stronger than ever,” said Pedro J. Pizarro, President and CEO of Edison International, SCE’s parent company. “SCE’s rebuilding plan will underground electrical distribution infrastructure where feasible and make the most of breakthrough technologies to reduce wildfire risk.”
Pizarro credited the state’s leadership for helping speed up the process.
“Governor Newsom’s leadership during this tragedy has been instrumental, contributing to an environment where SCE could design and permit projects in a matter of weeks instead of what would usually take years,” he said.
Steven Powell, President and CEO of SCE, said the rebuild will include capacity upgrades and modern technologies to improve service reliability and emergency response.
“SCE will build back a resilient, reliable grid for our customers,” Powell said. “We are increasing electrical capacity in fire-impacted communities and exploring advanced technologies, such as battery backup for critical care customers and smart panels, to better serve our customers. We will continue to engage community members to make sure their views remain a critical part of the rebuild. I am proud to work alongside SCE colleagues as we support our communities and build a resilient, clean and affordable energy future.”
The plan includes burying 90 circuit miles in Malibu and surrounding areas, and 40 miles in Altadena and nearby high-risk zones, with additional circuit miles hardened using covered conductors where undergrounding is not feasible. Some sections are expected to be completed within months, while others could take years depending on permits, community feedback and funding availability.
Beyond undergrounding, SCE plans to increase distribution voltage in parts of West Altadena and install smart grid technologies, such as automation continued on page 74
California continued from page 73
systems that isolate outages and speed up restoration times. These upgrades will also support growing electricity demand and clean energy integration.
The utility is also considering establishing Community Resiliency Zones, providing backup battery storage for critical care residents, and outfitting rebuilt homes with smart panels to help customers manage energy use and adopt new technologies.
SCE says it is coordinating with Los Angeles County, Caltrans and telecommunications providers to reduce costs and permit delays. More than 50 community meetings and town halls have been held since January to gather input, and the utility says that ongoing feedback will continue shaping the final plan.
Edison International has acknowledged that SCE equipment may have played a role in the Eaton Fire, but an investigation remains underway. The company said it remains committed to transparency and community support during the recovery.
Courtesy of: UnderGround Infrastructure Magazine 4-18-25. https://undergroundinfrastructure.com/ pages/forms/contact-us n
• Pre-mark the location of intended excavation using white stakes, paint or flags.
• In MA, ME, NH, RI and VT, notify Dig Safe® at least 72 hours in advance, not including weekends and holidays.
• Notify non-member facility owners.
• Maintain the marks placed by underground facility owners.
• Use caution and dig by hand when working within 18” of a marked facility.
• If a line is damaged, do not backfill. Notify the affected utility company immediately if the facility, its protective coating, or a tracer wire is damaged.
• Call 911 in the event of a gas leak, or if a damaged facility poses a risk to public safety.
• Know your state’s excavation requirements.
• Go to digsafe.com for educational material and current laws.
Houston Completes 400 Miles of Underground Power Lines Ahead of 2025 Hurricane Season
As part of the Greater Houston Resiliency Initiative (GHRI), CenterPoint Energy announced that it has installed 400 miles of underground power lines over the past eight months, completing 100% of its strategic undergrounding goal ahead of schedule and before the start of the 2025 hurricane season.
The critical undergrounding work will help strengthen the system against extreme weather and improve overall resiliency by reducing potential outages caused by high winds, falling vegetation, vehicle collisions and other hazards. The work was completed ahead of schedule and will help CenterPoint achieve its broader goal of achieving more than 50% of the electric system being ungrounded to further improve resiliency.
"All of us at CenterPoint are laser-focused on preparing for the 2025 hurricane season and strengthening the system against more powerful storms and extreme weather. We will continue
working hard every day to build on the significant progress we've made since launching the Greater Houston Resiliency Initiative, as we continue toward our goal of building the most resilient coastal grid in the country," said Darin Carroll, Senior Vice President of Electric Business.
When all GHRI milestones are achieved, these system improvements and actions will further strengthen resiliency and are projected to reduce outages for customers by more than 125 million minutes annually.
Eastham voters approved Phase 1 of a $170 million Targeted Watershed Management Plan at a special election on Tuesday, June 24. Unofficial results posted on the town's website were 798 to 141.
The plan was also approved by voters at the special town meeting the night before, on June 23. Both approvals were required to raise taxes above Proposition 2 1/2 limits.
The plan consists of a wastewater treatment facility, collection, conveyance and effluent disposal systems, pumping stations and related equipment, design and engineering costs, and other incidental costs. Sewer connections will be made to 786 properties around Salt Pond and extending along Route 6 to the town's T-Time property.
It's estimated that property taxes will increase by about $1,000 annually, according to information posted on the special town meeting warrant.
“ We acknowledge there will be a significant cost for all of us,” Finance Committee Chair Mary Shaw told town meeting attendees on June 23. “We are invested in keeping this cost as low as possible.”
Shaw said short-term rental receipts and a wastewater stabilization fund with several million dollars will help implement the wastewater program. Finance Committee members and town staff have been working on a capital improvement plan to ensure the timing of the wastewater debt will begin as the water debt is being retired.
The Finance Committee unanimously recommended approving the article.
Construction will begin in the fall of 2026, according to Town Manager Jacqueline Beebe. It will take three years to complete and is expected to be ready for the winter of 2029. The plan is designed to remove
nearly 100% of nitrogen impacting the Salt Pond watershed.
Reprinted from the Cape Cod Times. Written by Denise Coffey. n
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UCANE’S Employee Safety Manuals
Your
Company Must Have a Comprehensive Safety Program!
This year’s Safety Manual includes information on:
• Updated DOL Drug Testing information and Updated CDL information
• Massachusetts Safety Standards - COVID-19
• OSHA’s Final Rule on Silica Exposure Limits
• OSHA’s Final Rule on Improved Tracking of Workplace Injuries and Illnesses
• OSHA’s Final Rule on Confined Space in Construction
• OSHA’s New Requirements for Reporting Severe Injuries
Promote a Safe Working Environment
It should be your company’s policy to provide a safe place to work, with the prevention of accidents being your ultimate goal. Your Insurance/Bonding carrier requires a Safety Program. State and Federal Agencies require a Safety Program.
OSHA Inspectors Will Be Enforcing:
• Overall Construction Safety (29 CFR 1926)
• Excavating Standards
• Written Safety and Health Plans
• Hazard Communications Programs
• Drug Free Workplace
• OSHA 10-Hour Training Requirements
Examine the UCANE Pocket Directory
When ordering Company Safety Manuals, the Safety Manual section only, in the back of UCANE’s Pocket Directory, will be made up into an individual Employee Pocket Safety Manual with Your Company Name and Logo printed on the cover. Employee signature cards verifying compliance with safety manual procedures are included. When signed, these cards should be placed in each employee’s file.
Employee Pocket Safety Manual Order Form
Company Name:___________________________________ Authorized By:________________________ Pocket Manuals w/Signature Cards: Qty.:____________ x $4.75 Ea. = $_________________________
Printing and Set Up Charge for Personalized Covers: $_________________________
Company Logo enclosed Company Logo to be mailed My check is enclosed EMPLOYEE
Employee Pocket Safety Manuals are available to UCANE members only. PAYMENT MUST ACCOMPANY ORDER. Utility Contractor’s Association of New England, Inc. • 300 Congress Street, Suite 101 • Quincy, MA 02169
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MILFORD
100 Quarry Drive | (508) 634-3400
NORTH READING
84 Concord Street | (978) 276-2400
WAREHAM 14 Kendrick Road | (508) 291-1200
STOUGHTON
207 Page Street | (781) 399-8580
SCARBOROUGH 16 Pleasant Hill Road | (207) 885-8000
