Construction Outlook July 2020

JULY | 2020 UCANE Interview :

Representative Christina Minicucci

• Orleans Voters OK Additional $12M for Sewer Project • Bourne’s New Wastewater Plant on Target for January Completion

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JULY, 2020

IN THIS ISSUE

OFFICERS President MARCELLA ALBANESE Albanese Bros., Inc.

President-Elect RYAN McCOURT

McCourt Construction Company

Treasurer BRIAN COONEY

C. C.Construction Inc.

Secretary CHRIS VALENTI

GVC Construction, Inc.

BOARD OF DIRECTORS VINCENT BARLETTA

Barletta Heavy Division

NICK BIELLO

J. D’Amico, Inc.

MIKE BISZKO, III

Biszko Contracting Corp.

ANDREW DANIELS J. Derenzo Co.

GEORGE DeFELICE

DeFelice Corporation

JERRY GAGLIARDUCCI

Gagliarducci Construction, Inc.

5 President’s Message:

Pandemic Highlights the Importance of UCANE Members’ Work

7 Legislative Update:

• As the Legislative Session Turns Towards the End of Formal Session, Progressive House Members Urge Senate Action on Increasing Taxes • MWRA Working to Monitor Deer Island Wastewater • The Coming Wave of PFAS Notifications? Acton Issues Public Notice About Presence of PFAS • MassDEP Seeks Additional Public Input on Draft Solid Waste Master Plan, Schedules Virtual Public Meetings • Baker-Polito Administration Expands Proposed Economic Development Legislation • News in Brief

19 UCANE Interview:

Representative Christina Minicucci (D-Haverhill)

23 UCANE Contractors Participate in National Trench Safety Stand Down Week 27 What Makes a Strong Project Manager 33 Get to Know Your UCANE Associate Members: Brennan Consulting

34 Massachusetts Water Resources Authority 2019 Drinking Water Test Results

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47 Insurance Perspective:

DAN HORGAN

51 UCANES 41st Annual Golf Classic

P. Gioioso & Sons, Inc. R. H. White Const. Co., Inc.

LISA FRENCH KELLEY

W. L. French Excavating Corp.

BILL LEONARD

Aqua Line Utility, Inc.

JOHN OUR

Robert B. Our Co., Inc.

QUERINO PACELLA

RJV Construction Corp.

RICHARD PACELLA, JR. R. M. Pacella, Inc.

BRIAN RAWSTON

Jay Cashman, Inc.

FRED ROGERS

Scrap-It, Inc./Minichiello Bros., Inc.

ERIK SVEDEN Milton CAT

JORDAN TIRONE

DeSanctis Insurance Agency, Inc.

DAVID WALSH

Pawtucket Hot Mix Asphalt

JEFF MAHONEY

Executive Director

The COVID-19 Questions: Underwriters’ Reactions to COVID-19 and What to Expect

53 Safety Corner: JHA or JSA?

55 Spotlight on Cape Cod: • Orleans Voters OK Additional $12M for Sewer Project • Bourne’s New Wastewater Plant on Target for January Completion

61 Technology in Construction:

Production Targets: A More Precise Way to Set Daily Performance Expectations 63 Life Insurance Liquidity - A Critical Component of an Overall Estate and Financial Plan for Owners of Real Estate 65 New Helmets to Hardhats Director on How to Attract Veterans to Construction Jobs Editor: Jeff Mahoney, Associate Editor: Suzanne Hatch, Magazine Designer/Assistant Editor: Sherri Klayman Construction Outlook Chair: Marcella Albanese Editorial Board: Marcella Albanese, Ryan McCourt, Brian Cooney, & Chris Valenti 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: aklayman@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.

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Pandemic Highlights the Importance of UCANE Members’ Work Six months into the COVID-19 Virus pandemic and the nation is still grappling with the effects of social distancing, quarantining, wearing masks, the closing of company offices, and the work-from-home options. While all of these measures are being followed, there is one industry that must continue “business as usual” while following some major safety and health regulations to keep the virus from spreading. The underground clean water and drinking water construction companies, which comprise the UCANE family, are just such companies.

While it has been a unique and challenging situation to say the least, it has also highlighted the perseverance and dedication of UCANE members, as well as the essential nature of the work our member company’s perform.

W

ater, wastewater, and utility infrastructure have been critical throughout the pandemic, as people are required or encouraged to stay at home. That is why many projects continued throughout the crisis as the Governor deemed utility infrastructure projects essential. Not only does this infrastructure allow people to stay at home, but access to clean water and utilities is also crucial to the companies researching to find treatments and (hopefully soon) a vaccine for COVID-19. We often refer to our underground infrastructure as “out of sight and out of mind,” but the crisis has emphasized the importance of our industry.

Not only has Massachusetts confirmed that our state’s underground infrastructure is critical and essential, but our nations’ citizens have also expressed a very similar opinion.

A recent survey conducted by the U.S. Water Alliance done in early March BEFORE the crisis became fullblown, showed that voters continue to support investing in improvements to our water infrastructure. Voters prioritize rebuilding America’s infrastructure over most competing federal priorities. Three-quarters say that investing in water infrastructure is very important and more than four in five back a proposal for further federal investments. Voters also continue to express a preference for making investments in the short-term rather than deferring them.

These views cut across all major demographic groups, including partisan lines.

It is also very encouraging that despite the economic JULY, 2020

uncertainty, local town meetings from Cape Cod to the Berkshires continue to approve multi-million dollar water infrastructure projects. Details on two Cape projects, in Orleans and in Bourne, can be found in this issue beginning on page 55. And at the federal level, despite the lack of agreement on a large scale infrastructure bill, there is consensus that investment in water infrastructure needs to be a part of any future legislation. So, while we do not know what effect the COVID-19 virus will have on our State and our nation during the upcoming weeks and months, it is certain that UCANE members will continue to do the vital work necessary to keep our citizens safe and our economy moving forward.

On a separate note, I want to congratulate UCANE members who participated in the 2020 Trench Safety Stand Down Week (TSSD). Despite the pandemic, there was a tremendous response as members continue to prioritize employee safety. More information on the 2020 TSSD can be found on page 23.

Lastly, on behalf of the UCANE Officers, Board of Directors, and staff, I would like to once again thank our members for their steadfast support of UCANE and its mission during these trying times. Whether it be through magazine advertising or sponsorship in our Golf Tournament, your unwavering commitment has allowed the important work of UCANE to continue, and for that we are extremely grateful. I hope you and your families are having a great summer, and please continue to stay safe and healthy! n

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As the Legislative Session Turns Towards the End of Formal Session, Progressive House Members Urge Senate Action on Increasing Taxes

A

s the Massachusetts legislature pushes towards the end of formal sessions on July 31, a significant number of House legislators have called upon their Senate counterparts to take up legislation providing revenue for the Commonwealth’s transportation infrastructure. Thirtyseven House members led by House Progressive Caucus Chairs, Rep. Tricia Farley-Bouvier of Pittsfield and Jack Lewis of Framingham, expressed concern that the Senate had “not yet taken up the progressive transportation revenue bill, which the House passed in early March.” The letter, which was sent to the entire Massachusetts Senate, elicited a quick response from Senate leaders akin to “what about the bills we’ve sent over?”

As reported previously in Construction Outlook, the Massachusetts House of Representatives passed a tax package right before the COVID-19 pandemic severely impacted the Massachusetts economy. The measure would raise approximately $600 million through a combination of fuel tax increases, rental car, and ride hailing assessments as well as other measures. In their letter, Representatives highlighted: “The Commonwealth is now facing a staggering $6-$7 billion revenue loss and the prospect of laying off thousands of teachers, social workers, and human service workers if we cannot find a way to address this fiscal crisis. We must instead explore a menu of options including tapping the Rainy Day Fund, maximizing federal aid, raising targeted progressive revenue, and possibly even borrowing. Our argument to raise further progressive revenue is weakened JULY, 2020

because a previous tax vote that the House took to generate $600 million did not move forward in the Senate. The Commonwealth’s borrowing constraints and interest rate also stands to be negatively impacted without this $600 million in revenue. As policymakers, it is on us to find creative answers to difficult questions. There is never a perfect time to pass a tax increase, but as elected officials, it is our duty to act boldly and in the best interest of our constituents.”

In making the case for additional tax revenue, advocates have highlighted two essential elements: (a) the price of fuel has dropped dramatically due to a number of factors and (b) the Commonwealth’s transportation funding gap has not gone away, nor will it.

For its part, the Senate response was led by Senator Adam Hinds, the Senate Chair of the Joint Committee on Revenue. In pointing out his work with a Senate working group looking at the issue of funding in light of the COVID-19 pandemic, Senator Hinds released a statement which stated that he “appreciate[d] the House members' legislative advocacy, just as the Senate will continue to advocate strongly for action on lowering the cost of prescription drugs, mental health reform, healthy youth, climate change legislation, and legislation relating to telehealth, surprise billing, and scope of practice." The measures highlighted by Senator Hinds are measures, previously passed by the Senate during this session, that currently sit before the House. continued on page 9

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Legislative Update continued from page 7 As to whether the Massachusetts legislature takes up this issue or, possibly, extends the session to allow for its consideration remains anyone’s guess. While Speaker Bob DeLeo indicated to the Boston Globe earlier this year that he was open to considering the possibility, there has been little public discussion about an extension from either the Speaker or his counterpart, Senate President Karen Spilka since then. The Massachusetts legislature, which would traditionally have a budget in place by July 1, will likely file a successive number of 1/12th or partial budgets as they consider their next steps. Without information as to whether additional federal funding to states and municipalities will be coming and the lack of information about the revenue coming in as a result of the upcoming July 15 state tax deadline, legislators have been understandably hesitant to pass a budget – particularly where Massachusetts cannot deficit spend in its budgeting process.

Stay tuned for more information as the month of July progresses. The Massachusetts legislature will continue to remain active on a variety of COVID-19 related and non-COVID-19 related matters.

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MWRA Working To Monitor Deer Island Wastewater

s reported by the State House News Service in June, the Massachusetts Water Resources Authority (MWRA) board approved a six-month, $200,000 contract with Biobot Analytics, a startup founded by MIT graduates and faculty, to collect and test samples of wastewater arriving at two different intakes at Deer Island and to conduct rapid analysis for signs of the virus that causes COVID-19.

Biobot Analytics was the first company to demonstrate in the United States that it is possible to gauge levels of coronavirus activity by screening raw sewage. The company looked at samples provided by the MWRA and determined that signs of the virus were significantly higher than expected.

To its credit, Biobot provided pro bono services to more than 400 treatment facilities in 43 states.

The partnership between MWRA and Biobot that began in early March has continued. The MWRA reported to board members last week that raw data from Deer Island collected the week of June 15 "shows continued downward trend" in the preva-

JULY, 2020

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lence of the coronavirus.

Authority officials noted that those samples were collected after Phase 2 of the state's reopening began and after some of the large demonstrations that were held in Boston and other communities. The MWRA will likely establish a long-term program through a competitive bid process for 2021 and beyond, for as long as COVID-19 continues to be a public health threat.

According to its website, “inspired by the potential of wastewater epidemiology, Biobot is the first company in the world to commercialize data from sewage. After winning multiple entrepreneurship competitions at MIT, including a place in the DeltaV and DesignX accelerators, Biobot completed the Y Combinator accelerator in San Francisco. Headquartered in the Boston area, [Biobot] aim[s] to extend our wastewater epidemiology platform across all five continents.” For more information about this enterprising company, please visit: www.biobot.io. continued on page 11

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Legislative Update continued from page 9

The Coming Wave of PFAS Notifications? Acton Issues Public Notice About Presence of PFAS

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s reported in Wicked Local Acton in late June, the Acton Water District mailed out a public notice – as required by the Massachusetts Department of Environmental Protection – to all residents on June 26 discussing levels of PFAS detected in the drinking water. Per- and polyfluoroalkyl substances (PFAS) are a group of man-made chemicals that includes PFOA, PFOS, GenX. PFAS have been manufactured and used in a variety of industries around the world since the 1940s. Exposure to these chemicals can accumulate over time and there is evidence that exposure can lead to adverse human health effects.

According to the public notice letter, the Acton Water District (AWD) proactively sampled for PFAS based on the presence of two Superfund Sites - W.R. Grace and Nuclear Metals, Inc - in Acton and the push towards further regulation of PFAS at the State and Federal level. Based on the results of initial testing, all production wells and treatment plants serving the town were sampled for PFAS. The letter stated that samples collected between January 13, 2020 and April 28, 2020 from multiple well

JULY, 2020

sources showed a range of 0.0 to 48.33 ppt of the combined total of the following six PFAS compounds: PFOA, PFOS, PFNA, PFHxS, PFHpA, and PFDA. Currently two of Acton’s five water treatment plants have tested above the MassDEP Guideline and proposed drinking water regulatory limit of 20 parts per trillion (ppt) for six PFAS compounds. The water supply well with the highest initial PFAS levels (Assabet 1A Well) was removed from service on March 9 and has been used in a limited capacity.

The North Acton Treatment Plant, which has the highest treated water concentrations of PFAS, was removed from service on April 30 to conduct major maintenance activities. Additional sampling needs to be conducted when the work is completed to determine if this source will remain offline in the short term while a permanent solution can be developed.

The Acton Water District has listed the results of their testing and efforts to combat PFAS in the water supply on its website. The thorough gathering of information can be found at: https://www.actonwater.com/ water-quality/pfas.

continued on page 13

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Legislative Update continued from page 11

T

MassDEP Seeks Additional Public Input on Draft Solid Waste Master Plan, Schedules Virtual Public Meetings

he Massachusetts Department of Environmental Protection (MassDEP) recently announced that it is seeking additional input on specific issues related to the Commonwealth’s Draft 2020-2030 Solid Waste Master Plan (SWMP), which establishes the policy framework for solid waste management in Massachusetts. The SWMP is typically updated every 10 years.

MassDEP issued its Draft 2020-2030 Solid Waste Master Plan for public comment and held five public hearings in Fall 2019, leading to extensive comments from stakeholders and the public. Input proposed more engagement with Environmental Justice communities, which are communities that have experienced environmental burdens. In addition, the impacts of COVID-19 on public health and the economy need to be considered before finalizing the plan.

MassDEP is reopening the public comment period for the Draft 2020-2030 SWMP. The comment period will focus specifically on the issues impacting Environmental Justice communities and COVID-19 impacts

pertaining to the management of solid waste and recycling in the Commonwealth. The public comment period is now open and will close on September 15, 2020.

In accordance with Massachusetts Department of Public Health guidelines for social distancing, the public hearings will be conducted online and via telephone. The dates for the public hearings are: • Wednesday, July 22, 6-8 p.m.

• Thursday, August 20, 6-8 p.m.

• Tuesday, September 1, 6-8 p.m.

• Thursday, September 10, 6-8 p.m.

Written comments can be submitted electronically to dep.swmp@mass.gov or by mail to: John Fischer, Massachusetts Department of Environmental Protection, 1 Winter Street, Boston, MA 02108.

For a link to participate in the virtual hearings, please visit: https://www.mass.gov/news/massdep-seeksadditional-public-input-on-draft-solid-waste-masterplan-schedules-virtual continued on page 15 continued on page 00

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Legislative Update continued from page 13

Baker-Polito Administration Expands Proposed Economic Development Legislation

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t a press conference at the end of June, the Baker-Polito Administration unveiled a COVID-19 economic recovery package to generate economic growth amidst the COVID-19 pandemic. The $275 million package, designed to promote equity across the Commonwealth, is an update to the Administration’s Act Enabling Partnerships for Growth, the economic development legislation originally filed on March 4, 2020.

According to a press release announcing the initiative as well, the original legislation was the product of a nearly year-long economic development planning process last year, and the now $275 million proposal represents a targeted package of investments across three core areas: housing, community development, and business competitiveness. In response to the dramatically different economic landscape due to the COVID-19 pandemic, the Administration has asked the Massachusetts legislature to consider an amended scope for several of the proposed programs, reallocate funding among proposed authorizations, and establish new tools to promote equity and drive economic growth.

To address the new realities brought on by COVID-19, while continuing to address the opportunities and challenges already identified in the Partnerships for Growth economic development plan, the proposed package: • Amends the scope of several proposed programs, to target funding towards specific communities including those hardest hit by COVID-19;

Reallocates funding among proposed authorizations, to better address the significant economic impacts of COVID-19 and to help provide a path for recovery, particularly for those most devastated by the pandemic; • Establishes new tools to promote equity and drive economic growth in communities and among businesses facing barriers to entry in areas like state contracting.

To accomplish these goals, the Administration is proposing allocating an additional $15 million for neighborhood stabilization (for a total of $40 million) to invest in blighted and distressed homes. This funding, paired with collaboration and engagement with community organizations and municipalities, will bring safe, affordable housing units back on the market. To allow the state to invest in more small businesses overall, especially those owned by underrepresented populations, and to leverage greater federal and private investment dollars, the Administration is recommending increasing funding for Community Development Financial Institutions (CDFIs) by $25 million (for a total of $35 million). Finally, to help address the disproportionate challenges to accessing early stage business financing, the Administration is asking the Legislature to triple funding for grants to support micro businesses from a total of $5 million to $15 million. Massachusetts Growth Capital Corporation (MGCC) recently launched a pilot program called Biz-M-Power, which offers 1:1 matching grants and technical assistance to microbusinesses (fewer than 20 employees) who have successfully crowdsourced up to $10,000 in seed capital.

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Legislative Update continued from page 15 •

•

•

News in Brief

Sales Tax Holiday: August 29-30. As required by a law passed last session, the Baker-Polito Administration recently announced that the annual sales tax-free weekend will take place the weekend of August 29-30. This is the second sales tax holiday held since the 2018 law was signed. The sales tax holiday applies to individuals purchasing retail items for personal use only. Purchases by corporations or other businesses—or purchases by individuals for business use—remain taxable. In addition to exempt items like alcohol, telecommunications services and marijuana, any single item costing more than $2,500 is not exempt from taxation. For more information about the sales tax holiday, please visit: https://www.mass.gov/info-details/salestax-holiday-frequently-asked-questions MassRMV to Allow Independent Insurance Agents to Renew and Reinstate Vehicle Registrations. The Massachusetts Registry of Motors Vehicles (RMV) recently announced that, in partnership with Boston Software Corporation, a new online service is now available, which enables independent insurance agents to renew and reinstate passenger and commercial vehicle registrations on behalf of their customers. This eliminates the need for eligible vehicle owners and drivers to visit an RMV customer service center to renew or reinstate their registration.

According to the RMV press release announcing the same, using the new feature in SinglePoint, insurance agents can seamlessly access the RMV’s ATLAS system to confirm that the reinstatement or renewal transaction is eligible to be completed online, and attest that a vehicle is properly insured. Owners or drivers will then get an email link instructing them to pay for the transaction and, when payment is provided, the registration will be reinstated or renewed immediately.

This process works for registration renewals and reinstatements that require proof of insurance.

Committee Hears Administration’s MBE/WBE Legislation. The Joint Committee on State Administration recently held a virtual hearing at the end of June for the Baker-Polito Administration bill, An Act to Expand Opportunities for Minority and Women Business Enterprises in Public Construction Projects, and announced a series of administrative changes to promote greater participation of minority- and women-owned businesses in public construction, including small businesses. According to the Administration’s press release on the same, these changes will

JULY, 2020

help optimize and improve the Affirmative Marketing Program (AMP), which sets goals for participation by minority-owned businesses (MBEs) and women-owned businesses (WBEs) in design and construction for the state and municipalities with vertical construction. In particular, the proposed legislation proposes an increase in the dollar thresholds over which public entities are required to subcontract and bid out specific components of a project. Currently, bids for most subcontracted work over $25,000 are subject to a filed sub-bid requirement, a process that requires interested subcontractors to comply with certification, bonding and other requirements, and to submit bids to the awarding authority. These requirements can discourage smaller MBEs and WBEs from participating in public building projects due to the administrative burden and cost.

This proposal would also increase the thresholds governing when filed sub-bids would be required, to instead only require them when the subcontracted work costs more than $50,000 and the overall project cost exceeds $1 million. To view the filed legislative matter, please visit: https:// malegislature.gov/Bills/191/H4511. n

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Representative Christina Minicucci (D- Haverhill)

Representative Minicucci grew up in a family that believes service to community is a way of life. She has always been civically involved, sitting on boards or commissions, volunteering her time to various organizations, and helping out on political campaigns. When this State Representative seat opened up in 2018, she did not intend to step up and fill it. However, when she took a step back and realized that joining the legislature is truly an extension of the work that she has always done for her community, it seemed like a logical next step, and a good fit for her.

Q:

With citizens being asked to stay at home more during the pandemic, access to clean drinking water and proper management of wastewater is critical. Please give us your thoughts relative to the importance of maintaining water, wastewater, and utility infrastructure.

A:

I first realized that clean drinking water was a privilege when I was in middle school. In the mid-80s North Andover’s drinking water was contaminated with giardia. For close to nine months, we had to boil our tap water before drinking it. In October of 1986 the town invested in two ozonation systems as an interim solution, but the long-term fix took close to four years to complete. Fast forward a decade, and I moved to Quito, Ecuador for a year. Even in the capital city, tap water was not safe to drink without boiling and purchasing bottled water was prohibitively expensive for most. I used my time there to learn about water and sewer infrastructure and the negative impacts lack of potable water and wastewater capacity had on public health and economic development.

These experiences informed my legislative commitment to ensuring our drinking water stays clean. Even before I was elected, I was concerned with the health of our town drinking supply, thankful that the scare of the 80s instilled a sense of stewardship amongst residents and town leadership.

Additionally, keeping the Merrimack River clean has been a priority of mine, focusing on the importance of separating combined systems and increasing holding capacity of wastewater treatment plants with CSOs that discharge into the River in storm events.

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Q: A:

What do you believe will be the biggest challenges for your district and region with regard to economic recovery?

This question is a tough one. Covid-19 has hit Essex County hard, Lawrence being one of the hardest hit communities in the Commonwealth. There are going to be many layers to this recovery and the speed with which we are able to move forward is going to be entirely dependent in the short-term, on our commitment to wearing masks, following good hygiene and social distancing protocols to contain the virus. Long-term recovery is going to depend on finding an effective treatment and possibly a vaccine. Small business is the economic engine of my district, business partnerships, and Federal and State programs designed to help these businesses weather the storm are going to be the key to keeping our economy alive. Personally, I am a Shop Local Everything kind of gal, and I am hopeful that others will join me in keeping our dollars here in the Merrimack Valley to help our small businesses make it to the other side of this crisis.

Q:

As we recover from this crisis, please give us your thoughts on how the state will continue to support local aid to cities and towns to help support basic municipal services, specifically water infrastructure.

A:

Right now, public health is center stage in the fight against this pandemic. Maintaining continued on page 21

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Interview continued from page 19 and increasing access to clean water and sanitary sewer is critical to this fight. One of the best ways to hold back the spread and contain the virus is through good personal hygiene. This requires clean water for hand-washing and laundering. Additionally, it is still unclear how the proliferation of this virus will affect the cleanliness of our water supply. We have to be prepared to innovate and invest in infrastructure supports as needed. With a heightened need for water use and more folks working from home, this is not the time for us to shy away from infrastructure investments, specifically as it relates to keeping our water clean and protected.

Q: A:

How has your job changed with the requirements of social distancing and working remotely?

With social distancing requirements and remote work, my job has shifted dramatically.

Before Covid-19 I spent approximately 1/3 of my time at community events, in formal session, or committee hearings, 1/3 of my time in face-to-face meetings with constituents and advocacy groups, with the remainder of my time behind the computer or on the phone. Through March, April, and most of May, 100% of my time was spent on the phone or behind a computer screen. Each day is filled

With a heightened need for water use and more folks working from home, this is not the time for us to shy away from infrastructure investments, specifically as it relates to keeping our water clean and protected. with virtual “Zoom” meetings with colleagues, local nonprofits, and community leaders, talking on the phone with constituents helping them with unemployment claims, rental assistance, or accessing food, or responding to hundreds of emails. Never much of a social media person, I built up my Facebook following and at the height of the crisis was posting more than 10 updates per day, doing my best to get the word out about the constantly changing guidance to my constituents. After more than two full months at home, I have had one to two in-person events or meetings per week – outdoors, masked, and properly distanced – starting at the beginning of June. It’s an unusual shift, but feels good to get back to some sense of normalcy. The good news is that my side gig of helping my three children with school has come to a close. It wasn’t easy juggling both, but it provided me with important perspective throughout this time. A constant reminder that there is a “post-Covid” future and we have to keep our eye on the prize and keep moving forward. n

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JULY, 2020

UCANE Contractors Participate in National Trench Safety Stand Down Week

T

he week of June 15-19, 2020 was designated as Trench Safety Stand Down Week at construction sites across the country. First championed in 2017 by the National Utility Contractor’s Association (NUCA) in a partnership with OSHA, the annual event has seen participation growth each year.

Utility, Heavy Highway, and Excavation Contractors from every state devoted a portion of their day towards training their employees on working safely around trench excavations. Company Safety Officers and Foremen gathered their crews together for Tool Box Talks, power-point presentations, or hands-on demonstrations on how to stay alert and be safe when it comes to trenching operations.

OSHA area offices across the country offered their assistance to local contractors during the week and in the Boston area OSHA Compliance Specialist Peter Barletta offered his valuable services to the industry.

In June 2020 many UCANE contractors were still just reopening from government shutdowns imposed due to the COVID-19 pandemic. Despite not yet being at full cacontinued on page 25

Albanese Brothers, Inc.

JULY, 2020

Thanks to the following companies that participated in the UCANE sponsored effort: Albanese Brothers, Inc. Albanese D&S, Inc. Badger Daylighting Baltazar Contractors, Inc. C. C. Construction, Inc. Concord Water & Sewer Department D’Allessandro Corp.

J. D’Amico, Inc. J. Derenzo Companies FED. CORP. Feeney Brothers Utility Services W. L. French Excavating Corporation P. Gioioso and Sons, Inc. Metro Equipment Corporation Robert B. Our Co., Inc. RJV Construction Corp.

Starkweather & Shepley Ins. Brokerage, Inc. Sunbelt Rentals Tascon Corporation Umbro and Sons Construction Corp.

Walsh Contracting Corp.

R. H. White Construction Co., Inc. R. Zoppo Corp.

J. D’Amico, Inc.

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Trench Safety Week continued from page 23 pacity and despite having to deal with new COVID-19 protocols such as social distancing, masks, and restrictions on gatherings, 23 UCANE contractors made the extra effort to train over 1962 of their employees and retain UCANE’s standing as the top Contactors’ Association in the country for total number of attendees during this year’s TSSD. Also retaining their number one position as UCANE’s top trainer was Feeney Brothers Utility Services, with W .L French Excavating Corporation, and J. Derenzo Companies rounding out the Top 3.

UCANE companies that participated in this safety program will receive a formal Certificate from OSHA, suitable for framing, commending their efforts and dedication to Trench Safety. In addition employees will receive 2020 TSSD hardhat stickers. n

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JULY, 2020

What Makes a Strong Project Manager Defining the core competencies necessary to ensuring professional success & longevity

T

wo construction business owners were sitting in a conference room. They were both asked a simple question: “What makes a great project manager?” The first leader responded with, “A great project manager is responsible for $10 million to $15 million in volume and a margin contribution that is commensurate with our companywide standard.”

With a look of confusion, the second leader responds by saying, “Those are results, not the true measure of the manager. A great manager is one who can deal with ambiguity, communicate effectively with crews and customers, and plan around the many challenges a team may encounter on a project.”

Both answers are correct—to a certain degree.

One business owner chose to look at the output, while the other chose to look at the core competencies that drive success and, hopefully, superior output. But there’s a better way to go about answering the question.

When hiring a project manager or any other leader, do you become enamored with the wrong things on a résumé or in an interview, rather than screening for the right composition?

seek in a manager. In an interview, you might ask them to describe their projects and talk about their weaknesses.

One might even assume that in order to reach the desired volume of work and hit a company’s margin goals at a previous company, the individual must have the skills necessary. However, there is a distinction that great firms have tapped into—correlation and causation are two entirely different things.

First, it is safe to say that all résumés should paint the candidate in a positive light. If they didn’t, you wouldn’t give them a second glance. The problem is that in a results-driven industry like construction, it is easy to zone in on the facts and figures. Interviews barely clip the “white caps,” providing just a glancing glimpse into the candidate’s DNA. The first question a firm must ask before ever probing a candidate at the cellular level is what makes a great manager, superintendent or estimator for their particular company culture? What are the core competencies they view as mission critical?

The Pitch

Core competencies are hardly revolutionary. In fact, leaders have historically used them as a benchmark. “We want a great communicator, a great planner, and someone who has a knack for business …” The continued on page 29

Résumés do a superb job of highlighting project successes and workload capabilities. A strong résumé should indicate the candidate has the traits we

JULY, 2020

The Core Competencies

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JULY, 2020

Project Manager continued from page 27 issue? The assumption is that if a manager can “run a $15 million project and make money,” they must be doing those things correctly. First, a firm must clearly define the traits they seek in a project manager, such as:

• Superior communication skills—The

candidate possesses the ability to proactively engage with clients, trade partners and the design team effectively and work towards win-win solutions. They have strong listening skills and an affinity to actively engage in communications even in difficult situations.

• Ability to deal with ambiguity—As a

design-builder, there is normally not a script. The best manager has the ability to take the ambiguous and create something concrete and communicate that across the entire project team.

• Proactive planning skills—The best man-

ager plans weeks and months in advance with the skill of a grandmaster of chess. In addition to having a plan, the individual has examined all of the areas of potential failure and created contingency plans.

trollable reasons. While the best manager has a well-defined plan for success, the individual can also adapt to adversity and channel that energy into positive reactions.

The endgame is not to create a wish list of impossibility, but to articulate to the team what success looks like for the firm. With the menu of options, a search team can now provide a deeper screening of candidates.

The Vetting An individual’s résumé is their sales brochure.

Similar to reading an advertisement of how a car gets 30 miles per gallon or goes from zero to 60 miles per hour in 4.2 seconds, a screener only has a glimpse of a candidate’s capabilities.

It is incumbent on the firm to determine if the results the individual has sold are a good fit with the competencies required by the firm. For instance, consider posing the following questions to the candidate: •

When determining communication skills, ask the candidate, “Walk me through a real example of when you had to give bad news to a client.”

•

When trying to determine the candidate’s ability to deal with ambiguity, ask them, “We just landed a project in (insert a foreign market here), and continued on page 31

• Adaptability—Things do not always go well

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Project Manager continued from page 29 you’ve never worked there before. How would you begin that project?”

Role playing is not new to the hiring process, but the aim of this step is to evaluate the candidate’s answers based on that of a successful manager’s profile.

There may not appear to be a right or wrong answer in the conventional sense as it relates to communication skills, but there is a correct answer in terms of what the firm is hiring for and specifically needs in a project manager. Depending on whether this firm was a hardbid or design-build contractor, the right answers to the question might look starkly different.

Lastly, by having defined core competencies at all levels in the firm, individuals can see what is required, not only of the position they have, but of the positions they may want to aspire to achieve in the future. A project engineer may see the requirements of a project manager as undesirable and opt to work toward a role in the field or estimating simply because their competencies align better. In the end, the firm creates an ecosystem that allows all individuals to thrive and reach the right end results.

Written by Gregg M. Schoppman. Reprinted with permission. n

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Get to Know Your UCANE Associate Members A WBE Certified Company

Providing high quality civil engineering and surveying services in New England since 1961 Founded as a business committed to technical excellence and unparalleled attentiveness to clients’ needs, Brennan Consulting has retained that commitment as the foundation of our practice. Our staff of highly skilled professionals utilizes state-of-the-art equipment to provide the highest quality studies, designs, and construction controls. Our licensed professional engineers, land surveyors, and photogrammetrists have the ability to take your project from concept through construction.

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Throughout the month of June, the water system have been hard at work Massachusetts Water Resources Au- throughout the pandemic - protecting

thority mailed its Annual Water Qual- the watersheds, running the treatment ity Report to every household in its plants, taking samples every day and performing maintenance.� service area.

The report was distributed to over The report also ensures that the water system meets every federal and 850,000 homes in the MWRA service area as required under the federal state drinking water standard. “Of course coronavirus is first and Safe Drinking Water Act. Communityforemost on everyone’s mind this specific inserts also provide informa

year. While this report looks back on tion about municipal water systems. … �� † ‡ � � � � ˆ…†‡ ‰

The report is also available on-line  �

­ €€ water quality results… �� Š � ‹ „ from 2019, I want  �� … �� Š � ‹ � Œ � ˆŠ Œ‰

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ter does not contain Žƒ ‹ Š ‘ ˆ Š ‰ or carry the virus be available  Â? ‹ ƒ ‹  † Â’Â? Â? “ Â

upon request.

and that your waterƒ � †  ‡ � quality remains sion is available � � � ” ‹ †

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MWRA continued from page 37

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JULY, 2020

Kristin Erickson

Tonry Insurance Group, Inc.

The COVID-19 Questions: Underwriters’ Reactions to COVID-19 and What to Expect As I write this article, Massachusetts is in Phase 2 of its re-opening, which can be scary and involve many changes. These changes will have an effect (one way or the other) on productivity, people, expectations, cost, safety, and the list goes on. With all of these changes comes, guess what, an increase in risk. While most insurance companies have appeared to be quietly assessing the climate and showing support for their clients, don’t get too comfortable – the underwriters are scared too and more underwriting information will be requested. This applies to both insurance and bonds.

Underwriters are beginning to ask what I’ve come to term, “The COVID-19 Questions.”

They are great questions. The problem is that most of us do not have the answers.

Some are easy: Did you receive a PPP loan and, if not, have you or do you plan to apply for one? That’s pretty easy. If yes, how much did you receive? OK, also easy.

But then it gets a little harder…

Are you meeting the terms of forgiveness or will a portion of it become a loan? (Well, we think so, but the rules keep changing.)

How about this one: Did you or do you plan to lay-off or furlough any employees as a result of COVID-19? (Well yes, but no, but then yes and well, it depends.) Attractive unemployment benefits, availability of childcare and insecurity returning to work are all working against us.

And another: Is your business currently operating at less than full capacity? At what percentage is the business operating? How long can the business remain at this capacity level? (What is full capacity now? Expectations are changing. Adequate PPE is tough to find. Social distancing impacts productivity. Implementing safety measures is costly. Again, what is full capacity?)

And harder…

JULY, 2020

As of the current date, what is the anticipated cash inflow or outflow from operations from the next three months? Does the business have access to additional liquidity through credit facilities or other sources? Is the company in compliance with debt covenants? If not, have waivers been obtained?

Please provide a current work-in-progress schedule with adjusted estimated costs and completion time as a result of COVID-19 restrictions.

And, when can we expect to receive the fiscal year end statement followed closely by a current interim? continued on page 49

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JULY, 2020

Insurance Perspective continued from page 47 Bond underwriters are not the only underwriters asking these questions. We recently received these from a major insurance company to bind coverage on a management liability policy: Over the next six months, do you anticipate a material change in the demand for your products/services? If so, how are you addressing the impact of these changes? How do you project that your profitability will be impacted?

Do you anticipate any significant supply chain disruptions, order cancellations or near-term financial obligations that you may need to renegotiate, defer, or for which you will need to find alternate suppliers?

Are there contracts that you will need to terminate or renegotiate? If so, provide details.

Do you have a succession plan in place to maintain continuity among key managers and directors/officers? Also, do you have contingency plans such that employees can work remotely if necessary?

If changes in workforce have occurred or will occur, what loss mitigation steps are in place? Did the company engage outside counsel to assist with any reductions in workforce?

Have there been any changes to your communication strategies with interested parties (clients, donors, employees, the public, vendors/suppliers) or other public statements as a result of COVID-19? If so, please explain or provide sample.

What guidance is being offered to employees regarding COVID-19? Is the Company offering paid sick leave to its employees?

Are employees not being paid?

How has or how will the Company respond to an employee who has tested positive with COVID-19?

The flexibility and understanding we saw during the first few months of battling COVID-19 is starting to wear off. And, rightfully

so. Like you, the underwriters need to set expectations and consider worst-case scenarios. Please be prepared to answer the questions

with simple and factual answers:

•

This is what we’ve done so far.

•

We are working on this.

•

We are prepared to do this, if necessary.

•

We meet (insert how often) to review and reevaluate.

•

We will let you know of any major changes.

Please place value and trust in your relationship with your insurance agent and the companies they represent. Do your best to answer the questions and understand the reasons they are being asked. An open and collaborative partnership with your agent and underwriters will serve you best in the long run. n

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JULY, 2020

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“BUY FROM THE ADVERTISERS IN CONSTRUCTION OUTLOOK”

JULY, 2020

Patrick W. Saltmarsh Corporate Safety Director J. Derenzo Companies

JHA or JSA?

I

“JHA vs. JSA, What Do They Mean?”

have noticed a trend over the past two years, where general contractor Safety Managers and jobsite Superintendents have increased their requests for Job Hazard Analysis (JHA) or in some cases Job Safety Analysis (JSA) for work being performed on the job. Now some of you may debate that these two are interchangeable, similar to “toe-may-toe” while others say “toe-mah-toe,” nonetheless it has become a common request for either one of these before jobsite tasks are to be performed.

Many people believe that a JHA and a JSA are two different names, which mean the exact same thing.

Regardless of which title you choose, the main benefit of a JHA/JSA is also its fundamental purpose: to prevent accidents in the workplace. While meeting the safety standards set out by OSHA is a good starting point, the standards do not necessarily address every potential hazard your company and its workers may encounter. And preventing accidents isn’t just good for your employees, it is also good for your business.

If you are up-to-date on safety trends, and plugged into your company’s safety programs, then you are aware that JHA’s and JSA’s both address the following: • Selecting the job (task) to be performed • Breaking the job down into a sequence of steps • Identifying potential hazards • Determining preventive measures/controls to overcome these hazards Training your employees on the standard operating procedures of your company and how to identify the hazards associated with their work, is a necessary requirement for any organization. It provides employees with the knowledge they need to perform their work safely and to complete particular tasks in a safe JULY, 2020

Taking a few minutes to deliver a quick JSA

manner. JHA’s and JSA’s should be viewed as a vital component of working towards improved safe behavior and reinforcing your company’s safety programs and the commitment to performing work safely.

I am of the opinion however, that there is a difference between a JHA and a JSA. I believe a Job Hazard Analysis (JHA) should be performed early on, during the estimating stage, with your company’s estimators and project managers, prior to the starting of any work. Performing the JHA early will assist you and your company in identifying high hazard work and plans for the necessary controls needed while developing your site-specific safety plan. JHA’s should also be utilized for specialty high hazard, nontraditional work, when additional safety controls and awareness are required. A Job Safety Analysis (JSA) on the other hand, is a guideline tool, utilized to adcontinued on page 54

“BUY FROM THE ADVERTISERS IN CONSTRUCTION OUTLOOK”

53

Safety Corner continued from page 53 dress the smaller, more frequent task, in which you are looking to raise safety awareness and communication of risks between workers and supervisors.

Either way, JHA’s and JSA’s are a great way to deliver safety concerns that outline the “Do’s and Don’ts” when it comes to performing certain tasks. With that in mind, be sure that you do not oversaturate your staff with creating a JSA for each and every task they perform (i.e. removing their lunch box from the bed of the truck) otherwise you will lose their attention each time you ask them to gather around, and dilute the safety message you are trying to deliver. n

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JULY, 2020

Orleans Voters OK Additional $12M for Sewer Project ORLEANS — Under a blazing sun and with chairs paired and properly distanced, close to 400 voters conducted their business at the town’s first outdoor town meeting.

Couples sat together under umbrellas. Many wore hats and sunblock. White arrows indicated the direction to walk between aisles and around the track adjacent to the Nauset Middle School. The temperature was 83 degrees and climbing at the start of the 10 a.m. meeting. Fire rescue crews stood ready and passed out bottled water for those in need.

S

electman Kevin Galligan made a motion to move up for early consideration Article 42 — which sought an additional $12 million to fund the downtown sewer project — because of the amount requested and because four other articles were contingent on its passage.

The cost of the downtown sewer project, initially estimated at $47,276,200, was approved by voters at last year’s town meeting. The cost increased to $59,494,200.

Richard Hartmann, chairman of the Board of Water and Sewer Commissioners, said the increase was driven by bids that came in much higher than expected; the design at Stop & Shop that required more work than planned; increased costs for a storage facility; increased labor costs and supply chain disruptions because of COVID-19.

Finance Committee Chairwoman Lynne Bruneau said the original cost of $47.2 million was based on the 30% design that was required by the timeline set by the state. Orleans applied for a 0% loan from the State Revolving Fund to finance the project, which it received.

Under State Revolving Fund guidelines, towns that fall below the state’s average median income are eligible for up to 10% loan forgiveness. That 10% forgiveness had been assumed in the project’s financial plan.

JULY, 2020 2016 SEPTEMBER,

On June 18, the Finance Committee learned the town didn’t qualify for the forgiveness program. The 10%, or $6 million, will be added to the 30-year term at 0% interest.

The Finance Committee gave its unanimous support to the article, after which a brief discussion ensued. The article passed by the required two-thirds vote.

Voters approved four articles that included funding for a comprehensive water resource management plan, water quality projects at Brewster and Locust Roads, water services and water main replacements.

These were all contingent on the passage of additional funding for the downtown sewer project. continued on page 57

“BUY FROM THE ADVERTISERS IN CONSTRUCTION OUTLOOK”

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JULY, 2020

Spotlight on Cape Cod continued from page 55

men to Select Board, were postponed to the fall town meeting.

Written by Denise Coffey. Reprinted from the Cape Cod Times. continued on page 59

Discussion regarding the $775,000 purchase of the Peck Property on Arey’s Pond was much longer.

The Finance Committee voted against the purchase, 5-4.

Bruneau cited the uncertain economic climate, the property’s assessed value of $230,000, and the fact that there are conservation restrictions already in place on the property.

Community Preservation Act funds, which would pay for the property, should be saved for other purposes, she said.

Finance Committee member Bob Renn disagreed.

Boston Area Locations Because Community Preservation Act funds would pay for the purchase, there 2 Dexter Street would be no increase in the tax Everett, MA 02149 rate, he said. There is also a high Boston Area Boston Area probability that the town will be Locations Locations 431 Second Street able to access a Local AcquisiEverett, MA 02149 tions for Natural Diversity grant to 2 Dexter Street 2 Dexter Street

pay $400,000 of the cost.

Everett, MA 02149 Everett, MA 02149 “Water quality will be main431 Second Street 431 Second Street tained and the land will be enjoyed Everett, MA 02149 Everett, MA 02149 in perpetuity,” Renn said.

BOSTON AREA LOCATIONS

Town Moderator David Lyttle

100 Fremont Street 2 Dexter Street 431 Second Street relied on counters for the final tally.

Worcester, 01603 Everett, MAMA 02149 Everett, MA 02149 The article passed 274-96.

Voters approved the final $39,542,344 fiscal 2021 operating budget. The tax rate is $7.69, a 1.7% increase.

Bruneau called the COVID-19 pandemic a financial nor’easter that had driven an anticipated 3% tax rate decrease to a 2% increase over the course of the last five Minichiello Bros./Scrap-It, Inc., Minichiello Bros./Scrap-It, Inc. months. She asked for voter support, and promised that town ofServes over 2500 customers a week and is one of New England’s largest Serves over 2500 customers a week and is one New England's largest buyers, buyers, sellers, and processors of scrap metal.

Forour overgoal 60 years goal of scrap metal. For over 60 years has our remained ficials and board members sellers would and processors remained the same - to in provide the best along prices in thetop industry along with the same - tohas provide the best prices the industry with notch work over the summer to present top notch customer service! Call Fred Rogers at 617-595-5505 a revised budget at the fallcustomer town service! Call Fred Rogers at 617-595-5505 Minichiello Bros./Scrap-It, Inc.,

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Minichiello Bros./Scrap-It, Inc., Serves over 2500 customers a week and is one New England's largest buyers, Voters approved fire station and processors of scrap metal.

For overa60week years ourisgoal Serves over 2500 customers and onehas Newremained England's largest buyers HVAC improvements, sellers contracts the same the best in theof industry along with notch sellers and prices processors scrap metal.

Fortop over 60 years our goal has remain with police and firefighters, the- to provide customer Callsame Fred -Rogers at 617-595-5505 to provide the best prices in the industry along with top notch Community Preservation Actservice! the

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“BUY FROM THE ADVERTISERS IN CONSTRUCTION OUTLOOK”

JULY, 2020

Spotlight on Cape Cod continued from page 57

Bourne's New Wastewater Plant on Target for January Completion Construction of the town’s new wastewater treatment facility near Queen Sewell Park in Buzzards Bay is expected to be completed within the next six months. Engineers working on the project have set a target completion date of late January for the new plant.

T

he $9.7 million facility is being built on a site near Queen Sewell Park and adjacent to the new Bourne Police Department station. The Robert B. Our Company of Harwich won the bid for the job. The new wastewater plant has been cited as key to the renaissance of the downtown business district.

Under a current intermunicipal agreement, Bourne is permitted to send 200,000 gallons of wastewater a day to the treatment facility in Wareham. Much of that amount has been allocated, which has prevented new businesses from opening in Buzzards Bay. The new treatment facility will increase wastewater capacity in Buzzards Bay by 100,000 gallons a day.

That increased flow is expected to open up business opportunities in the town’s Growth Incentive Zone.

During a remote Zoom meeting of the Wastewater Facility Design and Building Committee on Monday, June 15, Corey Repucci of Weston & Sampson said there did not appear to be “any earth-shattering delays to the projects.” Mr. Repucci told the committee that the facility is on target to be completed by January 21, 2021.

“That fits within the contractual timetable for the project,” he said.

During Monday’s remote meeting, committee members approved the costs for several recommended change orders. The first request was for $38,422, to cover a series of changes that were not in the original as-bid document, Mr. Repucci said.

Committee member Stanley D. Andrews explained that the modifications associated with the change order were necessary for the type of building under construction. Mr. Andrews said that accepting the change order was in the best interest of the town and recommended approval.

The second change order was to add some plumbing venting to the building at a cost of $8,164.

Mr. Andrews noted that a building code change enacted in 2019 mandated the change order, and recommended the committee’s approval.

The third change order was for $12,752.08 to add necessary gas piping that was not included in the original bid documents. Mr. Andrews said it was unfortunate that the additional equipment and cost were JULY, 2020

Work continues on the new wastewater treatment plant next to the new police station on the access road in Buzzards Bay. Photo Credit: Gene M. Marchand/ENTERPRISE

missed in the original documents.

“It happens sometimes, but I still recommend the change order,” Mr. Andrews said. “It’s essential to the project.”

All three change orders were unanimously approved by the committee.

Mr. Repucci told the committee that all of the building’s exterior walls are now in place. Also in place, he said, are the building’s interior columns, as well as the facility’s pump station. The treatment plant will pump wastewater from its location off the bypass road directly into the Cape Cod Canal. From there, the discharge is expected to go out into the ocean with the canal’s tide.

Henniker Directional Drilling of New Hampshire, Mr. Repucci said, was expected to begin drilling under the Route 6 & 28 Bypass Road this week. He said the drilling equipment is already on site, and the work was not expected to take more than two days.

Two large boulders unearthed at the site have been broken up and removed, and a base coat of paving for the facility has been laid down, Mr. Repucci said. Work crews are awaiting completion of paving with the top coat being put down, he said.

Committee chairwoman Mary Jane Mastrangelo asked if the current COVID-19 pandemic might delay continued on page 60

“BUY FROM THE ADVERTISERS IN CONSTRUCTION OUTLOOK”

59

Spotlight on Cape Cod continued from page 59 the project, and Mr. Repucci said it will not. He said he had received notice from Robert B. Our of the potential for delays due to the coronavirus, but so far the project is moving forward on schedule.

“Various items have altered completion times between a week or two, up to a month of time, but everything right now is being shown as being completed within the timeframe for the job,” he said.

A notice of project delays due to the pandemic was issued back in April. In a letter dated April 8, Damon A. Burchill of Robert B. Our noted that the “current health crisis is creating numerous challenges for all of us.”

“We will continue to work on what we can on the project as long as we are able to comply with all federal and state issued guidelines for the COVID-19 pandemic,” Mr. Burchill wrote.

Mr. Burchill pointed out that collective bargaining agreements with subcontractors were part of the cause for work stoppages because of the pandemic.

The United Brotherhood of Carpenters and the International Union of Painters and Allied Trades both issued stay-at-home orders, he said.

Companies providing supplies for the project also gave notice of expected delivery delays. Despite the delays, Mr. Burchill said, his company understands

the importance of the project, and the company is “determined to prosecute the work in the most-expeditious manner possible.”

At Special Town Meeting in May 2019, residents voted overwhelmingly in favor of the town appropriating $2.8 million in additional funding for the treatment plant. At Special Town Meeting in October 2017, residents approved $335,000 in capital outlay funds and $2.4 million in borrowing to help fund the plant.

Also in October 2017, the town received a $1.5 million MassWorks grant from the commonwealth.

A subsequent MassWorks grant for $300,000 has since pushed that amount to $1.8 million. The project has also been awarded a $2.335 million federal Economic Development Administration grant.

A condition of the original MassWorks grant was that the project be completed by June 2020. Given the COVID-19 delays, the town requested, and was approved for, an extension to June 2021.

The project is also eligible for up to $4,603,410, including $327,965 of contingency, from the Massachusetts State Revolving Fund. The SRF is a loan fund that provides zero interest funding during construction and low interest long term financing.

Written by Michael Rausch. Reprinted from capenews.net. n

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“BUY FROM THE ADVERTISERS IN CONSTRUCTION OUTLOOK”

JULY, 2020

Doug Seyler, B2W Software, Inc.

Production Targets: A More Precise Way to Set Daily Performance Expectations Measuring actual performance of an active job against a plan or estimate is essential to staying on schedule and on budget. Production Targets allow contractors to make this comparison more immediately, accurately and effectively over the life of a project.

P

roduction Targets can provide teams in the field with expectations for productivity as well as labor, material, and equipment utilization for each specific day rather than simply a daily average for those variables over the duration of the job.

The targets are based on the original plan and can be updated according to the latest field tracking and resource scheduling data.

Comparison on a daily basis motivates crews and gives supervisors a way to address job issues and make corrections days or even weeks before reports can be generated through their company’s accounting/job cost systems. Capturing accurate labor hours and production units daily is one part of the equation.

That data, however, is just data without a tool to easily compare it to the estimate. That’s where production targets come into play and can deliver a significant advantage over setting expectations based simply on daily averages.

Modern systems for field tracking and data capture and provide precise, immediate feedback on performance and productivity. This data should be generated in the field, at the source. With properly configured electronic field logs and mobile technology, there is no need to wait for it to be returned to the office, typed into another system, and converted into reports.

Add the ability to set daily performance targets and this analytical feedback on performance can be JULY, 2020

even more dialed in and valuable. Managers can set targets that provide meaningful feedback on a daily basis and they can pinpoint expectations based on the conditions for that day, as opposed to the average production rate provided in an estimate.

Let’s look at a simple example…

For a job that requires installation of 200 feet of pipe estimated to take 10 days, the simple thing to do is to set up field logs to indicate an expectation of 20 feet of pipe installation per day, with corresponding labor, materials, and equipment. In reality, the crew might not be expected to hit the same performance target every day due to digging conditions, traffic control, equipment availability, or any number of other variables. A more typical plan in the field may call for 30 feet per day for the first five days and only 10 feet per day over the remaining five days.

Using the estimated average production rate of 20 feet per day to gauge daily performance is a useful tool in summary, but it does not provide an accurate impression of job status on a specific day over the course of the project. After day four, if crews had completed 80 feet of installation, the management team would have the false impression that the job was on schedule. The plan, however, was to be at 120 feet after four days, and the job is actually behind schedule. continued on page 62

“BUY FROM THE ADVERTISERS IN CONSTRUCTION OUTLOOK”

61

Technology in Const. continued from page 61 By setting variable production targets that are relative to actual conditions and expectations for each day, a much clearer indication of job status can be obtained at any given time. These targets can be established directly in the field tracking application or they can be created and communicated to that application via a unified application for resource scheduling and dispatching.

There is another advantage to consider. Depending on culture and management, many companies do not want actual cost information shared among forepersons and field employees. Production targets provide a perfect opportunity to review productivity measures that ultimately indicate daily profitability without exposing estimate cost details.

Let’s face it, employees inherently want to know how they are performing compared to expectations. Managers also need that information in order to make the right decisions and adjustments. Daily production targets provide a more accurate and precise way to compare actual performance to estimated performance and to use that data to keep projects on schedule and on budget. n

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t’s no secret that in order to avoid or minimize estate tax, people contemplate giving away their assets before they die. When a person gives away a capital asset, such as real estate, the recipient has the mixed blessing of receiving property with carry over basis. Carry over basis means the recipient has the same cost basis as the person who gave them the property. If the property has been financed, then refinanced, and depreciated over the years, it can make it difficult to sell the property because of recapture. So, the owner of the real estate

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must make a decision; do I die with the property and receive a step up in basis and subject the property 07-1012 © 2020 The Northwestern Mutual Life Insurance Company, Milwaukee, WI (Northwestern Mutu to estate tax, or do I 07-1012 give the property away dur© 2020 The Northwestern Mutual Life Insurance Company, Milwaukee, WI (Northwestern Mutua ing my lifetime burdening my heirs with carry over basis?

Whether one holds on to property to receive the desirable step up in basis or gives the property away to the next generation, subject to carry over basis, life insurance can play a role in mitigating the consequences. Life insurance can supply liquidity which allows for the payment of taxes more easily. Likewise, life insurance can allow for the redistribution of the gifted (predeath) property. It can allow for the heirs involved in the business to carry on with the assets and supply unencumbered cash to the heirs who wish not to be involved with the business. Life insurance can be a convenient way to supply cash at death to mitigate a variety of problems.

Most real estate developers who have been successful are so good at creating wealth, that they sometimes ignore the estate, financial, and liquidity planning that goes along with it. As sophisticated planners know, life insurance plays a critical role in estates both large and small. With a creative and knowledgeable service provider, it can be the difference between a plan that works and one that doesn’t.

Northwestern Mutual is the marketing name for The Northwestern Mutual Life Insurance Company, Milwaukee, WI (NM) (life and disability insurance, annuities, and life insurance with long-term care benefits) and its subsidiaries. Patrick A Di Cerbo is an Insurance Agent of NM, Milwaukee, WI.

This publication is not intended as legal or tax advice. Financial Representatives do not give legal or tax advice. Taxpayers should seek advice based on their particular circumstances from an independent tax advisor. n

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New Helmets to Hardhats Director on How to Attract Veterans to Construction Jobs

Even as the COVID-19 pandemic has slowed construction across the country, firms continue to struggle to fill jobsites with skilled labor, and one of the largest pools of attractive candidates is former military staff.

D

avid Porter is the newly appointed executive director of the Helmets to Hardhats program for the North America’s Building Trades Unions (NABTU) and its signatory contractor associations that operate the Center for Military Recruitment, Assessment and Veterans Employment (CMRAVE).

Porter, a former pipefitter who headed pipefitting instruction at Marine Corps Base Camp Lejeune in North Carolina, talked with Construction Dive about how contractors can attract veterans to the construction industry.

DAVID PORTER: The biggest thing as far as an attraction is to let it be known in your recruiting efforts of the benefits. You can make a good income and that’s something I think needs to be pointed out. A lot of people … still view construction as something that you do in between, or you do because you couldn’t take another route, when that’s just not true. It’s not the mindset everywhere, but that is an impression that people have.

JULY, 2020

The people you’re working with are transitioning military because they [toured], but 70% only do one enlistment. And so most people are getting out quickly. They served their country, but when they’re looking back, they are used to having insurance and retirement [benefits] provided by the military. And I think that’s one of the biggest selling points, at least for the contractors I work with, because that isn’t something in the general civilian population that’s always out there. That’s a really excellent selling point.

Where are veterans landing, both geographically and in the industry?

PORTER: We are tied to 15 construction trade unions that cover the full gamut of construction — whether it’s the logistics of getting the [materials] to the work site, every aspect of building the building, the systems put into it, the finishing exterior and then the maintenance. So, any of the skilled construction trades is where they’re landing. continued on page 67

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Helmets to Hardhats continued from page 65 It was my experience, particularly in Colorado Springs, there were a lot of people transitioning out that wanted to stay there because it’s a great area.

But in general, more people want to go back home or close to it. So, it’s wherever they came from. It’s [also] at least kind of in the vicinity of major metropolitan areas primarily.

How do you go about finding those transitioning out of the military?

PORTER: We start with going to the major installations. Our regional managers go to them all around the country and do presentations at transition classes and do direct boots on the ground outreach to them.

The primary transitioning message is [from] colleges because they’re there to grab everyone up because of the GI bill. But we try to ... offer apprenticeships as a viable alternative to the traditional college route.

We also do advertisements, and try to direct people to our website in order to get any necessary information on how to get started.

What are the biggest advantages of hiring veterans?

PORTER: It’s the intangibles. No matter what their discipline level, when they signed up for the military it was ingrained into them over however many

years to do what you’re told, not just to blow tasks off, and to have that work ethic. That has primed them to be more trainable.

Another advantage is the fact that they have been working in environments that are uncomfortable and rigorous. They’re accustomed to getting sweaty and dirty. The physicality of construction is too much for a lot of people. It’s not meant for everyone, but people that could cut it in the military, obviously it can be a good option for them.

And a lot of people went into the military in the first place because the college route didn’t appeal to them. They’re more mechanically inclined or want to do hands-on work. So veterans already are kind of pre-vetted people .... [and] that’s why it’s even more attractive to our partners and our affiliates.

The biggest thing preventing them is when it’s time to transition out, the loudest message that they are hearing is to go to college. It drowns us out.

That’s been the message literally in high schools ... for the last 40 years. There are parts of the country where skilled trades are presented as a viable option, but not overall. And so that message has reverberated. I’m [hoping for] a paradigm shift away from that.

Written by Zachary Phillips. Reprinted with permission from Construction Dive. n

Dave Pateuk / Owner Email: dave@northeastshoring.com Website: www.northeastshoring.com

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Advertisers’ Index ATS Equipment, Inc. .............................................................24 American Shoring, Inc........................................ Ins. Back Cvr. Badger Daylighting................................................................26 BakerCorp..............................................................................46 Boro Sand & Stone Corp.......................................................58 Brennan Consulting...............................................................31 Dennis K. Burke, Inc..............................................................54 C&S Insurance Agency..........................................................12 Concrete Systems, Inc...........................................................42 Core & Main.............................................................................4 Cumberland Quarry Corp...................................................... 11 Dagle Electrical Construction Corp.........................................2 Darmody, Merlino & Co., LLP................................................66 Dedham Recycled Gravel......................................................50 DeSanctis Insurance Agency, Inc. .......................................52 Dig Safe System, Inc.............................................................52 The Driscoll Agency...............................................................48 Eastern States Insurance Agency, Inc..................................21 Eastpoint Lasers, LLC...........................................................46 T. L. Edwards, Inc..................................................................66 Ferguson Waterworks............................................................13 Genalco, Inc...........................................................................15 Gorilla Hydraulic Breakers.....................................................54 L. Guerini Group, Inc..............................................................56 Hinckley Allen LLP.................................................................16 Hydrograss Technologies Inc................................................31 Industrial Safety & Rescue....................................................62 JESCO...................................................................................50 P. J. Keating Company...........................................................14 Lawrence-Lynch Corp............................................................56 Lorusso Corp.........................................................................63 Lorusso Heavy Equipment, LLC............................................18 Mass Broken Stone Company...............................................54 Milton CAT...............................................................Back Cover NSI Contracting ....................................................................60 National Trench Safety............................................................6 Norfolk Power Equipment, Inc............................................... 17 North American Crane & Rigging LLC..................................20 North East Shoring Equipment, LLC.....................................67 Northwestern Mutual................................................................9 Ocean State Oil......................................................................64 Palmer Paving Corp...............................................................64 Pawtucket Hot Mix Asphalt....................................................25 E. H. Perkins Construction Co., Inc.......................................68 Podgurski Corp......................................................................58 E. J. Prescott, Inc................................................Ins. Front Cvr. Putnam Pipe Corporation......................................................29 Rain For Rent-New England..................................................32 Read Custom Soils................................................................62 Ritchie Bros. Auctioneers......................................................66 Rodman Ford Sales, Inc........................................................10 Schmidt Equipment, Inc...........................................................1 Scituate Concrete Products Corp..........................................30 Scrap-It, Inc............................................................................57 Shea Concrete Products, Inc. . .............................................22 SITECH New England............................................................36 Starkweather & Shepley Ins. Brokerage, Inc........................28 Taylor Oil Company...............................................................58 Tonry Insurance Group, Inc...................................................56 United Concrete Products.....................................................48 United Rentals Trench Safety................................................38 Veterans Business Supply, Inc..............................................40 Watertown Ford Commercial.................................................49 Webster One Source.............................................................46 C. N. Wood Co., Inc. ...............................................................8 Woodco Machinery, Inc.........................................................44

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