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PUBLISHER: James Martinez
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CONTRIBUTING WRITERS:
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Rodney “RJ” Ricarte
R.D. Gibson
GCA STAFF:
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Elaine Gogue
Francine Taitague
Trevor Cruz
COVER:
We want the newest technology because it is usually more efficient and time saving. But balancing the latest tech with being sustainable isn’t always an easy accomplishment.
GCA Building Skills For A Lifetime
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What is the “No Surprises Act”?
By Rodney “RJ” Ricarte
The No Surprises Act is a federal law that provides protections against surprise medical billing and limits out-of-network cost sharing under many of the circumstances in which surprise medical bills arise most frequently. This Act was signed into law in December 2020 and took effect on January 1, 2022. I’m going to outline some of the items you should know about.
What is surprise billing? Surprise billing occurs when an individual receives an unexpected medical bill from a health care provider or facility after receiving medical services from a provider or facility that is unknown to the participant, beneficiary, or enrollee. The Act applies to the following: 1.) Unanticipated out-of-network care in emergency settings; 2.) Out-of-network providers and facilities delivering emergency care and out-of-network providers delivering emergency and non-emergency care at in-network facilities; and 3.) Out-of-network air ambulance services when medically necessary.
To whom does the regulation apply? The Act is meant to protect the uninsured, self-pay patients and those covered by commercial health insurance, such as the TakeCare GCA Employee Health Benefit Plan. It does not apply to government-reimbursed care, i.e., Medicare and Medicaid – essentially because balance billing is already prohibited by these payers. The Act generally applies to all providers of healthcare.
Are there any other “No Surprises Act” provisions that health plans must comply? Yes. The Act is designed to help consumers get upfront information about how their health plan will work and to promote understanding and transparency of healthcare prices in general, including:
#1.) Health plans must provide an advanced explanation of benefits (“AEOB”). Members can ask for information about their coverage before services are provided. Prior to a scheduled service, members can request information on whether a provider/facility participates in-network/contracted with their health insurance plan and for an estimate of what the plan will pay and what the patient’s obligation will be. The plan must respond in writing within three business days.
#2.) Health plans must provide continuity of coverage when a provider leaves the network. Members must be notified when a provider/facility that is providing ongoing care leaves the plan network. Plans may also need to provide transitional coverage at in-network rates for up to 90 days or until treatment ends, whichever is earlier.
#3.) Health plans must maintain accurate provider network directories. Provider directories must be verified and updated at least every 90 days and plans must respond within one business day to member queries about whether a provider or facility is in-network. If a member relies on incorrect information in a directory, the services must be covered with in-network cost sharing applied. Providers and facilities are also required to provide timely updates to health plans about changes to their directory information.
Questions? Please call me
The above explains just a small portion of the No Surprises Act. If you have more questions, please contact me. I’m available to answer your questions.
Rodney “RJ” Ricarte is the TakeCare account executive for GCA. He can be contacted at (671) 487-7121 or rodney.ricarte@takecareasia.com.
10 MEMBER BENEFITS www.guamcontractors.org JULY 2023 CONSTRUCTION NEWS BULLETIN
Tech & Sustainability
By: RD Gibson
Trends come and go. There is always some hoopla about what is ‘in season’ on the Internet and social media, and now it is usually introduced and served by social media influencers and celebrities. These trends range from the latest fashions, travel destinations, products, and media.
Think about trends that were popular in a certain time, yet are still stitched into the fabric of cultures: Disco music, neon print, aerobics, Members Only jackets, grunge. In the early 2000s, it was nearly impossible to open a magazine or turn on a television without seeing trucker hats, velour jumpsuits, or anything associated with MTV.
Over time though we see trends make an unannounced exit from the party, lost forever in the subconscious of generations past - even vernacular trends change. Gone are the days when we heard, “talk to the hand”, “booyah”, or saying someone is “all that and a bag of chips”. Currently we hear words and phrases, like “boujee” and “vibes”, which we only understand with context clues.
Trends allow for nostalgia, but they also allow for reflection on what is working, as well as what may, and what may not have worked. This is important especially as cultures and industries grow to stay current and on top of their game as ideas, markets, and technology change. I mean, it is difficult to think that the first iPhone was released only 16 years ago 1 , and look how it has evolved over the years.
OBSTACLES
Trends, however, are not immune to obstacles that seem to exacerbate circumstances. Sometimes it takes examining issues that already exist, and if these issues have any relevance to the trends.
According to at least three Guam Contractors Association members, some of the biggest challenges they face are shortages in skilled and qualified workforce, supply chain logistics, and heavy equipment availability. Matthew S. Hunter, Vice President, COO, CFO Dylan Mechanical Construction Services, Inc. shared, “The construction industry requires a workforce with specialized skills and expertise, and attracting and retaining such talent can be challenging in a geographically limited and competitive market like Guam.” Hunter stated how every obstacle is an opportunity for improvement. Dylan Mechanical Construction Services, Inc. provides several services, including design, commissioning, construction services, plumbing, fire protection, welding and fabrication, forensic engineering services, building energy audits, and BIM modeling.
Currently, of their 16 local employees, seven of them are enrolled at the GCA Trades Academy. He adds, “We are very big on training and invest a lot in it,” pointing to 20 highly-skilled H2B employees who supplement and train Dylan Mechanical’s local hires. Training is such a big part of their company culture. Their employees get training at the GCA Trades Academy, in-house from other masters or journeymen, online, and manufacturer representatives and off-island training in the mainland. “Once a month we host an inhouse training at our office on various topics,” he started. He continued, “Invest in your employees, take care of your employees and your employees will take care of you and your company,” Hunter stated.
For their supply chain issues, it comes down to having good working relationships; these strong partnerships allow the company to tackle their challenges creating “reliable channels for sourcing construction materials and equipment, ensuring timely delivery and competitive pricing.” It also seems to help that they explore other sourcing options, as well as keep and maintain an inventory.
For Kathleen David, General Manager of Pacific Rim Group of Companies, strategy is the name of the game when it comes to avoiding obstacles. It requires identifying and reducing the chance of risks, creating clear goals, and designating roles and responsibilities of those involved. Communication is also key. “We establish daily, weekly, and monthly meetings with various stakeholders to conduct regular reviews and progress tracking to ensure the project stays on track and issues are identified early and addressed promptly,” she emphasized.
Pacific Rim has 175 employees, including 115 craftworkers in general construction, real estate development, and facility management specializing in new construction, renovation, and specialized building solutions. Their services range from demolition, concrete and reinforcing, and masonry to mechanical, pools, plumbing, and electrical work. “We leverage our skilled craft workforce’s depth of experience in fieldwork to self-perform much of the trades in projects we manage, ensuring exceptional work,” David shared.
David said that Pacific Rim puts a greater focus on the training and development of their current workers, “empowering our employees to pursue education and pieces of training that will propel them and Pacific Rim to a higher level.” This empowerment she further asserts leads to adaptability, engaged teamwork, stronger partnerships with owners, subcontractors, and suppliers and the potential for future leadership.
TRENDS Sustainability
In an article on Constructiondigital.com 2, Vikkie Davies lists and describes ten trends for the industry to keep tabs on for the year. At the top of that list was sustainability and green building focusing on energy efficiency and renewable energy. This year’s March and May features discussed at length renewable resources, energy efficiency, clean energy, zero-waste initiatives, and the impact these have on the island community and climate.
Interestingly enough, Joseph W. Duenas, Pacific Area Manager at SSFM International, points to how climate plays a big factor in sustainability, more pointedly the development of climate resilient infrastructure. “As a Pacific firm, we understand the serious implications that changing weather patterns, rising sea levels and other threats have on the future of island infrastructure,” Duenas stated. Moreover, he shared how SSFM adopted a Climate Resilient Strategy in 2020; a way of including climate resilience as part of their company culture. The SSFM’s Strategy acts as an internal roadmap to integrate resilience into the company’s work, this includes employees getting resilience specific training and certifications, planners, managers, and engineers learning about and keeping tabs on current policies and regulations, as well as best practices regarding resilience for clientele. “[The Climate
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Resilient Strategy] develops our people, plans, and solutions that contribute to the Pacific’s long-term ability to mitigate, prepare for, and adapt to climate change,” Duenas shared.
SSFM International boasts “we know the people, the places, the customs and the challenges of bringing projects to life throughout this region.” For six decades, they have grown from their base in Hawai’i to offices here in Guam, Okinawa, and Manila, Philippines, progressing and nurturing with their Pacific-centric knowledge.
Their website 3 also shares how the concepts of sustainability and resilience are concepts here to stay in the industry, becoming part of their professional ethics for their clients and projects in using innovation and best practices. Currently, SSFM International provides Project Management, Construction Management, Civil Engineering, Planning, and Real Estate Development services for Guam, among others.
SSFM’s website stated how sustainability and resilience are no longer buzzwords for communities to throw out.
“Sustainability plays a large role in our firm, as we design for the future,” Duenas shared. However, it goes beyond the work the company does, and how they invest in education, training, and awareness. SSFM is a sponsor for the annual UOG Conference on Island Sustainability, in addition to investing in employee training and certifications.
“As the construction industry is one of the largest contributors to greenhouse gas emissions and resource depletion, it is crucial for companies to prioritize sustainability in their practices,” shared Hunter. “By incorporating sustainable strategies, such as using energy-efficient materials, implementing renewable energy systems, and reducing waste and pollution, construction companies can significantly minimize their environmental impact,” he added. These strategies help reduce a company’s impact on the environment and lower operating costs, according to Hunter.
Hunter at Dylan Mechanical Construction Services, Inc. continued how they look at suppliers who practice sustainability and offer products deemed eco-friendly. “By selecting suppliers with a commitment to sustainability, we contribute to reducing the environmental impact of our construction projects.”
Hunter stated how companies can also make sustainability a central and integral part of a construction company’s mission by also prioritizing workers’ safety and well-being, ensuring fair wages, as well as access to training and development opportunities. “By embracing sustainability in its mission, a construction company can attract environmentally conscious clients, differentiate itself in a competitive market, and contribute to a more sustainable and equitable future,” he emphasized.
Sustainability is really about serving the community for the present and future. “Sustainability is a corporate responsibility,” stated David of Pacific Rim. The concept of corporate sustainability goes beyond just green offices and LEED accreditations, but a responsibility for environmental and social health, in addition to their service to their clients. Pacific Rim cited their push for the use of solar panels and solar water heaters in their recent housing developments Isa Villas Phase 1 and Phase 2, as well as the upgraded
equipment that is fuel efficient, but more so, promoting a social responsibility internally amongst their employees.
TRENDS Technology
Technology is ever-changing. Who would have guessed how the iPhone would evolve over the last 16 years? Or that virtual reality would be used outside of video games? Or that artificial intelligence is making its rounds in different industries? As technology evolves, we find that the construction industry also evolves to fit it somewhere somehow.
One of the trends listed in the Constructiondigital.com article was Building Information Modelling (BIM). Dylan Mechanical already incorporates BIM as it enhances their services. “BIM allows us to create detailed 3D models of a construction project, enabling us to visualize the end result and identify potential clashes or issues ahead of time,” Hunter shared. “This streamlines the design and construction process, minimizes costly rework, and ensures more accurate cost and time estimations for our clients.”
BIM doesn’t just make designing seemingly easier, but it allows for clients to do ‘virtual walk-throughs’, revisions can be made to designs, and it can also take financial factors into consideration, all without any concrete being laid, as listed in a Smart Energy International article 4 by Michael Kiy.
Hunter shared how the project management software they use allows for better transparency and efficiency for their clients. They are able to track progress of projects, manage schedules, and organize documentation. “We pride ourselves on being at the forefront of technology and leveraging all it has to offer,” Hunter stated. This goes hand-in-hand with state-of-the-art equipment and machinery Hunter credits with getting work done efficiently, productively, and in a streamlined fashion. “With technology at the core of our operations, we can ensure seamless communication and collaboration, keeping all stakeholders informed, engaged, and actively involved in the construction process,” Hunter added. This is important since Dylan Mechanical boasts project management experience here in Guam, the Philippines, Malaysia, the United States, Ireland, and Israel according to their website.
It is hard to imagine a conversation about technology these days, social, commercial, or otherwise without discussing artificial intelligence. Encyclopedia Britannica 5 defines AI “as the ability of a digital computer or computer-controlled robot to perform tasks commonly associated with intelligent beings.” AI has become a big part of numerous industry headspaces as of late, and the construction industry has also taken to monitoring it. Duenas of SSFM shared how they are monitoring how artificial intelligence evolves very closely. “We recognize the disruption that AI will have in the industry,” he said, adding how their Digital Practice Group researches and experiments with how to incorporate AI into their practices.
Duenas points to improved efficiency and reduced costs with AI, while also transforming and disrupting labor markets. In an article on Constructionconne ct.com 6, Doug Dockery writes how AI has already arrived in the construction industry. He describes how AI can be used through projects, like in pre-design, site safety, project management, and quality
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control.
As AI becomes a bigger part of the conversation across industries, it may be prudent for companies to keep tabs on and up-to-date on the latest AI trends in the coming years.
OTHER TRENDS
Again, it is important to know that trends aren’t just the latest fashions, but also hot topics of the time. Duenas pointed to geopolitical affairs, most especially that growth of China’s economic and military power, which Duenas said “has triggered Department of Defense spending in our region.” In a March 28 brief from the U.S. Department of Defense 7, it details the Department of Defense’s Fiscal Year 2024 Budget, citing a 40-percent increase for the Pacific Deterrence Initiative for better defenses in our region, among others.
David turned to technology with data security and cybersecurity risks. Pacific Rim remains dedicated toward protecting their client and partner data, which requires huge changes to how data is stored, processed, and transferred through the company and to their subcontractors, vendors, and clients. “Threats are evolving with technology, and technology is a fundamental tool we use in every aspect of the construction industry - from production and quality to safety,” David contended. These threats prompted Pacific Rim to work toward acquiring Cybersecurity Maturity Model Certification, with an intent to achieve a level 3 by 2025.
In addition to sustainable and green building and advanced technology use, Dylan Mechanical’s Hunter shared, “We are
exploring the potential of modular and off-site construction methods to expedite project timelines and mitigate on-site construction challenges.” He added that this process reduces on-site labor, minimizes waste, and improves the quality of work. “Embracing these trends not only ensures that we stay relevant in the ever-evolving construction industry but also allows us to deliver projects that are sustainable, efficient, and cost-effective, meeting the increasingly diverse demands and expectations of our clients,” he stated.
More than technology, sustainability, resilience, paying attention to current events, AI and cybersecurity, there are things that companies are already doing that are already trending in the conversation within the construction industry. However there are some things that never go out of stylegood work, dedication, and above else, trust.
Yes, times change, technologies and buzzwords evolve within their respective zeitgeists. But, the care and commitment to safety and getting the job done right in the construction industry does not. The companies interviewed are not the exception; they are exploring and navigating a new vogue; they are unafraid to learn and try new things to have the best possible outcome for their clients.
They invest in trends with their ears to the ground - or eyes on the screen - for what is coming next, or what will fit in their extensive toolboxes. The dedication of companies and their employees goes beyond construction, it is a trend of growth, honest, efficient work, and trust that gets built with every new technology, streamlined process, and transparent undertaking.
1. https://www.businessinsider.com/first-phone-anniversary-2016-12
2. https://constructiondigital.com/articles/top-10-construction-industry-trends-for-2023
3. https://www.ssfm.com/ssfm-rooted-in-resilience/
4. https://www.smart-energy.com/digitalisation/how-digitalisation-and-sustainability-will-shape-the-construction-industry-ofthe-future-7-trends/
5. https://www.britannica.com/technology/artificial-intelligence
6. https://www.constructconnect.com/blog/ai-in-construction-has-landed
7. https://www.defense.gov/News/News-Stories/Article/Article/3343663/competition-with-china-drives-fy-2024-budget-request/
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Black Construction Corporation is celebrating its 65th Anniversary of doing business in the islands of Micronesia, and beyond.
Black Construction has a history of working on prestigious projects in Guam, the Commonwealth of the Northern Mariana Islands, the Republic of Palau, the Federated States of Micronesia. These include military construction projects and notable work in the communities of the islands.
Among recent and special projects Black Construction has completed to the satisfaction of its clients the $130 million third-floor terminal building and structural upgrade at the A.B. Won Pat International Airport, Guam, which added a third-floor arrivals corridor. The ribbon cutting took place on Jan. 21, 2022.
Black Micro Corp. – the subsidiary of Black Construction Corporation in the Northern Mariana Islands, was awarded in April 2023 a $221.69 million contract for the second phase of the divert airfield at Tinian International Airport – the largest award to Black Construction to date. Black was also awarded the $161.82 million first phase of the divert airfield.
In May 2003, Black Micro Corporation completed construction of the $23.3 million Palau National Capital Relocation Project – Phase II, a unique project in
One of the group’s significant utility-related projects in 1998 was the Nanpil hydropower plant dam and headworks in Pohnpei.
Leonard K. Kaae Sr., executive vice president and general manager of Black Construction Corporation, said, “On behalf of the management team and Black Construction’s employee team of more than 1,000 skilled construction professionals, we have much to be
Meleokeok State on the island of Babeldaob, on behalf of the Republic of Palau.
A.B. Won Pat International Airport, Guam’s third floor arrival corridor and terminal project
www.guamcontractors.org JULY 2023 CONSTRUCTION NEWS BULLETIN FEATURE STORY 18
provided by Black Construction Corporation
proud of on the 65th Anniversary of Black Construction Corporation. We are the largest construction group in the region and this year secured the largest award in the company’s history to date – the Tinian International Divert Airfield project.
“We thank our parent company – Tutor Perini Corporation – for their leadership and support, and also want to recognize our numerous partners – to include the U.S. Department of Defense and sub-contractors in the islands – all of whom have contributed to our success. I would also like to thank the islands and their leaderships that have welcomed and allowed us to contribute to their communities in so many ways.
“Most of all, I would like to thank my colleagues – each and every one of the members of the Black Family – who work so tirelessly towards our success.”
About Black Construction Corporation:
Black Construction Corp. was founded by Everett Earl Black in 1926, with the intent of ultimately expanding to operate in the Trust Territories of Micronesia, Hawaii
Since then, Black Construction has been awarded prestigious projects throughout Micronesia and beyond. These vary from sophisticated work at U.S. military locations, to essential projects on utilities and unique private sector facilities.
Its affiliates are Black Micro Corporation, E.E. Black Limited and the Black Construction/Mace International Joint Venture in Diego Garcia in the Indian Ocean.
Black Construction Corp. has been awarded a record seven Eagle awards for Excellence in Construction by the Associated Builders and Contractors. The group has been recognized numerous times by the Guam Contractors Association for its construction, as well as safety in the workplace.
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Black Construction Corporation’s Senior Management Team leads a group of more than 1,000 employees. They are (from left) Donald J. McCann, vice president of operations; Mark J. Mamczarz, vice president of finance, secretary and treasurer; Leonard K. Kaae Sr., senior vice president and general manager; John M. McSweeney, vice president of estimating and business development; and Dean E. Bates, vice president of engineering.
Letitia Lujan Asst. General Manager
