April 2023 Construction Outlook

APRIL, 2023

5 President’s Message: Critical Infrastructure Needs Continue to Increase...Everyone Must Have Some “Skin in the Game”

7 Legislative Update:

• Governor Healey Signs First Major Legislation; $104 Million to Clean Water Trust

• Healey-Driscoll Administration Awards $1 Million to Small Public Water Suppliers for PFAS Remediation

• Massachusetts EEA Secretary Tepper Announces Leadership Team

• City of Gloucester to Upgrade Sewage Treatment Infrastructure Under Consent Decree

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Editor: Jeff Mahoney, Senior Editor: Anne Klayman, Associate Editor Suzanne Hatch, Magazine Designer/Assistant Editor: Sherri Klayman, Head Writer/Assistant Editor: Mike Lenihan Construction Outlook Chair: Ryan McCourt Editorial Board: Ryan McCourt, Brian Cooney, Chris Valenti, & Querino Pacella

POSTMASTER, please send form #3579 to Construction

Critical Infrastructure Needs Continue to Increase…Everyone Must Have Some “Skin in the Game”

Last month, I wrote about the anticipation of spring arriving. Well, now it is officially here and that means that UCANE contractors are back out on their jobsites. This time of year is not only the kickoff of the construction (and baseball) season, but it also serves as the beginning of budget season at all levels of government.

In Washington, Congress has begun their appropriations process, the Massachusetts Legislature’s budget process is in full swing, and municipalities across the state are scheduling town meetings and local elections. As you can imagine, UCANE is actively advocating for clean drinking water, wastewater, and underground utility infrastructure funding and encouraging other groups to do the same.

At the federal level, the EPA recently released its 7th Drinking Water Infrastructure Needs Survey and Assessment (DWINSA). The funding amount that each state receives from DWSRF allotments is based on the results from this most recent national “Needs Survey.” The survey, which is required by the 1996 Safe Drinking Water Act, assesses the nation’s public water systems’ infrastructure needs every four years and the findings are used to allocate DWSRF grants to states.

Based on the latest survey, our nation needs AT LEAST $625 billion to be invested in our infrastructure over the next 20 years to ensure the nation’s public health, security, and economic well-being. The last survey (6th DWINSA) pegged the 20-year number at $472 billion. With key challenges added to the assessment, including emerging contaminants like PFAS, lead pipes, climate change and cybersecurity, this amounts to a 32% INCREASE IN NEED. This number gets even larger when you incorporate recent inflationary increases. So, while we are grateful for the additional funding and opportunity provided by the federal infrastructure bill, we must continue to ensure that there is proper funding for the long-term.

On Beacon Hill, the Governor and Legislature

must continue their recent efforts to supplement federal funding with additional state funds. These additional funds allow for municipalities and awarding authorities to be flexible and creative to tackle any cost increase due to supply and inflation issues and allow these critical projects to be completed. This is also the time of year when municipalities approve their projects at Town meetings and City Council meetings. Local officials and residents cannot let their underground infrastructure be “out of sight and out of mind” any longer. Any delay of projects identified and designed will only increase the cost to residents over time and will continue to exacerbate the funding gap.

Whether you work at the White House or at a town hall, no one can deny the importance and need to improve or replace our outdated water, wastewater, and underground utility infrastructure. Closing the funding gap must be a cooperative effort and requires partnerships among federal, state, and local officials. No one entity should be responsible. The federal government needs to increase its investment that has been slowly diminishing over the years. The state needs to provide adequate funding and increase the incentives to cities and towns who are over burdened with capital needs. Municipalities also need to be an equal partner and make infrastructure a high priority, and ensure that they have done the capital planning necessary to take advantage of monies and programs available to address their water infrastructure needs. If everyone has some “skin in the game,” we will be able to properly take care of our drinking and wastewater systems for the health and benefit of all of our citizens. n

Mark Molloy, Esq.

Governor Healey Signs First Major Legislation; $104 Million to Clean Water Trust

The end of March saw Governor Maura Healey sign a $388.7 million supplemental budget for fiscal year 2023 (FY23). The legislation, which combined a variety of initiatives from last session’s economic development bill and funding to continue valuable COVID-era programs, was the Governor’s first major bill signed into law.

Of particular note to UCANE, the new law includes $400 million for MassWorks, $104 million for the Clean Water Trust, and $125 million for matching grants to be competitive for federal dollars available through the CHIPS and Science Act. The MassWorks program, which is the largest and most flexible source of capital funds to municipalities for public infrastruc ture projects that support and accelerate housing production, spur community development, and cre ate jobs throughout the Commonwealth, was running short on authorized funding. The $104 million to the Clean Water Trust will continue to support efforts to finance communities’ efforts to improve water infrastructure and improve local water quality. Finally, including $200 million for the CHIPS and Science Act, and an additional $30 million in ancillary funding, will allow the Commonwealth to compete for community broadband dollars funded at the federal level through the Infrastructure Investment and Jobs Act.

Additional investments contained with the legislation included:

• $15.7 million for Residential Assistance for Families in Transition.

• $68 million to continue Commonwealth Cares for Children (C3) grants to stabilize the state’s childcare providers through the end of the fiscal year, and $130 million to create an offramp from the federal extra Supplemental Nutrition Assistance Program (SNAP), a benefit that the federal government began providing during the COVID-19 pandemic.

• $2 million to support the 114th National NAACP Conference in Boston.

The new law also extends the remote meeting capability of municipalities and state agencies for two years through March 31, 2025. Finally, the legislation allows for an additional expedited permitting of outdoor dining and the sale of beer, wine and cocktails to go.

continued on page 9

Healey-Driscoll Administration Awards $1 Million to Small Public Water Suppliers for PFAS Remediation

In early April, the Healey-Driscoll Administration awarded more than $1 million in grants to 21 small public water suppliers to support their efforts to address elevated levels of per- and polyfluoroalkyl substances (PFAS) in drinking water. The grant program, managed by the Massachusetts Department of Environmental Protection (MassDEP), is intended to pay for or reimburse long-term actions to address PFAS, such as construction of treatment systems or connection to an uncontaminated water supply. Under the program, MassDEP is awarding funding to small public water suppliers who provide drinking water to fewer than 3,300 users. In contrast to funding available to municipalities as a whole, the grant recipients include condominium associations, schools, churches, businesses, and public buildings.

As reported, PFAS chemicals are a family of chemicals widely used since the 1950s to manufacture common consumer products and used in some

legacy fire-fighting foams. Drinking water may become contaminated if PFAS deposited onto the soil seeps into groundwater or surface water. In October 2020, MassDEP finalized a protective standard of 20 parts-per-trillion (ppt) for PFAS in drinking water, as well as cleanup standards for soil and groundwater.

All community public water systems are required to test for “PFAS6” (the sum of six PFAS substances). If found above the state standard, water systems are required to eliminate or minimize the threat to public health by turning off a contaminated water source, connecting to a neighboring water supply, or taking other steps to ensure that clean drinking water is available to all system users.

Among the awardees were the following small public water supply systems:

• Carriage House Condominiums, Boxborough. The grant is a reimbursement for expens-

12110,

Legislative Update continued from page 9

es related to the 2021 installation of a PFAS filtration system, including design, engineering, and construction costs. ($63,126)

• Waterview Mobile Home Park, Carver. The grant supports completion of the installation of a granular activated carbon (GAC) treatment system in a community of elderly and disadvantaged residents. ($89,425)

• Golden Eagle Restaurant, Clarksburg. The grant will be utilized for testing and installation of a new drinking water well on the property. ($50,000)

• South Grafton Water District, Grafton. The grant will support the design of a long-term PFAS treatment system. ($50,000)

• Miscoe Hill Middle School, Mendon. The grant is a reimbursement for the design, purchase, and installation of a PFAS treatment system, adding GAC filtration to the existing drinking water treatment system. ($50,000)

• New Testament Church of Cedarville, Plymouth. The grant will help add PFAS treatment using granular activated carbon (GAC) to their existing drinking water treatment system. ($50,000) To help ensure the safety of drinking water around the Commonwealth, $28.4 million was secured in two recent supplemental budgets for water infrastructure and PFAS testing. From these appropriations, $20 million was appropriated to the Commonwealth’s Clean Water Trust, providing financing that can be used by communities to address contamination issues. $8.4 million of the funding supported a statewide sampling program for public water supplies and private wells. Conducting statewide testing of drinking water for PFAS provided the data to support MassDEP’s strategy for treatment and mitigation of this emerging contaminant. This additional $1.05 million in state funds will further address the needs of small public water systems with PFAS6 concentrations exceeding MassDEP’s drinking water Maximum Contaminant Level (MCL). These systems are required to eliminate or minimize the threat to public health by providing treatment, connecting to a neighboring water supply, or taking other steps to ensure that clean drinking water is available to all system users.

For more information on PFAS remediation and funding, please visit:

https://www.mass.gov/infodetails/per-and-polyfluoroalkylsubstances-pfas.

continued on page 13

Massachusetts EEA Secretary Tepper Announces Leadership Team

Executive Office of Energy and Environmental Affairs Secretary Rebecca L. Tepper recently announced her leadership team. According to a press release from the agency, the following individuals have joined the Executive Office:

Kathleen Glunz Skarin/Chief of Staff. Prior to joining the Healey-Driscoll Administration, Ms. Skarin served as Senior Engagement Officer at RIZE Massachusetts. Before joining RIZE, she was director of strategic partnerships at the New England Aquarium. As Chief of Staff at the Middlesex Sheriff’s Office for nearly a decade, she was a member of the sheriff’s command staff and led on executing priority initiatives, including criminal justice reform efforts. She also served as Staff Director for the Joint Committee on Public Health and later the Joint Committee on Financial Services. She holds a Bachelor’s degree from Marquette University. As Chief of Staff, Ms. Skarin oversees the daily operations of the agency, handling the

Secretary’s agenda and schedule, facilitating interagency collaboration, and serving as a primary point of contact with the Governor’s Office.

Paolo DiFabio/Deputy Chief of Staff. Mr. DiFabio comes to EEA from the British ConsulateGeneral in Boston, where he served as Head of Politics, Press, and Public Affairs. In this role, he organized numerous UK business and political delegations, major events like bringing the Red Arrows to Boston, celebrating Queen Elizabeth II’s Platinum Jubilee, and the 2022 Earthshot Prize visit of the Prince and Princess of Wales. Previously, he spent twelve years as a university administrator leading academic degree development and student recruitment for Boston University’s College of Fine Arts, as well as other roles in political campaigns and business startups. He holds a Bachelor’s Degree from Ithaca College and a Master’s of Fine Arts from Boston University. Mr. DiFabio will work

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Legislative Update continued from page 15

City of Gloucester to Upgrade Sewage Treatment Infrastructure Under Consent Decree

The U.S. Environmental Protection Agency (EPA), U.S. Department of Justice, and the Commonwealth of Massachusetts have entered into a consent decree with the City of Gloucester to resolve violations of the Clean Water Act regarding the City’s water pollution control facility that discharges undertreated effluent into Massachusetts Bay. The announcement, which was publicized across a variety of media in early March, was jointly made by all parties.

The consent decree requires the City of Gloucester to undertake a construction project to add secondary treatment to its water pollution control facility. Secondary treatment is a combination of physical and biological processes that break down many harmful elements in municipal sewage. The City has operated without secondary controls on its treatment plant under a permit waiver issued most recently in 2001. EPA and the MassDEP more recently determined that upgrading the City’s treatment plant to provide secondary treatment was needed to address water pollution in Massachusetts Bay. In response, under the proposed settlement the City agreed to proceed with remediations and im -

provements estimated at a cost of $150 million.

In 2022, EPA issued a new National Pollutant Discharge Elimination System Permit to the City of Gloucester which included pollution limits that the current treatment plant cannot meet because the plant only provides primary treatment, known as clarification or settling and disinfection.

To its credit, the City of Gloucester has already provided an aggressive schedule to EPA and MassDEP for design and construction of secondary treatment. The City has proposed to complete design and bidding of the project by the end of 2024, complete construction of secondary treatment by the end of 2027, and achieve compliance with all permit limits by March 30, 2028.

The proposed consent decree is subject to a 30day public comment period and court approval after it is published in the Federal Register. To view the consent decree, please visit: https://www.justice.gov/d9/202303/gloucester_clean_water_act_-_consent_decree_0. pdf.

continued on page 19

City of Medford Installing New State-of-the-Art Water Metering System

In an announcement from the Mayor’s Office, the City of Medford touted an initiative to install brand new, state-of-the-art water meters at every household throughout Medford in an effort to modernize the current antiquated and inefficient system. With these new meters, the City will be able to better identify leaks and unintended overuse leading to more precise readings and stable rates. Currently, the City of Medford has a two-decade old water meter reading system. The meters and equipment currently in use have reached the end of their life expectancy and need to be replaced to ensure accurate billing in the future.

Of particular note, the new system comes with built in acoustic leak detection to discover leaks on water mains and services. The meter sends radio waves back and forth through the meter, measuring change in water flow. The new system’s acoustic leak detection will also discover ex-

cess water usage on water mains and services. Ideally, this new system will drastically reduce water leakage throughout the municipality, reducing unaccounted losses of water. The new meters are warrantied for a life of twenty years with no loss of accuracy due to ultrasonic technology. The new meters will also work with the existing Watersmart program that allows customers to view their usage online and to be alerted of high usage and leaks. The new meters will send date hourly, giving Watersmart the additional data to make the system more adept at detecting leaks within homes for all residential customers in the City of Medford.

More information about the City of Medford’s initiative to install this new water metering system may be found through the City of Medford’s Water & Sewer Department at https://www.medfordma.org/departments/water-sewer.

continued on page 21

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Legislative Update continued from page 19

News in Brief

• Heiple Appointed as MassDEP Commissioner. EEA Secretary Tepper announced the appointment of Ms. Bonnie Heiple as Commissioner of the MassDEP in March. Commissioner Heiple comes to the MassDEP from Wilmer Cutler Pickering Hale and Dorr, where she practiced environmental and energy law nationally. Her environmental work includes litigation, regulatory compliance, and advising clients in rapidly evolving areas, including environmental, social, and governance issues. Her energy practice focused on permitting renewable energy generation, transmission, and storage projects across the U.S. A graduate of Boston University School of Law and Bucknell University, she is a member of the American Bar Association’s Section on Energy, Environment, and Resources, and serves on the Boards of the Women’s Bar Foundation, Women’s Energy Network, and American Lung Association.

• MassDOT Launches Billboard Design Contest to Support National Work Zone Awareness Week. The Massachusetts Department of Transportation (MassDOT) launched a statewide billboard design contest to support the American Traffic Safety Services Association’s (ATSSA) Na-

tional Work Zone Awareness Week. The contest is open to all students who are currently enrolled in colleges and universities in Massachusetts. Applicants are asked to create and submit proposed billboard Public Service Announcements (PSA’s) to encourage drivers to obey the rules of the road and exercise caution when travelling through work zones where crews are involved in active construction and maintenance projects. National Work Zone Awareness Week is an annual event which brings attention to work zone safety and the theme for this year is, “You play a role in work zone safety. Work with us.” Entries from college students for the MassDOT billboard contest must be submitted by 5:00 p.m., Friday, April 21. The winning designs will be selected based on creativity, impact, and relevance to this year’s identified theme. For information on MassDOT’s billboard design contest for National Work Zone Safety Week, including contest rules and requirements, eligibility, and submission guidelines, please visit: www.mass. gov/work-zone-billboard-contest-2023. For information on the American Traffic Safety Services Association’s National Work Zone Safety Week, please visit: https://www.nwzaw.org/. n

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R epR esentative simon Cataldo (D

- 14th MiDDlesex District)

Representative Cataldo grew up in West Concord MA and graduated from the Concord Public School System. He then attended Colorado College where he studied environmental science and contributed to research on the chemistry of biodiesel and the thermodynamics of residential energy. Upon graduation, he taught special education math in Harlem with Teach for America. There, he founded Harlem Lacrosse, a national school-based nonprofit that provides academic, emotional, and athletic support for at-risk youth. Later, Representative Cataldo went to the University of Virginia Law School, where he was the Managing Editor of the Law Review.

In 2015, he was accepted into the U.S. Department of Justice Criminal Division’s Honors Program and served in a specialized unit focusing exclusively on public corruption. As a member of that team, he investigated and prosecuted a number of elected and appointed government officials. The Representative returned home to Concord in 2020, where he and his wife are raising their three boys. He had no political involvement before running for office. When the seat became available, he viewed it as an opportunity to serve his community.

As costs continue to rise, please give your thoughts on how the State will continue to support local aid to cities and towns to help support basic municipal services, specifically water, wastewater, and underground utility infrastructure.

This session, I am proud to be a co-filer of HD.2595, An Act relative to funding water infrastructure and addressing economic target areas. This bill includes an added hookup fee, which would be are placed into a trust fund that can then be used to fund municipal water projects. Through this bill, MassDEP, in consultation with the Executive Office of Housing and Economic Development, would create an initiative to specifically work with municipalities within economic target areas to address their water infrastructure needs. More generally, I am seeking to work within the budget process in the House to ensure that our water districts in the 14th Middlesex District and throughout Massachusetts are adequately funded to meet the challenges we’re facing concerning water supply, quality, and general infrastructure.

A: Q:

Q: A: Q: A:

As a first term legislator, what do you see as the challenges facing your district and the region as a whole?

The 14th Middlesex District covers parts of the towns of Acton, Chelmsford, and Concord and the whole town of Carlisle. PFAS mitigation is one of our top challenges, especially in the towns of Acton and Chelmsford.

We are also facing an acute housing shortage that is making it difficult for our seniors to age with dignity here, and for working parents who work in our district to raise their families here. Finally, the high cost of childcare in our region presents major challenges for parents with young children, especially those seeking to return to the workforce. Mental health care accessibility/affordability and local aid for public schools are also high on our list of challenges.

The #InvestinWaterMA campaign, sponsored by UCANE, highlights the importance of water infrastructure to a wide variety of industries. Can you share a sampling of some of the specific industries in your district that benefit from our investments in water infrastructure?

The 14th Middlesex District is home to a broad variety of industries, from manufacturing to

continued on page 25

Interview continued from page 23

biotech to education and tourism. As the 250 th Anniversary of the American Revolution approaches in 2025, the district, specifically Concord, is gearing up to see an influx of visitors to take part in the commemorative activities. Water infrastructure that is reliable and efficient will be key in ensuring the success of the two-year long celebration of this historic milestone.

Q:Given your previous experience with Teach for America, and Harlem Lacrosse teaching tomorrow’s decisionmakers, what are your thoughts on how the construction industry can best address the workforce shortage and development issues it is facing?

A:We enjoy the benefits of tremendous vocational technical schools in our area, and the need for skilled trades workers in our region is incredibly high. Both of these conditions present great opportunities for the industry. Right now, the demand for spots at our vocational tech schools exceeds demand. On the back end, many of the graduates attend college rather than entering the skilled trades. I hope to collaborate with the industry to expand the capacity of vocational education providers, while also helping graduating students understand the opportunities that are available for them to enter the workforce directly after graduation.

Q:Can you share some of your other priorities for this legislative session?

This session, I am prioritizing a wide range of issues that are important to my constituents, the district, and me personally. I filed 24 bills and I am co-sponsoring many others. The topics of my bills include early childhood education, renewable energy, workforce development, tax relief, public safety, and substance use recovery. n

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MWRA continued from page 31

MWRA Ongoing Projects

Norumbega Covered Storage Tank Cell No. 2 Cleaning: R. Zoppo Corp.

Norumbega Covererd Storage Tank Cell No. 2 Cleaning: R. Zoppo Corp.

Nut Island Headworks Odor Control & HVAC Improvements: Walsh Construction Company

Nut Island Headworks Odor Control and HVAC Improvements: Walsh Construction Company II

• 91% Complete

• 91% Complete

Weston Aqueduct Supply Main 3 Rehab:

Supply Main 3 Rehab: Inc.

Albanese D&S, Inc.

• 88% Complete

• 90% Complete

• 90% complete

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WASM Low Service PRV Improvements: RJV Construction Corp.

WASM Low Service PRV Improvements: RJV Construction Corp.

• 85% Complete

• 85% complete

MWRA continued from page 33

MWRA Ongoing Projects

Southborough Headquarters Electrical System Improvements: Dagle Electrical Construction Corp.

Southborough Headquarters Electrical System Improvements Dagle Electric Construction Corp.

• 39% Complete

• 39% Complete

Wachusett Lower Gate House Pipe Replacement: J. F. White Contracting Co.

Wachusett Lower Gate House Pipe Replacement J.F. White Contracting Co.

• Work Just Beginning

• Work just beginning

Shaft Modifications at Ward Street and Columbus Park WES Construction Corp.

• 30% Complete

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Boston Water & Sewer Commission Capital Improvement Program 2023-2025 Executive Summary

The Boston Water and Sewer Commission (“the Commission” or “BWSC”) is a body politic and corporate and political subdivision of the Commonwealth created by Chapter 436 of the Acts of 1977 (“Enabling Act”). The Enabling Act abolished the water and sewer divisions within the City of Boston Public Works Department and transferred the ownership, operation and control of the water, sewer and storm drain systems to the Commission. As a public instrumentality, the Commission performs an essential public function in providing water and sewer services to the residents of the City of Boston. The Act authorizes the Commission to construct and make improvements to the water and sewer systems, establish and collect rates and charges for its services and finance its operations and improvements through revenue collections and the sale of bonds and notes payable solely from the Commission’s revenues. The Act further provides that any revenue surplus earned by the Commission in any Fiscal Year shall be credited to the next year’s rates or returned to the City of Boston. Since its inception, the Commission has generated a surplus in each year of its operations and has credited the surplus to the reduction of the next year’s rates.

The Enabling Act and the Commission’s General Revenue Bond Resolution adopted December 6, 1984 (“the Resolution”) require the Commission, on an annual basis, to develop a three-year Capital Improvement Program (“CIP”). Information generated by the Commission’s ongoing monitoring programs for the systems and from various engineering data files, together with information concerning the development needs of the City, is used to compile a list of pipes, conduits, transmission mains and other system components to be either renewed, replaced, relocated or added to the systems each year. The CIP outlines the schedule and implementation of the capital projects necessary to maintain and improve the water and sewer systems for the ensuing three-year period. Due to pace of project implementation, the actual expenditures are currently expected to occur over a longer period of time. While there can be no assurance that projections for the projects included in the 2023-2025 CIP will not be exceeded or that additional projects will not be required, the Commission believes the amounts set forth the 2023-2025 Capital Improvement Program are reasonable for such projects.

The Commission in compliance with the requirements of the Enabling Act and the Resolution, project costs of the Com-

mission’s Capital Improvement Program from Fiscal Years 2023 through 2025 total approximately $238.9 million.

Since the Commission’s inception in 1977, the Commission has set forth its Capital Improvement Plan to provide for long-term capital improvements to its water distribution and sewer collection systems, governed by a core commitment to prudent fiscal management. Comprehensive and well-planned water distribution system maintenance and planning has sustained superior water service for our customers and resulted in a low incidence of system failures. The Commission has also led the industry in implementing effective water conservation measures, including dedication to deploying the most efficient technologies and practices enabling the Commission to maximize cost savings.

The Commission utilizes effective conservation measures through continued efforts to eliminate leaks across the system through advanced leak detection technology and proactive maintenance of the system’s water mains.

Discussion of Management Objectives and Accomplishments

The Commission was created to maintain and improve the long-term quality and reliability of water and sewer services for all users in the City and to assure adequate funding for operation and maintenance of the systems. For the purposes of this document, “Systems” include the water distribution system (including potable water and fire suppression facilities) and sewer system (including separate sanitary sewers, separate stormwater drains and combined sewers) and the related

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appurtenances and fixtures. The Commission is committed to four primary goals:

• To maintain and improve the water distribution and wastewater collection systems. The Commission is committed to various improvements to the Water Distribution and Sewer Systems, including following an aggressive renewal and replacement program, reducing unaccounted for water, encouraging conservation and improving the environment. The Commission is also committed to meeting and exceeding the requirements of all federal and state water and wastewater laws, regulations and technical standards.

• To establish and administer a billing and collections system that is fair and efficient. The Commission has worked to establish a rate structure that fully and fairly reflects its costs, properly distributes the financial obligation concerning its customer base and encourages water conservation. The metering, billing, and collection process is a central focus of the Commission’s full management team, and the Commission is committed to maintaining its strong record in that area.

• To maintain a strong financial structure. The Commission has consistently employed conservative financial projections and budgeting assumptions, maintained adequate reserves, and struck a reasonable balance between debt funding and rate funding of capital expenses.

• To sustain the effectiveness of investments / compliance of regulations. The Commission is committed to complying with all its regulatory obligations under federal and state laws, including the Safe Drinking Water Act (“SDWA”) and Clean Water Act (“CWA”) with its National Pollutant Discharge Elimination System (“NPDES”) permitting obligations for both its stormwater systems and combined sewer systems. Compliance obligations also extend to meeting and exceeding the goals and requirements of the Boston Harbor Decree and the Consent Decree executed in 2012 with the Environmental Protection Agency (“EPA”) related to stormwater discharges.

In planning its CIP, the Commission balances the recognized need for ongoing renewal and replacement and preservation of its Systems with the desirability of specific improvements to accommodate development or redevelop-

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BWSC continued from page 39

ment plans for the city. Wherever feasible, capital improvements are scheduled in cooperation with the street rebuilding and reconstruction activities of the City’s Department of Public Works, the Boston Planning and Development Agency and Massachusetts Department of Transportation.

Objectives

The overall objectives of the Commission’s 20232025 CIP are to ensure the delivery of high-quality potable water for consumption and fire protection, as well as the efficient collection of sewage for transport and delivery to a treatment facility or for approved discharge. In addition, the CIP includes projects to improve overall efficiency of the Commission and to enhance the Commission’s ability to provide services to its customers.

The Stormwater category was created in 2017 that focuses on Stormwater management. The primary purpose of the Stormwater category in the 2023-2025 CIP is to participate in the Boston Harbor pollution abatement projects and implement green infrastructure to improve the water quality of discharges to the local receiving waters. The goal is also to study existing conditions and make recommendations for placement of best manage-

ment practices designed to promote improved water quality, ensure compliance with state and federal regulations, minimize flooding, and strategically manage Stormwater throughout the City of Boston.

CIP expenditures are divided into four categories: Water Distribution System projects, Sewer System projects, Support projects and Stormwater projects. Water Distribution System projects account for $84.7 million, or 35.4% of the 2023-2025 CIP. Sewer System projects comprise $79.6 million, or 33.3%, Support projects total $30.0 million, or 12.6% of the expenditures outlined in the program, and Stormwater projects account for $44.6 million, or 18.7% of the 2023- 2025 CIP.

Total capital expenditures of $99.5 million are outlined for 2023. Water Distribution projects comprise $30.3 million, or 30.4% of the 2023 CIP. Sewer System projects account for $38.5 million, or 38.7%; Support projects account for $14.4 million of the 2023 amount, or 14.5%; Stormwater projects totaling $16.3 million of the 2023 amount, or 16.4%.

Tables 1 and 2 on the following page represent the cash flow expenditures and funding sources for the Commission’s 2023-2025 CIP.

continued on page 43

BWSC continued from page 41

2023-2025 CIP Cash Flows

NOTE: Although expenditures decrease from periods 2023 to 2025, it is anticipated that funding for 2025 will be equal or greater than funding presented in 2025. The decrease in 2025 is primarily due to the CIP being a one-year cash flow, over a three-year budget period.

CIP expenditures are funded by five funding sources: Bonds, Rate Revenue, the MWRA funded Local Water System Assistance Program (LWSAP), the MWRA funded I/I Local Financial Assistance Program (MWII), and the State Revolving Fund (SRF). In 2000 the MWRA instituted a new assistance program for the identification and removal of lead from water pipes. This program is called the Lead Service Line Replacement Loan Program (MWLLP). Costs for this program are associated under the MWRA Water Assistance program and SRF. Bonds funded projects account for $105.9 million of the 2023-2025 CIP, or 44.3%. Rate funded projects comprise of $75.8 million, or 31.7%; MWRA funded Water projects total $18.4 million of the expenditures outlined in the program, or 7.7%; MWRA funded Sewer projects account for $19.5 million of the 2023-2025 CIP, or 8.2%; and SRF funded projects account for $14.3 million of the 2023-2025 CIP, or 8.1%.

Total capital expenditures of $99.5 million are outlined for 2023. Bond funded projects comprise $51.0 million of the 2023 amount, or 51.3%; Rate funded projects account for $29.8 million of the 2023 amount, or 29.9%; MWRA Water projects account for $3.8 million of the 2023 amount, or 3.8%; I/I projects total $9.9 million of the 2023 amount, or 10.0%; and SRF account for $5.0 million of the 2023 amount, or 5.0%.

2023-2025 CIP Funding Sources Table

NOTE: Although expenditures decrease from periods 2023 to 2025, it is anticipated that funding for 2025 will be equal or greater than funding presented in 2023. The decrease in 2025 is primarily due to the CIP being a one-year cash flow, over a three-year budget period. continued on page 44

BWSC continued from page 43

Project Highlights

The Commission’s CIP includes projects to improve the overall efficiency and to enhance the Commission's ability to provide services to its customers. The projects included in this CIP are intended to accomplish these objectives in the most efficient and cost-effective manner. The Commission intends to enhance Boston’s water and sewer infrastructure with several targeted projects included in the 20232025 Capital Improvement Program. Some of the major projects are listed below:

• Water Main Rehabilitation in Dorchester & South Boston

• South End Water Pipe Improvements Phase I

• Water Main Valve Replacement

• Rehabilitation of the New Boston Main Interceptor (NBMI)

• Storm Drain Improvements in Fenway

• Storm Drain Improvements in Charlestown

• Sewer Renewal & Replacement in Roslindale, Hyde Park & Mattapan

• Installation of Tide-gates Citywide

• Sewer Separation and System Improvements in South Boston

• Sewer R&R in Upper Roxbury Phase III

• City-wide Illegal Connections Investigations

• Dorchester Interceptor – Relief Sewer

• Upgrades to Union Park Pumping Station & Satellite Stations

• Construction of Daisy Field Green Infrastructure

• Projects affiliated with the Consent Decree; includes cleaning and televising 76 miles of sewer and drains

• Implement Stormwater/Green Infrastructure Program designed to improve water quality, the environment and manage stormwater resources

• Improvements of Information Technology

NOTE: The full description and forecasted budgets of individual projects are available in the Sewer R & R, Sewer Separation, Sewer Special, and Stormwater sections of the complete 2023-2025 CIP at www.bwsc.org. n

BWSC 2023 CIP Upcoming Projects

UCANE’s 2023 Construction Forecast Dinner Meeting

Sponsored by C. N. Wood Co., Inc.

MassDEP, MWRA, and BWSC Leaders Discuss the Infrastructure Bill and Upcoming Capital Projects

On March 22 at the Four Points by Sheraton Hotel in Norwood, MA, UCANE held its 11th Annual Trade Show and Construction Forecast Dinner Meeting attended by close to 300 members and guests. There was a familiar and welcoming “buzz” in the air from the moment the crowd began arriving at 4:30 PM to attend the Trade Show which was being held prior to dinner. (See related article on the Trade Show starting on pg. 62.)

Once-again we were able to get our partners at MassDEP, MWRA, and BWSC to volunteer their personal time to show UCANE members what their respective Capital Improvement Programs will look like in 2023 and beyond. The keynote Speakers for the evening were MassDEP Deputy Commissioner, Gary Moran; Massachusetts Water Resources Authority (MWRA) Executive Director Fred Laskey; and Boston Water & Sewer Commission (BWSC) Chief Engineer John Sullivan. Each of these leaders provided a power point presentation showing the list of construction projects that our contractors can expect to be bidding on in 2023 and into 2024.

Following dinner, UCANE President Ryan McCourt (McCourt Construction Co., Inc.) welcomed everyone to the meeting and wished all UCANE members a safe and

prosperous 2023 construction season. Ryan also thanked long-time member C.N. Wood Co., Inc. and the Benard family for once again sponsoring our Dinner Meeting.

UCANE Executive Director Jeff Mahoney introduced present and former DPW Directors who were in attendance from Mass. Highway Association and Norfolk-Bristol-Middlesex Highway Association including:

• Dave Field, Town of Easton

• Kevin Johnson, Town of Brookline

• Brutus Cantoreggi, Town of Franklin

• Todd Korchin, Town of Westwood

• Dan Nason, Town of Sudbury

• Christine King, NBM Board Member from BETA Engineering

• Andy Pappastergion, Town of Brookline (retired)

Jeff then began the evening’s program by introducing our featured guest speakers.

The first was MassDEP Deputy Commissioner Gary Moran, a 28-year veteran of MassDEP and no stranger to continued on page 47

Gary Moran MassDEP Deputy Commissioner

Fred Laskey MWRA Executive Director

John Sullivan, P.E. BWSC Chief Engineer

Dinner Meeting continued from page 46

our Forecast Meetings. Gary began by noting that our newly elected Governor Maura Healy had just last week named Bonnie Heiple as the new MassDEP Commissioner for the Commonwealth. Ms. Heiple is well respected in the Boston area for her background in environmental and energy law. She will replace former Commissioner and UCANE friend Martin Suuberg who stepped down after eight years at the helm to become Executive Director of the New England Waste Management Officials’ Association.

Deputy Commissioner Moran told the audience that this year’s application Intended Use Plan (IUP) list from Massachusetts cities and towns for State Revolving Loan Fund (SRF) Assistance was the largest on record. The draft list highlights include $878 million for 59 new Clean Water construction projects and approximately $300 million is being offered to finance 38 new Drinking Water construction projects.

Overall, approximately $1.278 billion has been authorized for new, multi-year, and planning projects. This is the second year of a large increase in authorized spending, which reflects the multi-year impact from the federal infrastructure law (BIL) and stimulus funds (ARPA). Deputy Commissioner Moran said approval of the final list was imminent. He then closed by outlining federal infrastructure funding and PFAS mitigation efforts.

continued on page 49

MWRA Executive Director Fred Laskey then began his remarks by remembering longtime MWRA Board Member John Carroll, who passed recently. John, the longtime Norwood Town Manager, was an original MWRA Board Member and continued to serve until this past year. He was a tireless advocate for clean water and infrastructure. He will be greatly missed. UCANE extends its sincerest condolences to John’s family, and thanks him for his legacy of service.

Mr. Laskey then outlined the impact of recent ARPA and SRF funding, and the community financial assistance program, which has provided over $1 billion in grants and interest free loans for local infrastructure and rehabilitation projects. He then highlighted multiple important sewer and water projects in various stages of construction being performed, or recently completed by UCANE member contractors. He recognized UCANE contractors for their skilled performances and professionalism. Mr. Laskey closed his presentation with a breakdown of upcoming water and sewer projects as part of the MWRA’s 5-year Capital Improvement Plan and when they are anticipated to be put out to bid.

Our final speaker of the evening was John Sullivan, BWSC’s Chief Engineer. In 2022 John celebrated his 50th year with BWSC. He is the third generation of the Sullivan family that has, for more than 100 years, led this important City agency tasked with providing both drinking water and sewer services to more than a million people daily. John is a nationally recognized voice for the Public Works Sector, and particularly for municipalities that own and manage water and sewer systems. His expertise has been called upon for advice by municipalities across the country including Flint, Michigan. He is a gifted speaker as any UCANE member that has attended prior Forecast Meetings can attest.

Mr. Sullivan presented a detailed list of projects ready to go for this season. It was once again an impressive list as, despite being one of the oldest cities in America and having one of the earliest sewer and water systems, BWSC is a model for other cities on how to maintain their water and sewer infrastructure. Through an aggressive construction program, BWSC has been able to not only keep up with population growth and aging infrastructure, they have actu-

ally improved their overall systems. Boston is one of the few cities that is consistently able to fund upgrades, rehabilitations, and new installations every year. He, like Fred Laskey, highlighted some of the current projects UCANE members are completing for the city.

John also updated members about Boston’s coastal flood vulnerability analysis, and planning and efforts towards climate resiliency (Climate Ready Boston). High tide levels in Boston are slowly increasing and the frequency of severe storms is also increasing. The scope and costs of resiliency projects necessary to protect vulnerable portions of the City are high but Chief Engineer Sullivan and his team continue to design and study innovative solutions for officials to consider as they continue to deal with the issue.

The presentations by our three guest speakers were well received by all attendees. The increased volume in work coming to our members in the short term and the long term will be a bit challenging for contractors, but UCANE contractors are the best in the business and will be up to the task.

Executive Director Jeff Mahoney thanked the speakers for their informative presentations and for their dedication and contributions to the water and sewer industry and to all the citizens of Massachusetts. (Excerpts from the MWRA and BWSC Power point presentations can be found on pages 27-45 in this magazine). n

Dinner Meeting continued from page 47

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Recent NLRB Decision Imposes

Restrictions on Non-Disclosure and Confidentiality Provisions

On February 21, 2023, the National Labor Relations Board (the “NLRB”) issued a broad sweeping decision that restricts the use of confidentiality and non-disparagement provisions in severance agreements.

Section 7 of the National Labor Relations Act (“Act”), affords non-supervisory employees with the right to talk to each other about the terms and conditions of their employment. Employers may not interfere with, restrain, or coerce employees exercising Section 7 rights. How this plays out in regards to separation agreements has fluctuated over time.

During the Trump era, the NLRB held that severance agreements with confidentiality and non-disparagement clauses were enforceable in certain instances. Specifically, they only violated the Act if they were tainted by circumstances of coercion separate and apart from the agreement itself. The NLRB has since reversed course, recently holding that employers may not offer employees severance agreements with clauses that require them to waive their rights under the Act.

This decision has broad application. The NLRB held that simply offering employees a severance agreement containing “quid pro quos” – clauses where employees forfeit Section 7 rights in exchange for severance – is inherently coercive and potentially unlawful under the Act. Whether such clauses are enforceable now fo -

cuses on the language of the clauses. It is immaterial whether an employee accepts the agreement or the context in which it is offered. After reviewing the clauses at issue, the NLRB in this case found both unenforceable because they were overly broad.

Future decisions or guidance from the NLRB may help clarify what, if any, non-disparagement and confidentiality provisions will be enforceable. The decision seemingly implies that narrowly tailored provisions may be enforceable.

Under this ruling, offering an agreement with unlawful terms is enough to result in an unfair labor practice. The Act applies to all employees, union or nonunion. Moreover, while the case involves a severance agreement, this does not mean that the NLRB will not apply these principles in other agreements down the line, such as settlement agreements or separation agreements. Accordingly, employers should review any agreement with a non-disparagement and/or confidentiality provision before proffering it to an employee or potential employee. n

Construction & Public Contracts Group, Hinckley Allen, LLP

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with UCANE’s Officers and Board Members

Please give us some information on your background, and tell us how you got started in the construction business?

Growing up as the daughter of a contractor I was exposed to construction at a very young age. My dad (Jon D’Allessandro) made sure to include my siblings and I in every aspect of his business. What started out as sifting gravel for buried treasures, riding shotgun through snow storms, and stuffing checks in the kitchen, turned into a passion for all things construction and business. Throughout high school and college I would work summers at D’Allessandro Corp. as a laborer. That experience gave me the hands-on knowledge of how the company earned money and taught me to respect how hard our employees worked every day.

How long have you been with D’Allessandro Corporation, and what is your role in the company?

I got my first paycheck from D’Allessandro Corp. when I was 14 years old after spending a week of my summer vacation cleaning trucks and filing paperwork. Eventually, I joined the pipe crew in South Boston as a laborer working on installing water and sewer mainlines. From there I spent most of my school “va-

cations” in a trench or two. I have been full time at D’Allessandro Corp. since 2018 as an Assistant Project Manager and then as Business Manager in 2021. During COVID, I also assumed the role of Safety Manager and since then I have been on the UCANE Safety Committee, as well as the ABC MA Safety Committee.

What types of construction does D’Allessandro Corp. specialize in, and in what areas of New England do you pursue this work?

Over D’Allessandro Corp.’s 35-year history, the company has worked in both the public and private sectors

continued on page 55

Under the Hard Hat continued from page 53

in the Greater Boston and surrounding areas. We specialize in all types of underground utility work, site work, and road reconstruction. We also build public parks and have the equipment and capabilities to perform trenchless installation of sewer, water, and drains via pipe ramming, pipe jacking, etc.

How long has your company been a UCANE member, and why did you decide to accept to serve on UCANE’s Board of Directors?

D’Allessandro Corp. has been a proud member of UCANE for 33 years. My father was very active in UCANE including being President of the Association in the 90s. At the time my sister and I were kids, but we were always included in UCANE functions, and we loved it!

A few years ago, I started to attend more

dinner meetings and joined the safety committee, and began to learn more about what went on “behind the scenes” at UCANE.

I jumped at the opportunity to be on the Board of Directors and contribute to this great industry. I have found Board meetings not only educational, but incredibly inspirational as I am surrounded by fellow construction professionals all working towards shared goals with our industry’s best interest in mind.

The construction industry has certainly seen some challenges over the last few years. Some issues brought on by the COVID pandemic are still affecting parts of our industry. How do you see the New England horizontal and heavy construction market shaping up for 2023, and what do you think are the biggest challenges contractors might be facing in 2023?

continued on page 57

Under the Hard Hat continued from page 55

Above all else, we have found that hiring qualified candidates continues to be one of the greatest challenges heading into 2023. We are certainly lucky to have a dedicated and loyal team, but adding new management positions or trades people is proving difficult. Many contractors (and businesses in general) face some difficulty due to the “talent” shortage. There is also, of course, the lingering shortage of many key construction materials, which contributes to price volatility.

It is encouraging to see state and federal funding coming through for infrastructure improvement projects. We see a rise in bidding opportunities this year compared to 2022. We are hoping that 2023 will be a great year not only for our industry, but also for the residents of Massachusetts and New England. n

We’re managing resources in real time to keep jobs running smoothly.

GREG BALAMUTA BRUBACHER EXCAVATING

B2W Schedule

Will you please provide us with some insight into your education, past experience, and history that led you into your current position?

I have a bachelor's degree in Civil Engineering and a master's degree in Business Administration, and I am a licensed Civil Engineer in the Commonwealth of Massachusetts. I have nearly 30 years of engineering experience, having worked for a private engineering firm, as well as several communities on Cape Cod. I have always enjoyed construction and project management, with a focus on water quality programs. I have been in my current position as Yarmouth’s DPW Director since 2015.

Please provide us with a brief description of Yarmouth in regard to the population, area, responsibilities of the DPW, and some statistics on the current infrastructure that your Department maintains within the Town?

Yarmouth is a community of approximately 25,000 year-round residents. The town is made up of three major villages: South Yarmouth, West Yarmouth, and Yarmouth Port. The area is approximately 28.2 square miles and the town fronts on both Cape Cod Bay to the north and on Nantucket Sound to the south.

The Yarmouth DPW is responsible for approximately 240 miles of roads, 17 public buildings, 26 parks and beaches, seven active cemeteries, and we manage the compost facility and the solid waste disposal area. The town’s commercial solid waste operation is currently leased to Covanta.

The DPW also manages the storm drainage system consisting of over 100 miles of storm drains and over 2,000 manholes and catch basins. The town’s 280 miles of water mains and 16,580 water

s ervices are also managed by the DPW. The town provides a septage facility for disposal and treatment of local septic waste. The septage treatment facility is currently managed by Weston and Sampson Services.

With all the various departments under the DPW umbrella, we employ 66 dedicated hard-working full-time employees, all professionals at their task, to serve our residents and keep our infrastructure operational.

As a beautiful coastal Cape Cod community, what affect does seasonal tourism have on the Yarmouth DPW’s operations?

In Yarmouth, the seasonal population triples to approximately 75,000. This means that construction on large projects by outside contractors during the months of June, July, and August is limited due to the significant increase in traffic. The influx of tourists creates some additional work for many of the DPW departments. We will typically bring on 20-30 seasonal workers to assist with routine maintenance and operational tasks.

An IntervIew wIth Jeffrey S. Colby, Pe DIreCtor of PublIC workS town of yArmouth, mA

Go Beyond Tracking

Public Works Pipeline continued from page 59

Yarmouth has recently applied for funding through the MassDEP SRF loan program. Can you provide us with an update on those applications, and are there some infrastructure projects planned for 2023 or 2024 that UCANE contractors might be interested in bidding?

Yarmouth voters approved funding for the design of a town-wide sewer system in 2021. We accomplished a good amount of planning and a phased design concept during 2022.

Yarmouth was listed as number one on this year’s draft Intended Use Plan with the State Revolving Fund. We are very excited about that and working with the Clean Water Trust to advance Yarmouth’s wastewater projects with zero interest loans. We have met with MassDEP and the Clean Water Trust to coordinate our application, and we are eagerly awaiting the final Intended Use Plan. Yarmouth has a significant number of water and wastewater collection system projects planned for 2023 and 2024.

Yarmouth has recently (2022) submitted a Comprehensive Wastewater Management Plan (CWMP) to state agencies for approval. Can you give us a brief overview of what this plan entails, and the current status of the CWMP?

Yarmouth’s Notice of project change for our CWMP was approved in September 2022. This added the Bass River area to our previously approved CWMP. The wastewater plan now includes eight phases of construction over a 40 year period. That is approximately one phase every five years. Phase one is currently being designed.

We will be bringing an article to the upcoming Spring Town Meeting (April 25) for the voters to consider in order to fund construction of Phase 1. Because the new Wastewater Treatment Plant is included as part of Phase 1, this first phase will be the most expensive phase at an estimated cost of $207 million.

In regards to the CWMP, can you provide a few details regarding the Proposed Phase 1 plan of action and an estimated schedule for Phase 1?

Phase one is currently broken into six contracts, as shown on the map below. We expect to advertise Contract 1, which is the Water Resource Recovery Facility, before the end of 2023. Contract 2 and Contract 3 were planned to be advertised in March 2023. Contract 4 and Contract 5 are being planned to be done in conjunction with MassDOT projects. Contract 4 is expected to be advertised in January 2024. Contract 5 and Contract 6 are expected to begin in late 2024 or early 2025. (Refer to Phase 1 map below.) n

UCANE’s Associate Members

Featured at 11th Annual Trade Show

UCANE Contractors and guests descend on Four Points by Sheraton Hotel in Norwood, MA to see the latest in equipment, technology, and business support offerings from more than 40 Associate Members.

On Wednesday March 22, 2023 UCANE hosted its Annual Trade Show between 4:30 p.m. and 6:30 p.m. at the Four Points by Sheraton Hotel. Our Trade Show has become a much anticipated flagship event for our Association and its membership since its debut in 2010. This year representatives from more than 40 Associate Member companies arrived early at the hotel to set up their booths and creative displays highlighting what products or services each company provides to the construction industry.

The UCANE Board of Directors held their March Board Meeting at the hotel earlier in the afternoon, and as they exited the meeting at 4:30 they were greeted to a colorful display of the latest construction products and services hitting the market in 2023. Tables were stretched throughout the wide first floor corridors and behind every table were smiling faces waiting to introduce themselves to new potential customers or, in most cases, to catch up with old friends and clients.

Our Trade Show has been traditionally held on the same day as UCANE’s Forecast Dinner Meeting where some of the most prominent public agencies present their lists of construction projects that will be coming out to bid in the upcoming season. (See related story on Forecast Meeting beginning on page 46.) The combination Forecast Dinner Meeting/Trade Show is historically the most well attended of UCANE’s dinner meetings. This year’s event was true to course with almost 300 UCANE members and friends attending the event. continued on page 63

Trade Show continued from page 62

Contractors and their guests also arrive early to see the Trade Show and to enjoy some small talk before the Dinner Meeting. Being successful businessmen (and women), UCANE members all want to make sure they are up-to-date with the “latest and greatest” gadgets and equipment in the industry. The Trade Show gives them that opportunity. If they can do it while enjoying a few hors d’oeuvres and a cold drink, all the better!

Tables at the Trade Show are made available at no cost to those members who advertise in our monthly publication, Construction Outlook magazine, as our way of thanking them for their ongoing support. Long recognized as the premier trade magazine in New England, not only for its content, but for its high quality presentation, Construction Outlook can be found on the desks of every UCANE member, every DPW Director in all 351 cities and towns across the state, as well as our State and Federal legislators. It can also be found on decision maker’s desks at dozens of State and Federal agencies that impact the horizontal construction industry.

continued on page 64

Trade Show continued from page 63

Construction Outlook can also be viewed on UCANE’s website at www.ucane.com. In addition, our magazine ads are scrolled across the home page of our website, with direct links to our advertisers at no additional cost. There is no better, or more affordable way to promote your business and your products to the construction industry than through Construction Outlook magazine.

For further information on advertising opportunities and about participating in the 2024 Trade Show, please contact Suzanne at shatch@ucane.com or call the UCANE office at 617-471-9955.

continued on page 67

UCANE extends its sincere thanks to all our members and advertisers who have helped to strengthen our organization by their ongoing support! Contractors, please support our Associate members whenever possible. When making purchases for your next project, looking to renew a policy, or looking to lease, buy, or rent – please give our Associate Members a chance to earn your business.

UCANE is strengthened when members give other members an opportunity to bid!

Tim Hunt, CHST Dir. of Envt’l, Health and Safety W. L. French Excavating Corp.

Patrick W. Saltmarsh Corporate Safety Director J. Derenzo Companies

Traffic Management Plans

Construction traffic management plans (CTMPs) are crucial for managing the flow of vehicles, equipment, and pedestrians around construction sites. These plans are designed to ensure the safety of all road users, including construction workers and members of the public, by minimizing the risk of accidents and congestion. CTMPs are developed by engineers, planners, and other construction professionals, who analyze the site, and surrounding areas to create a plan that considers the project's scope, duration, and impact on traffic flow.

Awell-designed CTMP should be tailored to the specific construction site and the surrounding area. It should consider factors such as the type of construction work being carried out, the size and weight of the equipment being used, the number of workers on-site, and the volume and type of traffic in the area. The CTMP should also include a detailed analysis of the site's existing traffic conditions, including traffic patterns, speed limits, and potential hazards such as blind spots, narrow lanes, and steep inclines.

The first step in developing a CTMP is to establish the project's scope and duration. This will determine the level of traffic management required and the measures that need to be implemented to ensure safety and efficiency. For example, if the project involves significant excavation work, the CTMP may need to include measures such as traffic diversions, temporary road closures, or traffic signal controls.

The second step is to assess the surrounding area and identify potential traffic flow issues.

This may include an analysis of the local road network, the volume of traffic, and any potential conflicts with other construction sites or events. The CTMP should consider ways to minimize disruptions to road users, such as minimizing the duration of lane closures or scheduling work outside peak traffic hours.

Once the site and surrounding area have been analyzed, the CTMP should identify specific mea-

continued on page 70

Safety Corner continued from page 69

sures to manage traffic flow. This may include:

• Traffic control devices - Traffic cones, barriers, and signage can be used to direct traffic around the site and create safe work zones for workers.

• Traffic diversions - Temporary road closures or detours may be necessary to reroute traffic around the construction site.

• Temporary traffic signals - If the construction site impacts the flow of traffic at a busy intersection, temporary traffic signals can be installed to regulate traffic flow.

• Pedestrian management - Pedestrian crossings and barriers should be used to

ensure the safety of pedestrians around the site.

• Speed limits - Speed limits should be established around the construction site, and drivers should be reminded to slow down and take extra care.

• Vehicle management - Large vehicles and equipment should be managed to prevent congestion and ensure safe access to the construction site.

• Public transport - If the construction site impacts public transport, alternative arrangements should be made to minimize disruption to commuters.

Once the CTMP has been developed, it should be reviewed and approved by relevant authorities. Regular monitoring and review of the plan should also be carried out to ensure it remains effective and up-todate with any changes to the construction site or surrounding area.

CTMPs are essential for ensuring the safe and efficient flow of traffic around construction sites. They are designed to minimize the risk of accidents and congestion by analyzing the site and surrounding area and identifying specific measures to manage traffic flow. A welldesigned CTMP should be tailored to the specific project and should consider factors such as the type of construction work being carried out, the size and weight of the equipment being used, and the volume and type of traffic in the area. Regular monitoring and review of the plan should also be carried out to ensure it remains effective and up-to-date. n

Christopher Clark World Insurance Associates, Inc.

Protecting Your Workers and Your Bottom Line: Strategies for Reducing Workers' Compensation Costs in Construction

Construction is known for its physically demanding and hazardous work environments, which can put workers at risk of injury or illness. This makes workers' compensation a crucial component of any construction company's operations. However, the costs can be significant.

From high injury rates to complex regulatory environments, companies must navigate various obstacles regarding workers' compensation. In this article, we will discuss the key issues that the construction industry faces and provide practical ways to reduce costs.

By implementing these strategies, companies can minimize the impact of workplace injuries on their bottom line while prioritizing the safety and wellbeing of their employees.

Workers Compensation Issues

Construction work carries inherent risks that often lead to workplace accidents, resulting in high workers' compensation costs. Below are some major challenges that construction companies face due to workplace injuries, insurance costs, and productivity impacts.

1. High frequency and severity of injuries: According to OSHA, one in every ten construction personnel is injured annually, making the non-fatal injury rate 71 percent higher than any other industry. These injuries can be severe and require lengthy medical treatments and rehabilitation, resulting in high worker compensation costs.

2. High cost of insurance premiums: Due to the risk associated with construction, insurance premiums can be expensive.

3. Increased risk: Accidents can occur even when safety measures are in place. Workers are also exposed to environmental factors such as extreme temperatures and noise pollution that can cause long-term health problems.

4. Complex claims process: Filing a claim requires a lot of documentation, and the process can be challenging to navigate.

5. Impact on productivity: Workplace injuries can impact productivity, mainly when key employees cannot work due to injuries. The costs of hiring temporary or replacement workers can add up, further increasing the financial burden.

continued on page 72

Insurance Perspective continued from page 71

8 Ways to Reduce Workers' Compensation Costs

Workers' compensation is a significant expense. In 2017, the median cost for construction companies was $1.85 per $100 of payroll, according to the National Council on Compensation Insurance (NCCI). Fortunately, companies can reduce their workers' compensation costs by implementing the following:

1. Scheduling safety programs and training: Regular safety meetings, training sessions, and hazard assessments help to identify potential risks and minimize the likelihood of accidents.

2. Providing appropriate safety equipment and tools: Providing the right equipment and tools can help reduce the risk of injuries and minimize claims.

3. Creating a culture of safety: By promoting safety as a top priority, workers are more likely to follow safety protocols and report hazards immediately.

4. Conducting regular safety inspections: Regular safety inspections can help identify potential hazards and mitigate risks. Regular inspections also demonstrate a company's commitment to safety and can help reduce workers' compensation costs.

5. Hiring experienced, trained employees: Experienced and trained employees can help minimize the risk of accidents and injuries. Trained workers are more familiar with safety protocols and are less likely to make mistakes that can result in injuries.

8. Partnering with a brokerage that can negotiate lower premiums: Construction companies can partner with insurance providers to negotiate lower premiums. They can help identify potential risks and develop safety plans to reduce the cost of workers' compensation insurance.

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6. Offering alternative work programs: Alternative work programs can help keep injured employees on the job while they recover. This reduces the need for temporary workers.

7. Implementing a return-towork program: A return-towork program can help injured workers transition back to their jobs more easily, reducing the length of disability leave.

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As a construction company, prioritizing the safety and well-being of your workers is in your best interest. By investing in your workers' safety,

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$50M in Sewering to be Sought at town M eeting

HARWICH – Voters at the upcoming annual town meeting will be asked to approve $50 million to expand the wastewater collection system in East Harwich.

Another $6.5 million will be sought to install a dry sewer system along a stretch of Route 28 in West Harwich from the Dennis town line to the Herring River. That work is proposed as the town works with the Massachusetts Department of Transportation (MassDOT) on major roadway improvements along the state highway.

Water/Wastewater Superintendent Dan Pelletier said he will be meeting this week with MassDOT representatives to review cost estimates for the proposed work, which also includes the installation of a new water main beneath the highway. The water main now in place was installed in 1940 and is considered beyond its useful life. Several large breaks have occurred there requiring the water distribution system to be shut down.

The cooperative effort between MassDOT and the town will save the town money on resurfacing the roadway. Because of a state policy prohibiting roadwork for five years after resurfacing of state roadways, the town would have to wait that long before installing water and sewer infrastructure if it is not done in conjunction with the project.

Voters will be asked in the annual town meeting to appropriate $17.5 million for the water main replacement project and $6.5 million to place the dry sewer pipe beneath the repaved highway. There is hope the costs will decrease through the cooperative effort, said Pelletier.

Selectmen recently heard a comprehensive update from the town's consulting engineers, GHD, Inc. of Hyannis. The session was also used to draw community attention to accelerating wastewater planning initiatives.

It was the first time the phase three East Harwich

maps for sewering were made available, Pelletier said. There have been some changes in the sewer layout and the six pump stations were identified. Flow and nitrogen removal load estimates have been provided, and GHD staff said they are hitting nutrient-reducing goals.

The Wequassett Resort is in discussions with the town about removing its wastewater treatment plant and connecting to the town's sewer system, which is estimated to provide a 170 kg/year nitrogen reduction for the Pleasant Bay Watershed. The Wequassett Resort will be responsible for funding its connection to the town system.

If the phase three project is funded at town meeting, bids are expected to be sought next fall, once the state Department of Environmental Protection approval is issued. It would be a couple of years before construction begins and it was estimated the work would take 24 to 36 months to complete, depending on time of year work restrictions.

The town is required to fund the project before it can apply for state revolving funds, which will provide low-interest loans and principal forgiveness of up to 35 percent. There are a number of additional loans that will be availcontinued on page 75

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Spotlight on Cape Cod continued from page 73

able to offset the project costs. GHD, at present, is at the 60 percent design stage for the phase three project.

But, there is much more planning underway. There are partnership opportunities with the towns of Dennis and Brewster, and efforts are underway using wastewater management tools to support the town's vision for growth. The efforts include an inventory of the ponds in town and identifing nutrient threats.

Two locations have been identified as potential recharge sites to handle treated effluent. One is on town owned property initially purchased for a second golf course between Route 6 and Headwaters Drive. The other is in North Harwich along a public utility power line.

As for completion of the update for the comprehensive wastewater plan, Pelletier indicated that it will take some time given MassDEP's timeline for promulgating new Title 5 and sensitive watershed regulations. The targeted revision strategy is to provide an open and transparent process to identify components of the plan that the town is considering for revision, gain input from community stakeholders, and provide draft recommendations consistent with stakeholder input, said Anastasia Rudenko of GHD.

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