December 2020 Construction Outlook

DEC | 2020

Walsh Construction Company Tackles Complex Upgrades to MWRA’s Headworks Facility at Nut Island in Quincy

UCANE Interview :

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• UCANE’s 2020 End of Year Wrap-Up • MA House and Senate Pass FY21 Budget • Yarmouth Voters A pprove Wastewater Treatment Funding

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“BUY FROM THE ADVERTISERS IN CONSTRUCTION OUTLOOK”

DECEMBER, 2020

Years of Excellence 1954-2020

DECEMBER, 2020

IN THIS ISSUE

OFFICERS President MARCELLA ALBANESE Albanese Bros., Inc.

President-Elect RYAN McCOURT

McCourt Construction Company

Treasurer BRIAN COONEY

C. C.Construction Inc.

Secretary CHRIS VALENTI

GVC Construction, Inc.

BOARD OF DIRECTORS VINCENT BARLETTA

Barletta Heavy Division

NICK BIELLO

J. D’Amico, Inc.

MIKE BISZKO, III

Biszko Contracting Corp.

ANDREW DANIELS J. Derenzo Co.

GEORGE DeFELICE

DeFelice Corporation

JERRY GAGLIARDUCCI

Gagliarducci Construction, Inc.

5 President’s Message:

As 2020 Comes to an End, There’s Reason to be Optimistic

7 UCANE’s 2020 End of Year Wrap-Up 23 Legislative Update:

• Massachusetts House and Senate Pass FY21 Budget; Reconciled Version Heading to the Governor Soon • Baker-Polito Administration Announces Expansion of Innovative “Greening the Gateway Cities” Program • Latest MassWorks Grants to Fund Infrastructure Projects for Economic Recovery • Is the Transportation and Climate Initiative Moving Forward in Massachusetts?

• Unemployment Fraud on the Rise; Federal Authorities Mobilizing

35 UCANE Interview:

Representative James Kelcourse, (R-Amesbury)

37 Insurance Perspectives:

The State of Insurance in 2020 and Attempting to Answer “Why?”

42 UCANE Member of the Month: Walsh Construction Company

JOE GIOIOSO

51 The City of Quincy and the Boston Harbor Cleanup

DAN HORGAN

55 Safety Corner:

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

LISA FRENCH KELLEY

W. L. French Excavating Corp.

BILL LEONARD

Aqua Line Utility, Inc.

JOHN OUR

Robert B. Our Co., Inc.

QUERINO PACELLA

RJV Construction Corp.

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

BRIAN RAWSTON

Jay Cashman, Inc.

FRED ROGERS

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

ERIK SVEDEN

C. N. Wood Company, Inc.

JORDAN TIRONE

DeSanctis Insurance Agency, Inc.

DAVID WALSH

Pawtucket Hot Mix Asphalt

JEFF MAHONEY

Executive Director

Pulling Back the Curtain

57 Technology in Construction:

Avoid Costly Payroll Violations by Tracking Labor Hours with Electronic Field Logs

61 Get to Know Your UCANE Associate Members: Eastpoint Lasers, LLC

63 Spotlight on Cape Cod:

• Yarmouth Voters Approve Wastewater Treatment Funding • Plans for Upper Cape Sewage Discharge Into Canal Move Forward

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: Marcella Albanese Editorial Board: Marcella Albanese, Ryan McCourt, Brian Cooney, & Chris Valenti CONSTRUCTION OUTLOOK published monthly by the Utility Contractors’ Association of New England, Inc., 300 Congress Street, Suite 101, Quincy, MA 02169; Tel: 617.471.9955; Fax: 617.471.8939; Email: jmahoney@ucane.com; Website: www.ucane.com. Statements of fact and opinion are those of the authors alone and not necessarily those of UCANE and the Construction Outlook editorial board and staff. Subscriptions are included in dues payments for UCANE members. Presorted Standard postage paid at Brockton, MA. POSTMASTER, please send form #3579 to Construction Outlook, Crown Colony Office Park, 300 Congress Street, Suite 101, Quincy, MA 02169.

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As 2020 Comes to an End, There’s Reason to be Optimistic

Although I will not believe it until it happens, it does appear 2020 will indeed come to an end! Winter is here and the holiday season is upon us. I hope everyone had a successful end to the construction season, or better yet, that you still have crews working! Either way, I hope that you are now able to enjoy some quality time with your families. I realize that may be in a different and limited way this year, but it is my sincere hope that this difficult year allows us to appreciate the many blessings we do have this holiday season, and to reaffirm what is truly important. This is also the time of year when we reflect on all that happened over the past 12 months. While that encompasses A LOT in 2020, for the purpose of this article I will focus on UCANE and our industry.

F

irst and foremost, I want to thank my fellow Officers, Board members, and our membership for their support during my first year as UCANE President. It has been my honor to serve, and in spite of the circumstances, I am proud of what we collectively have accomplished in 2020, and look forward to moving ahead in 2021.

When the COVID-19 pandemic and shutdown hit in March, there was a great deal of uncertainty. UCANE immediately reached out directly to Lt. Governor Karyn Polito and the Administration to ensure that critical utility infrastructure projects were designated as “essential services” and that with additional safety standards and protocols, vital utility infrastructure jobs could safely continue. Governor Baker and Lt. Governor Polito agreed. While circumstances dictated that most members shut down for some period of time, our industry as a whole was able to continue. As the year progressed, UCANE continued to communicate with state officials, and we were able to adjust to the “new normal” and our members did what they do best: completed their work.

However, on Beacon Hill, there is never a shortage of proposals that could have the unintended consequences of being detrimental to our businesses and our industry.

UCANE continued to successfully lobby against passage of these bills. We will continue to monitor these proposals and our ever-changing political landscape. You can read more about all of our 2020 legislative efforts as part of our YearEnd Wrap-Up beginning on page 7.

At the federal level, it is an understatement to say that there has not been much agreement or cooperation these days. However, the Clean Water Construction Coalition, with the support of UCANE, continues to successfully push for in-

DECEMBER, 2020

creased SRF funding authorizations, and we are hopeful that municipal aid and an infrastructure bill will come to fruition in the coming year.

While legislative advocacy is critical to UCANE, we offer much more than that. Our Safety Committee continued to meet in 2020. In June, we once again were one of the national leaders in the number of companies and employees who participated in the National Trench Safety Stand Down Week. We also continued to offer the latest safety updates and news to our membership on a regular basis.

Even as we gratefully put many aspects of 2020 behind us, we need to be cognizant of the challenges that lie ahead in 2021. We must continue to prioritize state and federal aid to cities and towns in an effort to minimize the financial impact of the pandemic on Massachusetts residents and ensure that critical drinking water, wastewater, and underground utility projects are not put “back on the shelf” as municipal officials are faced with difficult decisions in the months ahead. But I am optimistic that these projects will be funded and that these jobs will come out to bid. This optimism stems from the fact that 2020 highlighted to our elected officials something UCANE has said since our Association began in 1954: the health, safety, and economic well-being of our citizens is dependent upon our healthy and updated water infrastructure and underground utility systems. And you can rest assured that UCANE will continue to carry that message long after this pandemic has passed.

I want to wish you and your families Happy Holidays, A Very Merry Christmas, and a Happy, Healthy, and Prosperous New Year!

On to 2021! n

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DECEMBER, 2020

UCANE’s 2020 End of Year Wrap-Up 2020 Overview Since 2020 was an atypical year to say the least, it follows that UCANE’s 2020 Wrap-Up differs from past years as well. Normally we would use a significant amount of space to report on our annual sell out events, including our Annual Banquet, our Golf Tournament, Trade Show and Dinner Meetings. Aside from the January Installation of Officers, none of the other events were held due to the pandemic. The January Dinner Meeting was significant, however, as Marcella Albanese of Albanese Brothers, Inc., was sworn in as UCANE President.

Marcella, the first woman to serve as UCANE President, is a longtime member who has been a tireless advocate for UCANE for many years. She, along with fellow Officers Ryan McCourt of McCourt Construction Company (President-Elect), Brian Cooney of C.C.Construction, Inc. (Treasurer), Chris Valenti of GVC Construction, Inc. (Secretary), and the members of our Board of Directors continued to meet regularly throughout the year, both virtually and in-person when possible, to work on behalf of our membership and to address the most pressing issues affecting our industry.

Legislative Activity One thing that did not change in 2020 was UCANE’s advocacy efforts, which took on even greater importance in light of the many legislative bills and regulations that were proposed in response to COVID-19, in addition to the large number of measures filed at the State House. UCANE tracked this expansive range of proposals working closely with Mark Molloy of Cascade Strategies. In 2020, as the State Legislature concluded the second year of their two-year session. Massachusetts Representatives and Senators filed over 6,000 pieces of legislation.

UCANE ultimately identified and tracked over 80 of these bills that could impact our industry. Many of these bills would have a negative impact on member companies and had been refiled from the previous session, after UCANE successfully advocated against their passage. They ranged from establishing overly burdensome regulations to creating unfair advantages in public bidding laws. UCANE’s staff and our lobbyist tracked these bills, and successfully lobbied against these measure by developing position

DECEMBER, 2020

papers and written testimony, visiting legislators with UCANE members, speaking at public hearings, and otherwise informing Beacon Hill legislators about the potential negative impacts of these bills. UCANE and Cascade Strategies continue to protect and promote our industry and maintain our Association’s reputation as one of the most active and involved industry advocates on Beacon Hill.

COVID-19 When the Covid-19 pandemic escalated in March, UCANE worked directly with Lt. Governor Karyn Polito and the Governor’s Administration to ensure that critical utility infrastructure projects were designated as “essential services” and were allowed to continue. We also worked with state officials relative to the development and implementation of additional safety standards and protocols and relayed all information and updates to members in a timely fashion. UCANE also hosted webinars with law firm members Prince, Lobel, Tye LLP and Hinckley Allen LLP to address COVID related labor, employee, and federal stimulus issues. We also successfully lobbied against reactionary legislation filed at the State House in response to COVID. These bills included unrealistic extended paid leave and COVID presumption for employees that would have bankrupt companies. UCANE continues to work with legislators on proposals that protect both the employees and employers alike during these unprecedented times.

UCANE Successfully Supports Water Infrastructure Funding In the prior two years, UCANE had successfully advocated for an increase in funding for water infrastructure. With the fiscal impact caused by the pandemic, an additional increase was not going to be proposed in 2020. However, even with the economic uncertainty, UCANE successfully supported maintaining level funding in the upcoming fiscal year.

UCANE will continue to support increased funding and the need to address the $18 Billion – $21 Billion shortfall in water infrastructure funding the Commonwealth faces over the next 20 years. continued on page 9

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Wrap-Up continued from page 7 Cape Cod's Water Protection Trust, Backed By UCANE, Begins To Show Dividends In 2020 As many UCANE members know, municipalities on Cape Cod are under court order to address wastewater issues as a result of a successful lawsuit filed by the Conservation Law Foundation (CLF). This is known as the Section 208 Plan. The cost to implement the 208 Plan is estimated between $2 Billion and $4 Billion over the next 20 years. The 208 Plan is critical to protecting Cape Cod’s drinking water, its beaches, and its coastal industries from excess nitrogen loads created primarily by failed septic systems.

Establishment of a Cape Cod Water Protection Trust was heavily promoted and supported by UCANE and others in order to establish a funding source to help pay for the sewer infrastructure on Cape Cod mandated by the Section 208 Plan. The 2.75% tax assessed to all short term rentals (hotels, motels, homes) on the Cape will be dedicated to assisting the 15 Cape Cod towns and will provide a financial subsidy in the form of a principal forgiveness grantLubricants to townshalf-page that move forward with the necessary Burke ad 7-31-20.qxp_Dennis K Burke Inc 8/2/20 infrastructure projects. In 2020, progress continued

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with several projects being approved at town meetings, coming out to bid, and wastewater management plans being finalized. The implementation of Section 208 will improve the health and well-being of people living on the Cape and will ultimately mean greater opportunities for UCANE contractors for many years to come.

Authored Legislation UCANE authored and filed legislation on behalf of our industry for the 2019-2020 State Legislative session. New legislation includes An Act Relative to Closing the Water Infrastructure Funding Gap with Water and Sewer Connection Fees. This new bill would create a dedicated revenue stream for water infrastructure for the first time. UCANE also filed a bill to expand competition on Water and Sewer Treatment projects by allowing a 10-year DCAMM lookback in that specialized category. UCANE also filed An Act Relative to the Timely and Consistent Payment of Law Enforcement Personnel in an effort to ensure consistent bidding practices with awarding authorities for payment of police details, and UCANE also refiled its Dig Safe revision bill. These bills made significant progress in this session, UCANE will again file PM these proposals in 2021.

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Wrap-Up continued from page 9 UCANE/Municipal Officials UCANE continued to work with several municipal organizations and officials to advocate for increased investment in water infrastructure through the Clean Water Trust and other revenue sources. Every year we regularly meet with the Mass. Municipal Association (MMA), Mass. Highway Association (MHA), and the Norfolk Bristol Middlesex Highway Association (NBM).

In addition, in 2020 UCANE established a task force with MHA and NBM public works officials to begin an effort to standardize bid documents and specifications. We will continue to partner with public works and municipal officials on issues that affect our industry.

New Massachusetts Paid Family and Medical Leave Law (PFML) 2020 saw employers continue to make contributions to the new Massachusetts Paid Family and Medical Leave Law. Most benefits will become available beginning January 1, 2021 with full implementation by July 1, 2021. UCANE met with the Executive Office of Labor and Workforce Development and was able to successfully advocate for changes to the final regulations that took into account the unique nature of the construction industry. We also supported an important amendment to the legislation to ensure that employers’ contributions to the fund were not in conflict with federal labor laws.

Chapter 259 of the Acts of 2014, which introduced a wide range of provisions to assist the water and sewer funding needs of municipalities and of the State in general. UCANE continues to be a driving force in the WIA, providing research, information, testimony, and advocacy materials for other members. UCANE also continues to participate in public relation campaigns for water infrastructure, including being a sponsor of the national “Imagine A Day Without Water” campaign, for the fourth consecutive year.

Construction Outlook Magazine 2020 was again a very successful year for UCANE’s monthly publication, Construction Outlook magazine. The publication’s circulation continues to grow and, in addition to our membership, includes all 351 municipal DPW Directors, all State Legislators, Constitutional Officers, as well as our Congressional delegation. Several member companies and interesting projects were the subject of cover stories highlighted in the magazine.

We also continued our series of interviews with legislative leaders, as well as UCANE Board members. Our readers are also kept informed each month on the latest safety, legal, legislative, financial, and IT continued on page 13

Wage Theft Legislation There was once again a significant effort to pass wage theft legislation in 2020. UCANE recognizes that wage theft hurts workers and responsible employers, but the proposed legislation goes too far and could unfairly punish a contractor for the actions of any tier of subcontractor, regardless of the general contractor’s knowledge of such actions. UCANE supports enforcement of the many existing laws already in place on this issue and was part of a coalition that has successfully lobbied for alternative measures to combat the nonpayment of wages. UCANE will continue to work to protect its members from unfair legislation.

Water Infrastructure Alliance UCANE has been an active member of the Water Infrastructure Alliance (WIA) comprised of construction, environmental, and engineering companies that promote clean water investment in Massachusetts.

The investment is needed to close an estimated $21 billion funding gap for water and sewer needs that is projected in the Commonwealth over the next 20 years. It has been six years since the passage of

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Wrap-Up continued from page 11 issues that are important to their businesses. Construction Outlook is well known at the State House and throughout the industry as the premier magazine for the underground construction industry.

Asbestos Removal Training Course UCANE has continued to offer its members both the 8-hour Class II Asbestos Training Course and the 4-hour Refresher Course (required every five years) in conjunction with ATC Associates, Inc., of West Springfield, MA. Both OSHA and the Department of Labor Standards have approved these courses, which were jointly developed by UCANE, MassDEP, and MWWA. UCANE also successfully lobbied for a temporary virtual training option due to the pandemic. Over the last nine years, more than 700 individuals have received Asbestos Cement Pipe (ACP) Worker Safety Certificates through UCANE. This number includes attendees from over 50 construction companies, as well as representatives from MassDEP, MWRA, MWWA, and municipalities.

Concrete Sidewalk Spalling Problems As a result of multiple complaints from member

DECEMBER, 2020

contractors that new winter deicing products and procedures were causing spalling of new concrete sidewalks, UCANE convened several meetings with members and brought in CIM and MaCAPA representatives as well as concrete and deicing industry experts to determine a solution to this problem.

UCANE advised all municipalities and contractors to be aware of this potential problem as they poured new concrete walks or planned their ice and snow operations.

Throughout the prior year, the three Associations attended multiple meetings with MassDOT engineers to review old specifications, changes in cement products and additives, and current deicing products and application methods.

Although a silver bullet type solution was not found that would solve the spalling issue, MassDOT did produce a revised version of their concrete sidewalk specifications, which included a mandatory concrete sealer requirement, which should improve resistance to deicers as further research continues.

UCANE also partnered with MaCAPA and CIM to offer a concrete sidewalk certification program approved and required by MassDOT. continued on page 15

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Wrap-Up continued from page 13 MassDEP, MWRA, & BWSC UCANE maintains relationships with the leadership and decision makers at MassDEP, MWRA, and Boston Water & Sewer Commission (BWSC) and continues to attend MWRA Advisory Board meetings and held virtual quarterly meetings with MassDEP in order to keep up with discussions on budgets, capital planning, etc.

Although UCANE was unable to hold its annual Forecast Dinner where the heads of the MWRA, BWSC, and the MassDEP present their annual forecasts detailing the upcoming 2020 list of projects to be bid and their respective agency funding commitment, we did publish their capital projects and programs in Construction Outlook. In 2021, UCANE will continue to work closely with all of these agencies to promote the need for increased infrastructure investment and keep the membership informed of capital programs.

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Workplace Safety is always a top priority for UCANE. In 2020, we continued to provide members with updates on the latest safety issues, changes in safety legislation at both the State and National levels, and best management practices when it comes to providing a safe jobsite. Email alerts are broadcast to all members when there is important breaking safety news and the Safety Corner articles in Construction Outlook magazine highlight safety topics of relevance. Safety updates are on the agenda at every UCANE Board Meeting.

In June of 2020, UCANE again participated in the National Trench Safety Stand Down Week. This was an OSHA endorsed effort in which companies emcontinued on page 17

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Along with other Construction Associations, UCANE continued to participate in the construction roundtable meetings with Massachusetts Attorney General Maura Healey and her staff at the Fair Labor

Division to discuss issues of concern to the construction industry. Agenda items in 2020 included discussing the potential impact of various legislative proposals, including wage theft legislation. Other items included reviewing bid protest decisions, prevailing wage issues, abuse of the current sick leave law, and MBE/WBE compliance goals. UCANE looks forward to continuing productive roundtable discussions with the AG and her staff in 2021.

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Wrap-Up continued from page 15 phasized trench safety by planning a toolbox talk or other safety activity to take a break and emphasize the importance of trench safety. By the end of the week, 23 UCANE member firms representing over 2,200 employees had participated, one of the largest participations by any Association in the country.

UCANE also provided members access, for a third year, to a Silica Data Sharing program, so that members could comply with the new silica standards that went into effect in 2018.

UCANE's Safety Committee met regularly in 2020. The Committee hosted Peter Barletta, from the Region 1 OSHA office, to update members on the latest OSHA activity and in particular OSHA’s new Trench Emphasis Program. Other topics included updates on the City of Boston regulations, DPU citations, revisions to Dig Safe Regulations, cell phone policies, and the latest information on drug and alcohol testing policies.

In 2020, UCANE and our Safety Committee also made it a priority to address the pandemic and its impact on the construction industry. UCANE produced a model COVID Safety Plan for our members to use in an effort to keep their employees safe and their jobsites

open. UCANE kept our entire membership informed via email alerts of all the latest COVID related CDC, State, and City of Boston regulatory changes to business operations within hours of them being announced.

Dig Safe Regulations As members are aware, the Massachusetts Department of Public Utilities (DPU) surprised the underground industry by issuing a complete rewrite of the Dig Safe Regulations under an emergency order in the summer of 2019. The order was issued as a response to the dramatic and extensive gas disaster that occurred in the Merrimack Valley, although that incident did not involve Dig Safe regulations. UCANE submitted lengthy testimony and recommendations to DPU. Many of our comments were taken into consideration by DPU and a second revised set of Dig Safe Regulations was issued. The DPU invited UCANE to a forum to further discuss the new regulations. In 2020 UCANE met with newly appointed DPU Pipeline Safety Director Richard Enright to discuss UCANE related issues and we will continue to work with DPU and other stakeholders in 2021 to help make Dig Safe Regulations fair and practical to our industry, while maintaining maximum safety to the public. continued on page 19

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Wrap-Up continued from page 17

With the help of current members, we will continue our efforts to add additional members who will benefit from joining our Association and will help to strengthen our industry.

National Legislative & Industry Initiatives UCANE continues to be an active member of the national contractor’s group, the Clean Water Construction Coalition (CWCC), which has grown to 28 member Associations representing more than 11,000 contractors nationwide. CWCC maintains a strong presence in Washington, D.C. and promotes the need for clean water funding. Last year our group met with members of the Massachusetts Congressional delegation, as well as fellow CWCC contractors from across the country to discuss local and national water infrastructure issues.

The CWCC continues to prioritize increased funding for the Clean Water and Drinking Water State Revolving Funds (SRF) Program, as well as the more immediate need for a stimulus package that contains aid to cities and towns for utility infrastructure projects, and the passage of a comprehensive infrastructure bill.

Membership In 2020, UCANE welcomed a total of 17 new members to its current roster of over 250 members.

Member Communications UCANE relayed the latest COVID related information and updates to members as soon as it became available.

Once again, the UCANE Industry Directory was sent to all Municipal DPW Directors in the state. Our Directory also includes an “Emergency Services” section to provide DPW officials with quick contact information to reach UCANE members in case of a local emergency.

UCANE sent monthly e-newsletters informing members of the latest construction and legislative related issues. As a complimentary feature to support our “Buy from UCANE Members Program” our e-newsletter includes Construction Outlook advertisers’ ads on a rotating basis, at no additional charge.

UCANE’s website and social media-feeds are also updated daily with the latest industry news. continued on page 21

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Wrap-Up continued from page 19 UCANE’s website makes it easier for members to access information on seminars and meetings.

It includes online versions of Construction Outlook magazine, as well as a list of all of our advertisers and links to their websites.

UCANE continues to increase its outreach to public officials and stakeholders through a variety of social media platforms such as LinkedIn, Twitter, and Facebook.

College Scholarship Program Thanks to the generosity of our members at our 2019 Scholarship Auction, and those members who funded Scholarships, in 2020 UCANE once again awarded twelve $2,000 college scholarships to High School Seniors and current college students who are the children and grandchildren of UCANE members and their employees.

UCANE's Many Charitable Endeavors • Supported Leukemia & Lymphoma Society of MA in honor of the Federico Family.

• Supported the Diabetes Foundation in honor of the Benard Family and McCourt Family.

• Supported the Joe Andruzzi Foundation to assist cancer patients in honor of Joe Andruzzi.

• Sponsored the Mystic River Herring Run & Paddle to support the Mystic River Watershed Association.

• Supported Pan-Mass Challenge through Joel Lewin (Hinckley Allen, LLP); Tom Descoteaux (R. H. White Construction Co., Inc.); and Bob Magliozzi (L. Guerini Group, Inc.).

• Supported the “Rodman Ride for Kids” through Rodman Ford Sales, Inc. • Supported the Alzheimer’s Association in honor of the Richard Pacella Family.

• Supported the McCourt Foundation in honor of Frank and Richard McCourt.

• Supported the Massachusetts Hospital School in honor of the John F. Kennedy Family.

• Supported the Disabled American Veterans (DAV) through Dan Mahoney (MBO Precast, Inc.).

• Supported the Cystic Fibrosis Foundation through Centinel Financial Group • Supported Brigham and Women’s Hospital • Supported many other local charities and individuals throughout the year. n

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Massachusetts House and Senate Pass FY21 Budget; Reconciled Version Heading to the Governor Soon

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he Massachusetts legislature saw the month of November as the window to close in on a fiscal year 2021 budget. Having waited to see if the federal government would provide financial assistance and having had time to discern the true revenue picture from state tax revenue, the respective Ways and Means Chairs unveiled generally similar budget proposals that were passed after a series of amendments over a two-week period.

On the House side, House Ways and Means Chair Aaron Michlewitz led the lower branch through the process of adopting a $46 billion budget. According to the Massachusetts Taxpayers Foundation’s (MTF’s) analysis of the House budget, “with four consolidated amendments adding $24.53 million to spending, the budget, totaling $46.06 billion, is approximately $285 million larger than the Governor’s $45.78 billion revised budget and 5.7% percent greater than the FY 2020 General Appropriations Act (GAA) spending of $43.6 billion. Notably, the House included $40 million for the administration of the Massachusetts Department of Environmental Protection (MassDEP); level funded the contract assistance line-item for the Clean Water Trust (CWT) at slightly over $63 million; and included an increase in the Commonwealth Sewer Rate Relief Program to $1.5 million.

On the Senate side, Senate Ways and Means Chair Michael Rodrigues shepherded the upper branch through a budget process focused more on earmark adoption than policy adoption. Again, the MTF analysis found “[t]he Senate budget, totaling $46.15 billion, is approximately $90 million larger than the House plan and $375 million more than the

DECEMBER, 2020

Governor’s $45.78 billion revised budget released in October. In total, MTF concluded, “[t]he House and Senate budgets would increase spending by approximately $1.5 billion more than the Governor’s FY2021 budget plan of $44.57 billion released in January before the pandemic – a 3.6 percent hike despite the anticipated loss of $3.5 billion in tax revenues.” With respect to matters of interest to UCANE, the Senate budget provided less direct appropriations for the MassDEP, but it was slightly higher than last year’s funding; the contract assistance line-item for the CWT was the same as the House’s and, in an annual tradition, the Senate did not provide funding for the Commonwealth Sewer Rate Relief Program. (Note: funding for Commonwealth Sewer Rate Relief Fund is usually included as part of the Conference Committee report.)

At the time of this writing, the Massachusetts legislature is still reconciling the differences in the House and Senate budget proposals through an appointed Conference Committee. It is anticipated that the final Conference Committee report will be sent to the Governor for his approval (or disapproval) shortly.

In any event, the Massachusetts legislature will leave itself enough time to consider overriding any vetoes the Governor may submit that do not sit well with House and Senate leadership.

For more information about the budget process, please visit: https://malegislature.gov/Budget/ FY2021/GovernorsBudget. To learn more about the Massachusetts Taxpayers Foundation’s analysis, please visit: https://www.masstaxpayers.org/. continued on page 25

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Legislative Update continued from page 23

T

Baker-Polito Administration Announces Expansion of Innovative “Greening the Gateway Cities” Program

he month of November saw a series of announcements from the Baker-Polito Administration on a variety of grant program awards.

Of note, in late November, the Governor announced the expansion of the Greening the Gateway Cities Program (GGCP) to the cities of Fitchburg, Lowell, Salem, and Westfield, and awarded $370,000 in grants to 11 cities and 10 non-profits to support tree planting in urban communities through the program.

Through GGCP, the Massachusetts Department of Conservation and Recreation (DCR) works with 18 Gateway Cities throughout the Commonwealth to increase tree canopy cover in urban residential areas, especially Environmental Justice neighborhoods.

The Greening the Gateway Cities Program seeks to reduce energy use, reducing flooding from stormwater runoff, and improve the quality of life in these cities, especially during the increasingly hot summers in Massachusetts, through the planting of thousands of trees. Trees have the ability to cool neighborhoods and reduce the “urban heat island” effect where large areas of pavement cause significantly hotter living conditions. The plantings will be focused in environmental justice neighborhoods, which include areas with over 25% of residents who are low income, minority or non-English speaking. DCR foresters will work with neighborhood non-profit organizations to help with outreach and community support.

To support the GGCP, the state will invest over $5 million over the next year in state capital and energy efficiency funds to plant over 8,000 trees averaging six feet in height within the 18 Gateway Cities. The program will train crews in proper tree planting and care,

and many employees could find permanent work in the landscaping industry. The Governor’s announcement also includes the launch of two new grant programs, the Greening the Gateway City Municipal Grant Program and Greening the Gateway City Non-Profit Grant Program, which make funds available to Gateway Cities and local non-profits for program assistance. By lessening local costs, municipal grants give public works resources they need to plant in collaboration with DCR. In total, the Baker-Polito Administration is awarding grants to 10 local non-profits in the Gateway Cities to support outreach and tree care, and to 11 municipalities to support public tree planting with the removal of pavement and other impervious material, and the addition of soils and permeable material. Cities and non-profits are also working on locating and restoring vacant lots to ready them for tree planting.

With a defined goal to increase the urban tree canopy to 5%-10% in select neighborhoods in each Gateway City, the program is expected to reduce heating and cooling costs by approximately $230 a year for an average household once the trees reach maturity. To date, the program has planted over 27,000 trees in 14 Gateway Cities – the equivalent of adding 550 acres, or nearly one square mile, of new forest to these cities.

Planting will continue in those cities in addition to new cities being added this fall. Residents who sign-up for the GGCP will be provided planted trees at no cost as long as they commit to water the trees for two years.

To learn more about this innovative program, please visit: https://www.mass.gov/service-details/ greening-the-gateway-cities-program. continued on page 27

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Legislative Update continued from page 25

Latest MassWorks Grants to Fund Infrastructure Projects for Economic Recovery

A

s referenced in the previous article, November saw an increasing amount of grant award announcements. To some degree, the announcements coincide with established programs, but also the recognition that the Commonwealth’s revenue picture for this budget cycle is not as dire as previous estimates. To that end, the 2020 round of the MassWorks Infrastructure Grant Program was announced late in the month of November. This year’s awards will invest nearly $68 million in 36 projects to support housing, economic development, and road safety projects in 35 cities and towns across the Commonwealth.

According to a press release from the Governor’s Office, the 2020 MassWorks awards will help create more than 3,500 new housing units, including over 1,000 affordable units; resulting in more than 3,900 new jobs, supporting over 7,000 construction jobs, and leveraging more than $1.6 billion in private investment. Among this year’s projects, 23 are reactivating underutilized sites, 20 are transit-oriented developments, 14 have a mixed-use component;

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nine are in Gateway Cities, and eight are roadway projects in small and rural communities. Additionally, eight towns are receiving their first ever MassWorks award. The projects funded by the 2020 awards were selected through a competitive process that received 100 applications, totaling nearly $208 million in requests. For UCANE’s purposes, many of the MassWork grants either directly or indirectly support the creation or maintenance of the Commonwealth’s water infrastructure system.

During this round of 2020 MassWorks grants, the Baker-Polito Administration prioritized projects that are at an advanced stage of planning, design, and permitting. These projects are ones that are ready to start construction in the spring of 2021. Each year, the MassWorks program allocates 10% of awarded funds to assist municipalities with populations of 7,000 or less in completing roadway safety projects. Towns like Avon, Buckland, Harvard, Phillipston, and Plainfield will see extensive roadway improvements as well continued on page 29

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Legislative Update continued from page 27 as upgrades to culverts and underground water and sewer utilities along critical thoroughfares utilized by emergency first responders, school buses, residents, and commuters. These MassWorks-funded projects will improve public safety, prevent the need for lengthy, long-term detours, and preserve housing density.

Since 2015, the Baker-Polito Administration has invested nearly $533 million in grant funds to support public infrastructure projects, with 259 awards spread out across 157 cities and towns. These grants have unlocked and leveraged over $10.8 billion in private investment, supported the creation of more than 17,000 new housing units, and led to tens of thousands of new permanent construction jobs.

The MassWorks Infrastructure Grant Program, administered by the Massachusetts Executive Office of Housing and Economic Development, is a competitive grant program that provides a flexible source of capital funds to municipalities and other eligible public entities for public infrastructure projects that produce housing, create jobs, and generate additional private sector investment. For more information about this round’s awardees, please visit: https://www.mass. gov/service-details/massworks-2020-awards continued on page 31

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Legislative Update continued from page 29

I

Is the Transportation and Climate Initiative Moving Forward in Massachusetts?

n November, both Commonwealth Magazine and the Boston Herald highlighted the question of whether the Governor’s proposed regional Transportation and Climate Initiative will be moving forward in light of the impact of the COVID-19 pandemic. At the same time, a new study was released from the Tufts University Center for State Policy Analysis, titled “Assessing the Impact of the TCI,” suggested that fuel prices could exceed previous estimates without the desired emissions outcome. The Transportation and Climate Initiative (TCI) is a regional collaboration of 12 Northeast and Mid-Atlantic states and the District of Columbia that seeks to improve transportation, develop the clean energy economy, and reduce carbon emissions from the transportation sector. The participating states are: Connecticut, Delaware, Maine, Maryland, Massachusetts, New Hampshire, New Jersey, New York, Pennsylvania, Rhode Island, Vermont, and Virginia.

The Center for State Policy Analysis, a relatively new public policy think tank that hews to a non-partisan, middle of the road approach, found that the proposed TCI program could be impacted by the Commonwealth’s recent trend towards remote work. Of note, The Center for State Policy Analysis’s study noted that: “TCI’s auctions would generate substantial revenue for participating states. While each state would ultimately make its own spending decisions, this revenue is intended to support green initiatives and environmental justice, with states recently proposing to devote at least 35% to underserved and overburdened communities. In our moderate-growth scenario, a 22% emissions target would generate $775 million for Massachusetts in 2022; in the low-growth scenario, it would raise $406 million.”

At the same time, the study looked to see what the impact may be on the price of gasoline and other motor

fuels as a result of the TCI model. Prior to COVID-19’s descent on the Commonwealth, the Massachusetts House of Representatives passed an increase in motor fuels – one that proponents and opponents seized on for various arguments. In looking at potential increases to the price of gasoline, the study found: “TCI would almost certainly result in higher gas prices, and the size of the increase would depend on the stringency of the emissions target. In our moderate-growth scenario, a 22% reduction in emissions would generate a 24-cent-per-gallon increase in gas prices in 2022; in our low growth scenario, gas prices would rise 13 cents per gallon.”

For his part, Governor Baker has stated that he is still considering his next steps for TCI, highlighting his focus on managing the ongoing pandemic. At the end of November, however, Secretary of the Massachusetts Executive Office of Energy and Environmental Affairs, Kathleen Theoharides indicated that the Administration still strongly believes that the TCI is the next logical step forward – particularly where federal action is unlikely even with the upcoming change at the federal level. In any event, Governor Baker suggested that the Administration will make its final determination before the end of the year.

Whatever decision the Baker-Polito Administration makes relative to TCI will be significant. With the MBTA experiencing reduced ridership and revenue shortfalls, transportation finance will take a front seat in the 2021-2022 legislative session. Advocates continue to push for raising significant revenue – extending well past a fuel tax – to address the Commonwealth’s current transportation infrastructure.

To review The Center for State Policy Analysis’s TCI analysis, please visit: https://tischcollege.tufts.edu/research/assessing-impact-tci. continued on page 33

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Legislative Update continued from page 31

U

Unemployment Fraud on the Rise; Federal Authorities Mobilizing

nited States Attorney Andrew E. Lelling recently announced that the District of Massachusetts has been allocated funding to hire an Assistant U.S. Attorney (AUSA) to focus on prosecuting cases involving fraudulent schemes to unlawfully obtain unemployment insurance (UI) benefits and related offenses through the Coronavirus Aid, Relief, and Economic Security (CARES) Act of 2020.

The CARES Act allocated $270 billion for supplemental federal UI benefits. Additionally, $44 billion in federal Disaster Relief Funds were allocated to provide supplemental UI benefits to eligible claimants.

The substantial increase in funding for UI benefits spurred a dramatic spike in UI fraud across the country, including Massachusetts, resulting in the theft of federal funds intended to help those struggling with unemployment during the current pandemic and economic crisis.

As part of its ongoing effort to investigate and prosecute fraud stemming from the coronavirus pan-

demic, the District of Massachusetts will hire an AUSA for a one-year term, with the possibility of a one-year extension. The U.S. Department of Justice, in close coordination with the U.S. Department of Labor and other federal agencies, created the U.S. Department of Justice National Unemployment Insurance Fraud Task Force. This task force is charged with investigating numerous CARES Act fraud schemes targeting the unemployment insurance programs of state workforce agencies and will work closely with United States Attorneys’ Offices to prosecute those individuals who have fraudulently diverted these funds from those struggling with unemployment.

According to the press release issued by US Attorney Lelling’s office, the Department of Justice encourages people to report suspected fraud schemes related to COVID-19 to the National Center for Disaster Fraud (NCDF) hotline by phone at (1-866-7205721) or via an online reporting form available at: www.justice.gov/disaster-fraud/webform/ncdf-disaster- complaint-form. n

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Representative James K elcourse (R-Amesbury)

Representative Kelcourse grew up in Amesbury, MA and attended Amesbury High School. Upon graduation he accepted a scholarship to play football at Villanova University, while pursuing both an undergraduate and Masters Degree in Business. When he was in his thirties, he began taking evening classes at the Massachusetts School of Law. After passing the Bar Exam, Representative Kelcourse opened his own law practice in Newburyport. Simultaneously, he served on the Amesbury City Council as a member of the Planning Board, followed by five years as a City Councilor At Large. In 2012, he ran for State Senator as an Independent candidate, and lost.

In 2014, he decided to join the Republican party and run for State Representative and he won. He was recently re-elected to his fourth term.

Q:

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

A:

Maintaining our water, wastewater, and utility infrastructure is extremely important. Clean water, free of pollutants, is something that everyone should want. Providing safe drinking water for future generations is of utmost importance, and something I work to make sure the legislature addresses. I grew up on the Merrimack River and have witnessed the aftermath of a heavy rainfall: sewage floating down the river, on its way to dump out into the ocean. As climate change accelerates, the need for upgraded wastewater infrastructure is critical. I played a key role in passing House Bill 4921, An Act Promoting Awareness of Sewage Pollution in Public Waters. This requires sewage system operators to issue a public advisory within two hours of a sewage discharge, and every eight hours after that until the discharge has ended. The advisories would DECEMBER, 2020

be posted online, sent to subscribers via email or text, distributed to all affected municipalities, and the state Department of Public Health, and the Department of Environmental Protection.

Q: A:

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

Ultimately, making sure that businesses have the resources they need to get back to pre-pandemic operations. It is incumbent upon me, and my fellow legislators, to make ourselves available to answer questions and encourage business owners to submit applications for the various grant programs that become available, so that they can stay open and provide jobs to the people of the Commonwealth.

Q:

As we continue to recover from this crisis, please give us your thoughts on how the state will continue to provide local aid to cities and towns to help support basic municipal services, specifically water and utility infrastructure. continued on page 36

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35

Interview continued from page 35

A:

The state will continue to provide an increase in the amount of unrestricted, local aid through the federal government on an annual basis. The Commonwealth will remain committed to making the necessary investments in our water and utility infrastructure to help support basic municipal services.

Q: A:

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

I am committed to making sure that I am still available to my constituents, while taking into account COVID-19 safety guidelines. This means coming up with creative ways to meet via telephone, video conferencing, or in person meetings subject to social distancing allowing me to continue to meet the needs of my constituents and my district. Ultimately, the purpose of this job has changed, as we’ve become more committed to helping constituents through COVID-19; whether it be assisting with unemployment claims, small business loans and grants, rental and utility assistance, or food assistance. n

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Jordan Tirone

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The State of Insurance in 2020 and Attempting to Answer “Why?” 2020 has proven to be the year of the unexpected. A year filled with adversity and a year that continues to challenge our definition of “normal,” leaving us continuing to ask ourselves “What could possibly be next?”

T

his year has taught us that no person, region, or industry is immune to the impact of 2020… and insurance is no exception. While insurance took a backseat to many of our new daily priorities this year, the disruption to our market is present at every level.

While we may not be able to answer the “why” for many elements of an unforgettable year, I would like to share a few insights into solving the question as it relates to the insurance industry.

Prior to COVID-19, the insurance market had begun to experience a firming cycle of increasing rates and tightening underwriting appetites. When you add in a global pandemic and an influx of natural disasters, the market has found itself in a position that we have not seen in many years, if ever.

The most severely impacted line of insurance, which holds a significant share of carriers’ overall risk, is property (including builder’s risk). To help solve the “why,” I have highlighted three key factors driving the answer in 2020.

1: COVID-19 The property insurance market is priced using traditional actuarial data based off past and projected claims. The pandemic has presented a feeling of uncertainty- uncertainty in claim trends, lawsuits, and the potential for government involvement inflating coverage in response to the pandemic. Early estimates indicate that COVID-19 losses will lead to $40 billion – $80 billion in insurance losses worldwide.

This does not factor in the loss of premium dollars DECEMBER, 2020

generated from insureds that have downsized and/or have dissolved due to the pandemic.

The impact of these losses extends to both direct/ primary insurance companies, as well as reinsurers (insurance to the primary insurance companies). Reinsurers have had to account for the uncertainty in the underlying market claims, causing them to revisit pricing to their clients, the insurance carriers. This is a very similar situation that the market was faced with following the tragedy of 9/11, which shook the reinsurance market drastically.

2: Natural Disasters As of September 21, (Source: National Geographic) the 2020 Atlantic hurricane season had seen the most named storms in the shortest time in recorded history. This is only the second time that the National Hurricane Center has run out of traditional continued on page 39

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Insurance Perspective continued from page 37 names for tropical storms, prompting the usage of the Greek alphabet.

However, these storms although frequent, have remained on the lower end of severity relative to years past. Contrary to the COVID-19 effect on the reinsurance market, the impact of these storms is being felt much more significantly in the primary insurance space resulting in a trending negative underwriting profit (combined ratio) for carriers.

The uptick in Wildfires on the West Coast has also impacted the state of the insurance market. The final amount of claim dollars that are driven from these events has yet to be determined. However, it has been said that carriers going to think very Area Boston are critically when underwriting risks that have the potenLocations tial of widespread fire damage moving forward.

3: Social Unrest The third significant driver of property insurance activity in 2020 is the result of the social unrest across the country. Although the claim dollars that arose from these events are still yet to be quantified, they are projected to be significant. The expectation is that underwriting conditions and the appetite of carriers will change moving forward as it relates to higher exposed property in major cities.

Industry Highlight

Although many contractors have limited property exposure, the scenarios described above will be felt throughout the industry as it relates to insurance programs for contractors. Although, for most of the country, construction has been deemed essential and rather insulated to COVID-19 2 Dexter Street Everett, MA 02149 operating constrictions, there reBoston Area Boston Area mains a significant direct impact Locations Locations 431 Second Street to the construction industry and Everett, MA 02149 how insurance carriers will react 2 Dexter Street 2 Dexter Street

to the events of 2020. Certain lines Everett, MA 02149 Everett, MA 02149 of coverage within a construction firm’s insurance program are feel431 Second Street 431 Second Street ing the brunt of the market reaction.

Everett, MA 02149 Everett, MA 02149 It goes without saying that BOSTON AREA LOCATIONS

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100 Fremont Street 2 Dexter Street 431 Second Street considered a higher risk industry Worcester, 01603 Everett, MAMA 02149 Everett, MA 02149 for insurance carriers. With elevated severe claims coming out of “non-construction” industries, carriers have almost uniformly pulled back their appetite for large limits across the board and in particular the higher risk classes. This has a direct impact on the umbrella/excess market.

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Insurance Perspective continued from page 39 tain how the eligibility for this coverage extension will be determined.

“What’s Next?”

In an insurance market riddled with uncertainty, it is more important than ever for you and your team of insurance professionals to be proactive in analyzing your insurance options and devising a plan to present to your providers and potential providers. This may include tightening safety procedures (including the elements of COVID-19), consciously making efforts to close any open risk control recommendations, understanding your operations, and which “hot buttons” may impact underwriting.

I hope that this article has helped you scratch the surface of beginning to articulate the “why” behind key market changes and assist in the discussions with your providers as early as possible to acknowledge, understand, and potentially combat the impact of 2020.

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Lead Project Manager Chris Daigle, and Mechanical Project Manager Alan Pagnamenta in front of old vent piping

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Walsh Construction Company Tackles Complex Upgrades to MWRA’s Headworks Facility at Nut Island in Quincy Screening operation is well hidden, yet a key component to the successful operation of MWRA’s Deer Island Treatment Plant in Boston Harbor Heading east along Sea Street in Quincy, you will pass some picturesque beaches as you travel through this thickly settled residential area of the city known as Hough’s Neck. The 3-mile ride along Sea Street also affords you some great views of the Boston skyline as you look across Boston Harbor. When you get to the very end of Sea Street – suddenly now called Sea Avenue? – you encounter the entrance to Nut Island which, you soon determine, is not actually an island at all, but a 20-acre peninsula jutting out into Boston Harbor.

As you proceed onto Nut Island, it is not readily apparent as to where one of the most important parts of the MWRA’s extensive sewer network is located. Instead you see a beautiful landscaped park and signs inviting one to walk the hiking trails, enjoy a picnic lunch on the Harbor’s edge, or try some salt water fishing off the pier.

From 1952 to 1998, a very large –120 million gallons per day (MGD) – and problematic sewer treatment plant operated on Nut Island. But in 1998, as part of the Boston Harbor Cleanup, the treatment plant was abandoned and sewage flows coming into the plant were redirected through a 5-mile tunnel under the harbor that starts at Nut Island in Quincy and ends up at the MWRA’s Deer Island Treatment Plant in Win-

DECEMBER, 2020

throp. Nut Island Headworks now has a capacity to handle 360 MGD and operates strictly as a screening facility that removes solids, grit, and sand from “Southern System” sewage flows prior to their entry into the inter-island tunnel. The “Southern System” includes 21 MWRA member communities and represents about 30% of the total flows being treated daily on Deer Island.

This Nut Island screening operation takes up a much smaller footprint than the former outdoor lagoons and treatment beds and, much to the delight of Quincy residents and Nut Island Park visitors, this operation is almost entirely underground in a subterranean complex of concrete structures, piping, and valving out of public view.

It is here, at the tip of the peninsula, in a neatly cordoned off area adjacent to a couple of distinguished looking red brick buildings owned by the MWRA, that UCANE member Walsh Construction Company has set up its construction yard. Walsh was the low bidder in December 2019 on MWRA Project No.7548 to upgrade the Odor Control and Ventilation Systems at the screening facility. With a bid of $57,565,000 Walsh edged out two other UCANE contractors in one of the closest bidding results in MWRA history with less than $200,000 (0.3%) separating the first three bidders.

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continued on page 44

43

Walsh Construction continued from page 43

M

atthew Myles Walsh arrived in America from Ireland in 1893 to put his carpentry skills to work at the World’s Fair in Chicago. In 1898 he founded Walsh Construction. The company remained as a small family business concentrating on residential and commercial remodeling for 50 years operating almost exclusively in downtown Chicago. They incorporated in 1949 and over the next 20 years ventured into horizontal construction to supplement their building construction division. It wasn’t until 1970 that Walsh Construction secured their first $1M project. Thereafter the company saw continued growth, name recognition, and success working in both the private and public sectors. To facilitate national expansion, Archer Western Contractors was established in 1983 in Atlanta, Georgia. In 2009, Walsh Construction would expand beyond the borders of the United States and established Walsh Canada in Toronto, Today, the three companies comprise The Walsh Group. Headquarters is still in Chicago where Walsh completed its new 93,000SF state of the art office complex in 2013. The company footprint is found on hundreds of prominent buildings and infrastructure projects across the city and the company is well known for its broad-based philanthropic participation. Walsh has evolved through four generations of family leadership and is recognized as a multi-disciplined contractor providing construction and management services on high profile building and heavy civil projects throughout the US and Canada. The Walsh Group has annual revenues of approximately $5B with 8,000 employees working across 20 regional offices.

The Boston regional office was established in 1988.

Chuck Parrish has been with Walsh for 16 years and is the Area Manager in charge of the Boston location, which – over the last five years typically generated about $100M in annual volume and employed approximately 250 construction professionals, tradesmen, and office personnel.

According to Chuck, “From the Boston Office, we tend to concentrate on the heavy civil work including Transportation and Water and Sewer Treatment. We cover all the New England States. It’s a very competitive market up here, but Walsh has some great people in this region and we are building up a pretty sizable resume.”

Exterior view of Odor Control roof and site

Marty McGowan, Chris Daigle, and Alan Pagnamenta in front of the Nut Island sign

The Nut Island Odor Control Project This project was designed by Hazen & Sawyer, who are also providing the resident engineering and inspection services. With 60 offices across the country – including Boston – and seven more international offices, Hazen & Sawyer has been designing civil projects for more than 60 years. It is one of the largest engineering firms in the country with a high emphasis on water and sewer treatment and has worked for the MWRA on many prior

44

Air Intake Structure and Exhaust Chimney

“BUY FROM THE ADVERTISERS IN CONSTRUCTION OUTLOOK”

DECEMBER, 2020

About this Project:

projects. Representing Hazen & Sawyer on site is Project in filed sub-bid work, and with traditional in-person planningSystems and job meetings replaced with ZOOM,involves TEAMS, and Manager Nick Ellis and Resident Engineer Joe Greene.

The Nut Island Headworks Odor Control and HVAC Improvements project an extens WEBEX conference meetings, the start-up phase of the The team of Marty McGowan (Project Manager) and project continues was a bit bumpy and aas unique learning Odor experience rehabilitation of the facility that will Nut Island to work designed.

Control faci Jeff Bina (Construction Coordinator) keepensure an eyethat on the for all parties involved.

As supplier factories opened up project for thetank MWRA. While all the new construction is access, fuel replacement and other appurtenances willafter be rehabilitated.

This project will take approximat again some COVID shutdowns, delivery dates for taking place, John Flaherty, a 35-year MWRA veteran, and this electrical camethrough into andmonths his crew of are taskedWalsh with making sure the day36 toeight complete.

Construction will bemechanical performing workcomponents in phases slowly Monday Frid focus. to-day operation of the facility and the screening operabetween the hours of 7AM-3PM. The screening operation is a critical element in the tion continues, uninterrupted 24-7. “Our operations here overall process of treating sewage. As one might expect can sometimes change on a moment’s notice, requiring The first phase of work will begin on Tuesday, April 21, 2020. The work involves the installation of eros continued on page 47 flexibility on everyone’s part, especially if there is a rain controls (siltFlaherty. fencing“We andare straw waddles), catch basin inlet protection, tree protection, temporary chain link fen event,” says constantly communicating with Walsh’s people and to this point it has been a smooth and concrete barriers delineating work zones. The initial work will be followed by establishing a tempor working relationship.”

On site daily for Walsh are Chris Proj- are complete, the next phase of work will begin in May at construction laydown area.

OnceDaigle these(Lead activities ect Manager) and Alan Pagnamenta (Mechanical Project

Nut Islandwith facility.

Manager), Chuck Parrish providing leadership support for the project from the Boston (Norwood) office.

Walsh mobilized to the Nut Island site in April 2020 just in time to be greeted by the COVID-19 pandemic.

Public Access Although COVID Plan safety protocols for on-site construction were quickly put into place, Walsh had very limited control Access on the impact that remain COVID-19 would be having Public paths will open during construction. Please obey all posted signage on site. on its filed subcontractors and, more importantly, on the many downstream suppliers of specialty equipment that Four existing 84-inch sluice gates to be replaced needed to be purchased for the project. With over $27M

NIHW202011195

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DECEMBER, 2020

“BUY FROM THE ADVERTISERS IN CONSTRUCTION OUTLOOK” Exterior sluice gate area

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Contractor establishing work zone with concrete barriers, fences and screens at the Odor Control Ro

Walsh Construction continued from page 45 it is a difficult and often unpleasant job but one of great importance to the environment and to public health in general. Although the entire screening operation is performed below ground within massive concrete structures, there can be some rather unpleasant odors created during the process. On a continuous basis fresh air needs to be introduced to the underground vaults while simultaneously the “non-fresh odorous” air needs to be exhausted out of the vaults. Obviously, prior to exhausting the air to the atmosphere, it has to pass through an extensive network of scrubbing, disinfecting, and odor removing equipment.

Removing the soil from the Odor Control roof Contractor removing soil from Odor Control Roof The goal of the project is to replace and upgrade most of the major components of this ventilation system. This includes four new 55,000 CFM fans, 10 new 18,000 CFM carbon absorbers, upgrades of two 12-foot-diameter by 25-foot-high wet scrubber tanks, and replacement of all pumps associated with the wet scrubber air treatment system. Replacement of most of the main air duct piping, ranging in size from 60-inches to 96-inches in diameter, is also a major element of the work.

Some equipment was damaged in a fire at the facility in January 2016. Although there were no serious injuries, the fire created a temporary shutdown of the facility and exposed shortcomings in the fire suppression system Walsh’s 90-ton Grove crane lifts materials from and the ability to physically access and egress the buried below ground screening facility chambers. Upgrades to both are a part of this project along with replacing thousands of feet of electrical, hydraulic, Location of new odor control fan that will replace the fan that was damaged in the 2016 fire. and control conduit that operate the ventilation equipment.

According to Mechanical PM Alan Pagnamenta, Sign up for electronic project notifications and updates through our Everbridge service.

“The tricky part is that all the new work, including all the filed sub work must be done in multiple phases so as to keep the old ventilation system fully operational at all times.” Each existing piece of equipment to be removed April 22, 2020 must be done one at a time and cut into smaller pieces so Project updates will be posted throughout the period of construction. that it can be pulled out through the maze of existing steel conduits that seem to be everywhere throughout the facility. Getting the new component back down into the space most times involves temporary relocation of existing Back con-to top Demolition proceeds to expand access to continued on page 49 underground grit chambers

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Walsh Construction continued from page 47

A sample of conduits to be removed and replaced inside the chambers duits until the new conduits containing power and control wiring, etc. can be installed. All parts and pieces entering or leaving the chamber are hoisted through removable roof panels by Walsh’s 90-ton Grove hydraulic crane.

MWRA’s Project Manager – and Quincy resident – Marty McGowan says, “I’ve been with the Authority for 16 years and I’ve spent a lot of time on Deer Island, but this project is certainly one of the most complicated and tedious ones that I’ve been involved with. The three-year contract term may sound like a long time, but we’ll need every day of that to carefully coordinate and execute the work. We have a very strong project team working together to make each step in the schedule as efficient as possible and to rapidly address any surprises.”

Coordination of these multiple phases with multiple filed subcontractors is up to Lead PM Chris Daigle. “Most of my sub-trades require more than a dozen separate phased

operations,” says Chris. “Sometimes I feel like a choreographer out here only some members of my “dance” team are better dancers than others.” With COVID-19 continuing to cause disruptions across all industries, Chris certainly has his work cut out for him.

Walsh will self-perform the civil elements of the work including modifications and extensions to portions of the existing roof on the underground facility; creation of improved accessways in and out of the chambers; replacement of four new 84-inch stainless steel sluice gates; removal and replacement of two 20,000-gallon fuel oil tanks; and restoration of all disturbed surface areas.

UCANE Associate Members supporting Walsh with goods and services include F.W. Webb Company (piping and valves), Liddell Brothers, Inc. (project signage), Schmidt Equipment and United Rentals (Equipment Rentals), Taylor Oil Company (Fuel), and Travelers (Bonding).

UCANE is proud to count Walsh Construction Company as a valued member of our Association. We wish Chuck Parrish and the entire Walsh Group success on the Nut Island Project and throughout all their operations in the years ahead! n

DECEMBER, 2020

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The City of Quincy and the Boston Harbor Cleanup The City of Quincy has long been an integral part of any discussion that concerns Boston Harbor. Located just several miles south of Boston, the “City of Presidents” has 27 miles of coastline, one of the largest bays (Quincy Bay) within the harbor, and contains Wollaston Beach – the largest public beach fronting Boston Harbor.

Location respecttotoHough's Hough’s Neck Boston Harbor (inset).

LocationofofNut NutIsland Island with with respect Neck andand Boston Harbor (inset).

Q

uincy has been an important partner with Boston in the long history of dealing with wastewater flows from the two cities (and eventually from 41 other communities surrounding Boston) that utilize Boston Harbor for disposal of sewage effluent. Today, with a population of 98,000, Quincy is the third largest, behind Boston and Cambridge, member of the MWRA. In the 1880s Boston began construction of what would be, at the time, one of the country’s first major sewer systems. Sewage flows, mostly from downtown Boston, were directed via pumps and force mains to a very primitive treatment facility located on Deer Island, one of about 30 islands within Boston Harbor. Deer Is-

DECEMBER, 2020

land, owned by the City of Boston, was located just off the shores of the Town of Winthrop. In 1938 the island was connected to the mainland in Winthrop by filling in some of the harbor, assisted by a major hurricane of the same year. This transformed Deer Island into a peninsula with the only land access being through Winthrop and it remains that way today.

In the 1940s the City of Boston created another peninsula off the shores of Quincy when they filled in 15 acres of marsh to reach their five-acre island known as Nut Island. In 1952 Boston’s Metropolitan District Commission (MDC) constructed a sewer treatment plant on Nut Island that would treat the continued on page 52

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51

City of Quincy continued from page 51 ever-increasing sewer flows that were coming from Quincy and other towns expanding in population south of Boston City Proper. Again, the only land access to the Boston owned treatment plant on Nut Island was, and remains, through the City of Quincy.

With its dramatic presence on the harbor, Quincy businesses and residents have historically, and expectedly, invested heavily into recreational and commercial uses of the harbor. As such, City officials have been at the forefront in monitoring not only the wastewater treatment facility at Nut Island, but the quality of the water within Quincy Bay and throughout Boston Harbor. Despite the 1952 addition of the Nut Island Plant, and despite a major upgrade to the Deer Island Plant in the 1960s, the 1970s showed continued deterioration of water quality in Boston Harbor. The City of Quincy became a constant critic of the MDC and a continuous advocate for increased state and federal investments into wastewater treatment at the two MDC owned treatment facilities – Deer Island to the North and Nut Island to the South. continued on page 53

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City of Quincy continued from page 52 Eventually, it was the City of Quincy that filed the initial lawsuit in 1982 against the MDC and the Boston Water & Sewer Commission charging them with violations of the federal Clean Water Act. The action was spearheaded by a young Quincy City Solicitor named Bill Golden who was appalled by the raw sewage he encountered one day during his jog along Wollaston Beach. Golden would later represent Quincy as state senator and he reinforced his commitment to clean up the harbor by co-founding the environmental group Save the Harbor/Save the Bay in 1985. That grass root non-profit became an outspoken supporter of the Quincy lawsuit and a major force in forming public opinion favorable to cleaning up the polluted harbor. Save the Harbor/ Save the Bay continues today as a powerful environmental advocate.

The Quincy suit eventually led to the dramatic downsizing of the MDC, the creation of the Massachusetts Water Resources Authority (MWRA) in 1985, and a court ordered cleanup of Boston Harbor. Directed by Judge – and environmentalist – Paul Garrity, the Commonwealth was tasked with investing billions of dollars into their sewer systems on an aggressive construction schedule in order

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The massive project peaked in 2000 with the opening of the (new) Deer Island Treatment Plant.

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Another major component of the “Boston Harbor Cleanup” was the construction of a five-mile-deep rock tunnel between Nut Island and Deer Island . This difficult project was performed by former UCANE contractor Modern Continental Construction Co. The 12-foot diameter tunnel was completed in 1998 at which time sewage influent that was coming into Nut Island for treatment was diverted through the inter-island tunnel to Deer Island for treatment. By 1999, the old treatment basins and sludge beds on Nut Island were decommissioned and dismantled much to the joy of Quincy residents. n

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Patrick W. Saltmarsh Corporate Safety Director J. Derenzo Companies

Pulling Back the Curtain

I

“Accepting help is its own kind of strength.” ~ Kiera Cass

f you have ever submitted your company’s Health and Safety Manual for review by a prequalification company, or applied for workers compensation insurance, then you have painfully endured the scrutiny of your written programs. These third-party compliance companies review and critique safety programs on behalf of property owners, management companies, and general contractors, in order to qualify subcontractors that align with their organization’s standards.

My first encounter with a pre-qualification company occurred just over five years ago, and has progressed and diversified ever since. In the beginning, the process was extremely frustrating and quite painful, resulting in many evening hours spent late in the office editing, re-editing, and sometimes scrapping an entire section of the safety manual and starting over. The silver lining to this story is this; after each edit and re-edit, eventually you complete and submit a revised and improved Health and Safety Manual, one that you can be proud of.

The complexity and detail of your written safety program is based on the size of your company, as well as the potential risks associated with your particular work. Years ago, companies would often create a safety manual that was simple, easy to refer to, and contained basic safety principles. Today however, pre-qualification companies often require sections on items such as Quality Assurance-Control (QA-QC), Emergency Action Plan, Worker Welfare Policy, and Employee Training Matrix, to name a few.

Companies that desire a high level of quality for their customers, should be equally driven to produce a high-quality Health and Safety Manual for their emDECEMBER, 2020

ployees. Improving these programs requires measuring the quality, identifying gaps, seeking ideas and opinions on how to close those gaps, implementing the best ideas, and giving thanks to those who assist you. Relying solely on your own thoughts and intuition can result in self-deception and a false valuation of your safety manual and its programs. To improve upon these programs, is to be humble, realistic, and to not let your pride get in the way of asking others for their assistance.

Through the years, I have been fortunate enough to build and foster relationships with other safety managers across multiple industries. It is these relationships that I often tap into and reach out to those who have more experience in a particular area (i.e. continued on page 56

Continually improving and revising your Health and Safety Manual, allows you to stay current and improve upon the safety programs your field employees abide by.

“BUY FROM THE ADVERTISERS IN CONSTRUCTION OUTLOOK”

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Safety Corner continued from page 55 QA-QC, Drug and Alcohol Policies, etc.) and have them review and edit sections of my safety manual or targeted training programs for improvement.

Looking to your network shouldn’t be viewed as you “needing” help, nor requesting someone to assist, but rather a professional exchange of information and nurturing long-term, mutually beneficial relationships with people grinding away each day like you. So, shelf your pride, Pull Back the Curtain, and invite others in your network to read and review your safety programs. In the end, your programs will improve, and your network will grow stronger. n

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Greg Norris, B2W Software, Inc.

Avoid Costly Payroll Violations

by Tracking Labor Hours with Electronic Field Logs Trading timecards and spreadsheets for software makes it easier to get the numbers and the rate classes right

R

eal-time data from the field to keep projects profitable is the top reason contractors step up from paper timecards and spreadsheets to specialized software for field tracking, but there’s another financial benefit too.

Payroll errors are not taken lightly. Attorney Generals throughout the U.S. recoup millions of dollars in fines and back wages every year from businesses that violate the myriad of payroll laws that vary from state to state. Whether the payroll errors are intentional, inadvertent, or even careless mistakes by a payroll clerk, most states (including Massachusetts) can still consider the error to be a violation subject to penalties.

The construction industry has some very high hourly wages and more complicated payroll classifications than most industries, especially when performing prevailing wage work. These facts often make contractors a target for AG’s looking to enforce payroll regulations.

Recording daily performance, including labor hours, with electronic field logs makes it easier to get payroll right and avoid costly penalties.

Laws regulating prevailing wages, overtime, benefits and other labor issues protect workers but present administrative headaches for contractors.

Recording and classifying hours precisely in a fastpaced and dynamic environment is hard. That’s true even for construction companies with the best intentions. Outdated processes that rely on paper, spreadsheets and occasional guesswork don’t help.

Capturing how many hours employees work is DECEMBER, 2020

Electronic field logs make it easier for contractors to enter and classify the hours of employees correctly to avoid payroll errors.

step one. Specialized software prompts supervisors to enter regular, overtime, double time and any special circumstances in a structured, consistent manner. Experience proves they are more likely to record and verify hours each day with user-friendly electronic logs than with timecards or spreadsheets. The daily cadence, when information is fresh, is far more accurate than waiting until the end of the week, rushing to meet a submission deadline and trying to recall what happened days ago.

Automated error checking with a software system helps too. Missing hours, individual hours that don’t match total hours for a crew, hours for the same employee on two different logs simultaneously and other common mistakes will trigger an alert. The softcontinued on page 59

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Technology in Const. continued from page 57

ferent prevailing wage scales over the course of a week.

Coding hours correctly in situations like this is ware can require a correction before the log can be tricky, but software improves accuracy. Contractors submitted. Electronic signatures, time stamps and can build a specific, limited number of labor rate GPS capabilities validate when, where and by whom classes into a particular field log. Drop-down menus hours were recorded and approved. These features then make it simple for supervisors to view and select further limit accidental or intentional errors. from these options when they assign hours. Limiting Logging the pure number of hours worked is usuthe available labor types to only those relevant to the ally the easy part of payroll processing. Classifying employees and the work associated with a specific hours correctly according to the jobsite and type of project makes it harder to make mistakes. work performed is harder. As the number of employSupervisors in the field are spared from searchees and the scope of work grow, this challenge ining through dozens or hundreds of labor codes in a creases proportionally. book or spreadsheet and trying to decide which one The degree of difficulty multiplies further when to use. The electronic log also minimizes entering workers fill multiple different roles or work on both codes incorrectly or illegibly, which happens more ofpublic and private projects or deploy to more than ten than most contractors want to admit. one state – sometimes in the same week or even Accounting departments catch mistakes often but on the same day. Employees in these scenarios that not always when they certify payroll. Inefficiency and work independent of a supervisor and crew, such as opportunities for error go way up, however, when peoa transport driver or an equipment operator, add yet ple in the office and the field have to exchange emails, another layer of complexity. text messages and phone calls to clarify hours. CodA utility contractor may have a worker who installs ing accurately and immediately in the field eliminates pipe one day and is a laborer the next. An employee this chaos. Electronic data transfer directly from the could operate an excavator on a state DOT project for electronic field log to the accounting system further six hours and then leave the site and spend two hours streamlines the process, minimizing redundant data moving that machine to a private jobsite. A mechanic or entry and the accompanying chances for mistakes. welder might work at sites in two or three states with difFinally, if disputes, audits or investigations over labor hours come up, software-based field tracking systems provide another clear advantage. Contractors can Water Works Specialist John and Sons Inc.or many go Hoadley back a month, a year Water Works Specialist Tel:781-878-8098 Fax:781-878-5298 Water Workswith Specialist years just a few mouse clicks Tel:781-878-8098 Fax:781-878-5298 Tel: 781-878-8098 Fax: 781-878-5298 and get a detailed, valid record of exactly on a jobsite “Our Products the Most Trusted NamesNames in theinIndustry” “OurIndustry” Products Are the Most Trustedwhat Nameshappened in the Industry” “OurAre Products Are the Most Trusted the on a day.

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Yarmouth Voters Approve Wastewater Treatment Funding WEST YARMOUTH — Town Moderator Ken Mudie, presiding over town meeting action for the first time November 17, told the scattering of voters that the decision had been made to pare the warrant down to less than half its size, based on concerns over rising COVID-19 numbers.

Voters then dealt with the remaining six articles on the warrant in about 40 minutes.

T

hat was enough time to take some significant steps toward installation of a regional wastewater treatment system that has been delayed for several years.

Voters authorized a transfer of $256,000 from the Septic Loan Fund, which holds money paid back from previous loans, and $280,000 in free cash to help pay for design and engineering of the sewer network that will be installed when the state Department of Transportation overhauls Route 28.

The town expects to save a considerable amount by synchronizing the sewer installation with the state’s roadwork. Reconstruction of Route 28 is set for 2023, so the town needs to get the design work done prior to that.

If the town isn’t ready in time, it would have to wait five years after Route 28 reconstruction is completed to dig up the road again to lay sewer pipe.

Municipal Water Fund Established Voters also authorized adoption of a 0.78% property tax surcharge to generate $500,000 for the Municipal Water Infrastructure Investment Fund annually.

The surcharge will be offset by a corresponding exemption to the Community Preservation surcharge taxpayers now pay, which was also approved Tuesday. The article exempts the first $100,000 of real estate value from the community preservation tax.

The exemption will decrease the amount charged to

DECEMER, SEPTEMBER, 2020 2016

taxpayers by about $500,000.

One voter pointed out that the arrangement will result in a tax increase for homes that are valued above the median priced property in town, since the amount saved from the $100,000 exemption from the community preservation tax will be less than the 0.78% surcharge on their properties.

Finance Director Ed Senteio said 73% of the taxpayers would pay less tax or the same tax. The remainder would pay slightly more.

“This is just one piece of the puzzle,” Selectman Tracy Post said. “We gave the staff a directive to accomplish this being as tax neutral as possible. I think it was a great solution.”

The wastewater surcharge and exemption on the first $100,000 in value from the community preservacontinued on page 64

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63 00

Spotlight on Cape Cod continued from page 63 tion tax will need further approval via a ballot vote in the spring to become effective.

$1.8M to Cover Capital Improvements The free-cash transfer will cover some capital items postponed from the spring town meeting. On the list were HVAC repairs, computer replacements and network tweaks, a pickup truck for the Natural Resources Department, taser replacements for Yarmouth police and design and engineering for a HVAC system at the police station.

That final item was an “emergency request,” officials said.

About $1.1 million of the total will go toward road and sidewalk improvements. Those are usually paid within the tax levy rather than free cash, but officials were exercising caution because of the year’s drop in revenue. Once revenue stabilizes, road maintenance and sidewalk improvements will again be paid for within the tax levy, officials said.

About $5.4 million in free cash has been certified.

According to Town Clerk Mary Maslowski on November 18, 102 of the town’s 19,700 registered voters attended the meeting.

Written by Christine Legere. Reprinted from the Cape Cod Times. continued on page 65

Additional Capital Expenses Approved Voters approved some capital purchases for the Fire Department funded with ambulance revenue, waste management expenses covered by recycling revenue and golf expenses paid through the golf enterprise account.

Also approved were $205,000 for well redevelopment and $1.5 million in water facility improvements, which will be paid through the water reserve account.

Nine articles were delayed until spring, including a request for $65,000 to go toward preserving the Cape Playhouse in Dennis, $500,000 for design and construction of a splash pad at Sandy Pond Recreation Area, a petition article to ban the sale of single use plastic water bottles and a proposed study to determine whether to turn the town’s links golf course into a solar farm.

64

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Spotlight on Cape Cod continued from page 64

Plans For Upper Cape Sewage Discharge Into Canal Move Forward Efforts to shift sewage discharge from the Agawam River into the Cape Cod Canal via an outfall pipe at Massachusetts Maritime Academy in Bourne are moving forward. The move to send treated wastewater directly into the canal is an attempt to clean up waters and estuaries severely impacted by nitrogen overload.

K

orrin Peterson is senior attorney with the Buzzards Bay Coalition. Ms. Peterson appeared on behalf of the coalition during a remote meeting of the Bourne Board of Sewer Commissioners Monday night, November 23. She is also the project manager on the relocated outfall venture.

Ms. Petersen explained that the project involves construction of a pipe that would run from Wareham’s current wastewater treatment facility to the academy’s own on-campus treatment plant. From there, the wastewater would be deposited directly into the canal.

Currently, wastewater from the Wareham plant discharges into the Agawam River, a shallow and “not very well flushed” river, she said. It is not the best

location for discharge, she said, and the US Environmental Protection Agency limits how much wastewater Wareham can discharge into the river.

The Wareham plant, in fact, has the capacity to treat more wastewater than it is allowed to discharge into the river, she said.

Ms. Petersen noted that wastewater treated at the Wareham facility is 95 percent clean of nutrients such as nitrogen. Nitrogen overloading, she said, has negatively impacted embayments across the Upper Cape and throughout Buzzards Bay, including the Agawam River, the Wareham River, Buttermilk Bay and Little Buttermilk Bay, Sippican Harbor, Aucoot continued on page 66

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Spotlight on Cape Cod continued from page 65 Cove and the Weweantic River.

The canal, she said, has a greater capacity for diluting wastewater, making it a more optimal location for discharge. Moving the discharge pipe to the academy, she said, could “restore critical fisheries habitats in these impaired water bodies.”

“If this moves forward, we could remove 90,000 pounds of nitrogen a year in these impaired estuaries,” she said.

A number of different studies of the canal were conducted, notably a hydrodynamic model done by the Woods Hole Oceanographic Institution and the University of Massachusetts at Dartmouth. The study determined that the daily water flow through the canal is between 56 and 80 billion gallons per day.

A discharge of 10 million gallons of wastewater per day, Ms. Peterson said, would result in an increase of nitrogen of 0.007 milligrams per liter. She added that the 10 million gallons of wastewater per day was an overestimate, and a more realistic estimate of the daily discharge is 3.5 million gallons per day, potentially even less.

“So the actual increase at the Mass Maritime location would be a lot lower,” she said.

Ms. Petersen said several options have been considered relative to the wastewater plant itself,

whether to build a new plant, for instance, or to expand the existing plant. Given the efficiency of the current plant at reducing nitrogen, she said, “expanding the current plant will allow us to phase in expansion to treat for neighboring communities.”

The project is also exploring options on how to bring the discharge pipe to the canal, Ms. Petersen said. Those options include running the pipe along the Route 6 & 28 Bypass Road or along the railroad tracks in Buzzards Bay. The Town of Wareham, she said, is exploring the feasibility of digging directly underground from the wastewater treatment plant to the canal.

Costs to the various towns using the facility, for upgrades to the building as well as relocating the discharge pipe, are still being determined, Ms. Petersen said. continued on page 67

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Spotlight on Cape Cod continued from page 66 Selectman Peter J. Meier, who lives in Taylor Point, close to Mass Maritime, noted that the project plans are all geared towards an outfall pipe at the academy. Mr. Meier asked if any other places are under consideration for locating the pipe. He said there are a number of shellfish beds near to where the pipe would empty into the canal, and that could jeopardize the livelihood of some shellfishermen in Bourne.

“You talked about short-term fishing season, fish that goes back and forth,” he said, “but you didn’t talk about the shellfish beds that are over there, and there are shellfish beds on both sides of the canal.”

Ms. Petersen said a hydrodynamic study looked at shellfish beds at the projected location of the discharge pipe. She said the study showed that because there is so much water that flows through the canal, nutrients such as nitrogen “disappear very, very quickly.”

“We’re actually hoping there’s an overall improvement and no impact to the canal,” she said.

Mr. Meier also questioned whether the project planners had investigated running the pipe from the Wareham plant out to a town such as Marion. The wastewater, he said, will end up in that town eventually anyway. Finally, he said he hoped the Bourne Board of Health would have some local control when it comes to finalizing the pipe discharging treated wastewater at the academy.

Commission chairman James L. Potter and Ms. Peterson said the board of health will have input, but project permitting goes ultimately through the Massachusetts Department of Environmental Protection and the Environmental Protection Agency.

Mr. Potter thanked Ms. Petersen for her presentation, and she signed off from the Zoom meeting. Mr. Meier took exception to Mr. Potter dismissing her so quickly. Mr. Meier said he had additional questions he wanted to ask, specifically about the quality of the wastewater going into the canal.

“It’s effluent, three and a half million gallons a day,” he said. “Is this water drinking quality; what’s going to be discharged?”

Mr. Potter said he would relay Mr. Meier’s question to Ms. Petersen for a response and urged the other board members to forward him any additional questions they had. Mr. Meier added that he would prefer this particular topic be addressed during a live, in-person meeting instead of a remote meeting.

“I know with the COVID and the second surge it’s going to be tough, but maybe in the spring, with the vaccine, if things are safer and we’re able to, I’d like to see a live meeting on this because this is too important of an issue to try to do it here on a video platform,” he said.

Written by Michael Rausch. Reprinted from the Bourne Enterprise. n DECEMER, 2020

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