A publication of the Utility Contractors’ Association of New England, Inc.
MAY, 2017
Massachusetts State Auditor Suzanne Bump
City of Quincy DPW Commissioner Daniel Raymondi
• UCANE Interview: Massachusetts State Auditor Suzanne Bump • Quincy LEADS the Way When it Comes to Lead Service Replacements
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W H AT E V E R Y O U N E E D , W H E N E V E R Y O U N E E D I T, N O M AT T E R W H AT.
Years of Excellence 1954-2017
OFFICERS President PAUL SCENNA
Albanese D&S, Inc.
President-Elect RICHARD PACELLA, JR. R. M. Pacella, Inc.
Treasurer MARCELLA ALBANESE
Albanese Brothers, Inc.
Secretary RYAN McCOURT
McCourt Construction Company
BOARD OF DIRECTORS VINCENT BARLETTA
Barletta Heavy Division
JOHN BERKSZA
Eastern Insurance Group, LLC
NICK BIELLO
J. D’Amico, Inc.
TONY BORRELLI
Celco Construction Corp.
GERRY CARNEY, JR.
C. N. Wood Company, Inc.
KEVIN COLE
J. F. White Contracting Co.
BRIAN COONEY
C. C. Construction, Inc.
GREG FEENEY
Feeney Bros. Excavation, LLC
JERRY GAGLIARDUCCI
Gagliarducci Construction, Inc.
MARCO GIOIOSO
P. Gioioso & Sons, Inc.
A. J. LORUSSO
Lorusso Heavy Equipment, LLC
AL MORTEO
FED. CORP.
JOHN OUR
Robert B. Our Co., Inc.
JOSEPH PACELLA
RJV Construction Corp.
BRIAN RAWSTON
Jay Cashman, Inc.
CHRIS VALENTI
GVC Construction, Inc.
KEN VOGEL
WES Construction Corp.
DAVID ZOPPO
R. Zoppo Corp.
ANNE KLAYMAN
Executive Director
MAY, 2017
IN THIS ISSUE
3 President’s Message:
Massachusetts Leads in “Getting the Lead Out”
5 Legislative Update: • • • • • • •
House Approves State’s First $40 Billion Budget House Pushes Employer Assessment for Health Care Back to Administration Senator Jim Timilty to Leave Legislature; Supported Many UCANE Initiatives Pregnancy Workplace Protection Act on the Move New Study Aims to Buttress Push for Carbon Fees and Taxes Association to Preserve Cape Cod Hires Andy Gottlieb Lexington Stormwater System Draws Attention; Raises Broader Questions as to Funding Water Infrastructure
17 UCANE Interview:
Suzanne Bump, Massachusetts State Auditor
20 Associate Member of the Month: Triumph Modular’s Lean Journey Inspires “Big” Innovation for the Mobile Office Industry
27 In Memoriam:
Mario DiPietro, Celco Construction Corp.
29 Technology in Construction:
Use This 9-Step Checklist to Ensure Your Data is Safe, Secure, and Recoverable
33 Flint Michigan’s Lead Problem Sent a Wake Up Call to Drinking Water Providers Across the Country 37 MWRA Reacts to Flint Michigan’s Lead Problem 39 Quincy LEADS the Way When it Comes to Lead Service Replacements 43 Newton Awards Lead Service Removal Contract 45 How’s the Water in Your Child’s School? Brockton Area’s Mixed Results 49 How to Identify a Lead Water Service Line 51 OSHA Delays Enforcing Crystalline Silica Standard in the Construction Industry 53 Spotlight on Cape Cod: Harwich Voters Give $9M Wastewater Plan Green Light
57 Save the Date: UCANEs 38th Annual Golf Classic 59 UCANE’s Updated Employee Safety Manuals Now Available 61 Financial Management: • Tax-Wise Portfolio Rebalancing • Social Security Strategies That Still Work • With Retirement Plans, SIMPLE May Be Better
Editor: Anne Klayman, Associate Editor: Suzanne Savage, Magazine Designer: Sherri Klayman Construction Outlook Chairman: Paul Scenna Editorial Board: Paul Scenna, Richard Pacella, Jr., Marcella Albanese, and Ryan McCourt CONSTRUCTION OUTLOOK published monthly by the Utility Contractors’ Association of New England, Inc., 300 Congress Street, Suite 101, Quincy, MA 02169; Tel: 617.471.9955; Fax: 617.471.8939; Email: aklayman@ucane.com; Website: www.ucane.com. Statements of fact and opinion are those of the authors alone and not necessarily those of UCANE and the Construction Outlook editorial board and staff. Subscriptions are included in dues payments for UCANE members. Presorted Standard postage paid at Brockton, MA. POSTMASTER, please send form #3579 to Construction Outlook, Crown Colony Office Park, 300 Congress Street, Suite 101, Quincy, MA 02169.
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MAY, 2017
Massachusetts Leads in “Getting The Lead Out” As it did in the 1970s and 80s with effective wastewater pollution programs, Massachusetts is now leading the charge regarding the removal of lead from water service piping to private residents and public facilities. Unlike many other states, Massachusetts was quick to recognize the problem as a severe health hazard, especially to young children during their developing years; and has begun an active funding program to assist cities and towns as they grapple with the problem.
S
ince that time, MassDEP and the Clean Water Trust have provided $2 million to public and private schools to test for lead in their drinking water; and over 1,000 schools across the state have performed lead testing during the past year. The Boston Water and Sewer Commission continues to offer significant incentives to property owners to replace connections. The largest lead abatement program, however, was offered by the MWRA, which is providing a $100 million zero-interest loan program to its member communities to begin to resolve any existing lead pipe issues. Because of the tremendous planning involved, it took some time for communities to respond. UCANE is proud that our Association highlighted the problem in our May 2016 edition of Construction Outlook magazine, in an article entitled “Let’s Get the Lead Out.” A series of articles described the failures that occurred in Flint, Michigan that resulted in a crisis, where residents were exposed to extremely high levels of lead in their drinking water. Also in that issue, several articles highlighted the steps that Massachusetts is taking to ensure that the Flint tragedy will not be repeated in our state. UCANE has been strongly advocating that municipalities should bundle service line replacements
MAY, 2017
and put them out to bid. However two cities have really done their homework and are aggressively moving forward on their lead contamination problem in water service lines. To the credit of city officials, Quincy was the first to complete a comprehensive plan and get the ball rolling; with the City of Newton not far behind. You can read about the Quincy project and the work being done by UCANE member Commonwealth Construction & Utilities, Inc., who won the bid (see page 39). Newton will be the next municipality to take advantage of the program, and that project will be done by UCANE member C.J.P & Sons Construction Co., Inc. Several other cities and towns are moving forward with the process as well.
Massachusetts response to the lead contamination issue is a great example of state and local government, agencies, and DPWs working together to solve a problem before it becomes a crisis. Quincy’s and Newton’s plans will become a blueprint for how other cities and towns should be addressing the lead problem in water service lines. And once all 351 cities and towns have their lead programs in-place, Massachusetts will again be the model for other states to follow. n
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Mark Molloy, Esq., Lynch Associates, Inc.
House Approves State’s First $40 Billion Budget
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n less than two days, the Massachusetts House regulations to allow use of funds beyond only debt service to include principal forgiveness, of Representatives dispensed with over 1,200 interest rate reduction and other means of fifloor amendments and passed the state’s first nancial assistance. proposed budget in excess of $40 billion. The fiscal year 2018 budget, which was passed on a 159-1 vote, The Massachusetts Senate will release its verrelied on consolidated amendments that grouped sion of the fiscal year 2018 budget within the month various amendments by subject matter. The signifiof May. The House and Senate will then appoint a cant drivers of the budget increase remained funding conference committee to negotiate over differences for MassHealth, pensions, and local aid. As stated between the two proposals. The negotiated “Conwithin the House Ways and Means proposal “[o]neference Committeeâ€? budget will then be sent to the Governor for his approval before July 1. time revenues have been reduced, down more than continued on page 7 $1 billion since fiscal year 2015. The House also contributes $2.395 billion towards the unfunded pension obligation and makes a $100 million investment into the stabilization fund, ensuring a meaningful contribution and shoring up the Commonwealth's historically positive position with bond markets and credit rating agencies.â€? For its part, MassHealth funding is     slightly more than $16 billion.     Source Sourcefor forQuality QualityLu Lu Of particular interest to UCANE, there were a num Source Sourcefor forQuality QualityLu Lu ber of amendments adopted to the budget proposal that    improve the Commonwealth’s ability to address under-      ground infrastructure, including but not limited to:   • Increased funding for the administration of the Mass. Department of Environmental Protection   (MassDEP) by $550,000 to $24,958,940. Ad-   ditional funding for the MassDEP ensures that   New  st  Source  Elite  Marketer  of  the administration of water infrastructure pro New  st stst  Source  Elite  Marketer  of  Chevron  Quality  Lubricants  New Â
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Legislative Update continued from page 5
House Pushes Employer Assessment for Health Care Back to Administration
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mong one of the interesting side notes to the fiscal year 2018 budget is the issue of an employer assessment for paying for MassHealth’s expanding budget profile. Governor Baker initially proposed a $2,000 assessment on employers who do not cover at least 80 percent of their workers. The move was made to address MassHealth’s swelling census of employed individuals, who cannot otherwise afford insurance in the commercial or subsidized markets. Under the House proposal contained in its fiscal year 2018 budget proposal, the Massachusetts Department of Revenue (DOR) may implement this employer assessment after engaging in a number of factor reviews. Specifically, the DOR, in consultation with the participating agencies, shall annually determine an appropriate employer contribution rate, an appropriate minimum qualified offer and an appropriate uptake rate. The DOR shall then assess an employer’s liability based on the determined employer contribution rate for those employers who do not meet the determined minimum qualified offer or the deter-
mined uptake rate based on the best available data. In determining an appropriate employer contribution rate, the DOR shall review and consider the following factors including, but not limited to: an employer’s contribution towards the minimum qualified offer; an employer’s number of employees; employee utilization of state and federal premium assistance and subsidies, including tax credits, or employees who receive MassHealth benefits; an employee’s state of residence; and employee access to other qualifying health insurance from a spouse, parent, veteran’s plan, Medicare, retirement, or disability. To provide for some level of input, the House budget proposal requires the DOR to hold a public hearing to solicit feedback on any employer mandated assessment. Neither the Governor nor Senate President have publicly expressed an opinion as to whether the House solution will become law. Again, the Senate will unveil their budget proposal in midMay with both branches negotiating an agreement before submitting it to the Governor for his approval. continued on page 9
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Legislative Update continued from page 7
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Senator Jim Timilty to Leave Legislature; Supported Many UCANE Initiatives
enator James Timilty announced at the end of April that he is leaving the Massachusetts Senate to become Norfolk County Treasurer, overseeing the pension and retirements of the nearly 300 county government employees. As reported by the State House News Service, Senator Timilty's departure from the Senate will create a second vacancy in the Senate following the passing of Senator Ken Donnelly. Former Norfolk County Treasurer Joseph Connolly submitted his resignation whereupon the County Commissioners unanimously decided to select Timilty as his replacement. Under Connolly’s leadership, the assets of the retirement system increased by more than twice its amount during that time period. Senator Timilty, one of the more pragmatic and strategic minded legislators on Beacon Hill, was very supportive of UCANE’s initiatives over the years. As Senate sponsor of UCANE’s cost
adjustment legislation, Senator Timilty worked with his Senate colleagues to implement a system that allows for contractors and awarding authorities alike to reduce risks when undertaking construction work. Further, Senator Timilty assisted UCANE in advocating for amendments to the water infrastructure bill of 2014 that became Chapter 259 of the Acts of 2014. Finally, Senator Timilty, with his tireless and effective staff, recently worked with UCANE to file legislation addressing the payment of police details by awarding authorities in an effort to reduce costs for all parties involved. A variety of potential candidates have announced their intention to seek Senator Timilty’s seat. Ted Phillips, Chief of Staff to House Division Chair Lou Kafka, has announced his interest in the office as well other individuals from around the district. continued on page 11
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Legislative Update continued from page 9
Pregnancy Workplace Protection Act on the Move
T
he Joint Committee on Labor and Workforce Development advanced legislation to protect women who are denied workplace accommodations while pregnant. As drafted, House Bill 1038/Senate Bill 1023 requires that employers provide pregnant women reasonable accommodations including "more frequent or longer paid or unpaid breaks, time off to recover from childbirth with or without pay, acquisition or modification of equipment, seating, temporary transfer to a less strenuous or hazardous position, job restructuring, light duty, break time and private non-bathroom space for expressing breast milk, assistance with manual labor, or modified work schedules." With 120 legislators co-sponsoring the legislation this year, the legislation was opposed by business organizations such as the Associated Industries of Massachusetts (AIM) last session. During the intervening time between formal legislative sessions, AIM and the advocacy group MotherWoman worked on consensus legislation that balances the needs of pregnant women with the practical issues faced by employers.
Among the provisions in the legislation, the employer and employee shall engage in a timely, good faith, and interactive process to determine effective reasonable accommodations to enable the employee to perform the essential functions of the employee’s job. An employer may require that the documentation about the need for reasonable accommodation come from an appropriate health care or rehabilitation professional. An employee shall not be required to obtain documentation from an appropriate health care or rehabilitation professional for the following accommodations: (1) more frequent restroom, food, and water breaks; (2) seating; and (3) limits on lifting over 20 pounds. Written notice of the right to be free from discrimination in relation to pregnancy and related conditions, including the right to reasonable accommodations for conditions related to pregnancy or related conditions, pursuant to this subsection shall be distributed in a handbook or other means. House Speaker Bob DeLeo and Senate President Stan Rosenberg both support the legislation as well as Governor Charlie Baker. continued on page 13
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MAY, 2017
Legislative Update continued from page 11
I
New Study Aims to Buttress Push for Carbon Fees and Taxes
n an attempt to monetize the health benefits of moving the Commonwealth towards a carbon fee or tax, proponents for two legislative proposals have rallied around a recent report from the T.H. Chan School of Public Health at Harvard University. The study reflects recent attention being placed on two particular bills introduced in the Massachusetts legislature: SB1821 An Act Combating Climate Change, and HB1726 An Act to Promote Green Infrastructure, Reduce Greenhouse Gas Emissions, and Create Jobs. According to the study, both bills would put a fee on greenhouse gas emissions, except for those from electrical generation. Revenue collected from the fee in SB1821 would be deposited in a fund sequestered from general revenue, from which all residents and employers in Massachusetts would receive a rebate, with a slightly higher rebate going to residents of rural areas since residents of these areas drive more. Twenty percent of the revenue from HB1726 would go into a “green infrastructure fund” that would support development in transportation, climate resilience, energy efficiency, and renewable energy. The remaining revenue would be returned to residents of Massachusetts as rebates, weighted toward lower-income households and rural residents; employers would receive rebates based on their number of employees. The report’s authors found that the two bills, directed at mitigating greenhouse gas emissions, may also provide substantial co-benefits to health, similar to many other efforts to reduce greenhouse gas emissions.
will oppose any initiative that implements any additional carbon tax that would adversely impact businesses' and families' utility bills.
Association to Preserve Cape Cod Hires Andy Gottlieb
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ccording to the Cape Cod Times, Andy Gottlieb, a Mashpee selectman and former head of the county’s water protection collaborative, was recently hired as the new executive director of the Association to Preserve Cape Cod (APCC), the nonprofit environmental watchdog. The APCC was founded in 1968 to preserve, protect, and enhance Cape Cod’s natural resources. Gottlieb is leaving both his consultancy work at Clean Water Associates and his position at technology startup Rainbank Inc. to take the APCC position. The former chief of the Massachusetts Office of Commonwealth Development, where he coordinated the state’s environmental, energy, housing, and transportation policies, Gottlieb also worked for 16 years at the MassDEP. Most recently, he spent 10 years as executive director of the Cape Cod Water Protection Collaborative, which offers a coordinated approach to enhance water and wastewater management efforts in the Cape’s 15 towns, and to seek funding support to provide access to cost-effective and environmentally-sound wastewater infrastructure.
continued on page 15 In opposition, Steve Dodge, the executive director of the Massachusetts Petroleum Council, was quoted in various media publications highlighting the fact that the Commonwealth cannot affect air quality on its MBO Precast Inc. own and any analysis of the bill should 4 Marion Drive • Carver, MA 02330 consider those whose costs will increase T: 508-866-6900 • F: 508-866-5252 because of it. According to the Maswww.MBOPrecast.com sachusetts Petroleum Council, the fee generated by the legislation may evenStone Strong Retaining Wall Systems tually reach $40 per ton of carbon dioxide emissions, translating into 35-cent Manholes / Catch Basins / Custom Structures per-gallon fee on gasoline. Additionally, Septic Tanks / Leaching Products other advocacy groups have noted that the study does not reflect the fact that a carbon fee or tax policy will lead Massachusetts companies and residents to seek carbon resources in neighboring states to avoid the proposed fees. While most legislators remain cautious about the legislation, the BakerPolito Administration has stated that it
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Legislative Update continued from page 13
R
Lexington Stormwater System Draws Attention; Raises Broader Questions as to Funding Water Infrastructure
ecent storms experienced by the Town of Lexington have led some to question the efficiency of the storm drainage system in that town. As reported by the Lexington Minuteman, the storm design system was developed in 1961, using data from the 1950s. When the storm design system was created, it considered a once-in-a-hundred-year flood to be a rainfall of seven inches over a 24-hour period. In 2017, that number has changed to nine inches of rain over a 24-hour period. The group, Sustainable Lexington, has raised the klaxon over the Town’s water infrastructure. While road design has been a focus for Sustainable Lexington, the group recently took notice of the impact that development and growth has on the Town’s water infrastructure capabilities.
The discussion occurring in Lexington is similar to the discussions occurring in a number of cities and towns in the Commonwealth. Media reports in Quincy, Essex, Billerica, Shrewsbury, and Middleboro, among others, within the past month demonstrate the Commonwealth’s continuing struggle with addressing its water infrastructure needs. As highlighted by State Auditor Suzanne Bump’s recent report, municipalities and regional water authorities face $18 billion in funding needs – notwithstanding the need to also address federal stormwater mandates. The Auditor’s report underscored the veracity of the previous findings of the Massachusetts Water Infrastructure Finance Commission report that found the Commonwealth faces a $21 billion funding gap in addressing its water infrastructure needs. n
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Suzanne Bump Massachusetts State Auditor State Auditor Suzanne Bump first entered the State House right out of college, interning for a State Representative. Little did she know that public service would dominate her professional life, first as a State Representative, then as the Secretary of the Executive Office of Labor and Workforce Development. She was most excited by opportunities to make government work better and, in turn, build public confidence. Those experiences have culminated in her position as chief accountability officer for the Commonwealth. The State Auditor’s goal is to increase effectiveness, efficiency, and transparency in spending and operations. To do that, she has modernized and professionalized the office so that it can model the behaviors we expect across government.
Q: A:
Will you give our readers an overview of your duties and responsibilities as State Auditor?
ing needs of at least $17.8 billion over the next 20 years. What precipitated this study and what was the methodology used to reach its conclusions?
Our primary responsibility is to conduct performance audits of public entities and organizations that receive public funds. Since 2011, our office has identified approximately $1.3 billion in unallowable, questionable, or potentially fraudulent spending and missing savings opportunities for the Commonwealth. We do this with increasingly sophisticated data analytics capabilities, which allows us to identify root causes of problems. This leads to taxpayer savings and operational improvements.
The idea for this study came directly from local officials, especially public works chiefs. DLM surveyed municipalities about their water infrastructure needs – getting responses from 146 cities and towns representing various geographical areas and demographics. In all, those responses represented 64 percent of the state’s population. Based on the survey results, DLM was able to develop financial models to estimate per capita costs statewide, understand regulatory challenges, and make recommendations to the Legislature and the administration.
In addition to our audits, our Bureau of Special Investigations (BSI) investigates claims of public benefits fraud in the Commonwealth to ensure that benefits are available to those who truly need them. Our Division of Local Mandates (DLM) helps municipal officials and local taxpayers by identifying those obligations imposed by the state that should be paid for by the state.
Water infrastructure is often “the forgotten infrastructure” due to the fact that most of it is underground and not seen. What recommendations does the report make in order to close the large funding gap?
Q:
The State Auditor’s DLM recently released a study on the status of municipal water systems in the Commonwealth, which found that communities report total unmet water system spend-
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A:
Q: A:
Increased financial aid to communities with the highest level of need and the least ability to fund essential improvements must become imperative for our lawmakers at both the state and federal levels. My conversations with members of our federal continued on page 19
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Interview continued from page 17
Increased financial aid to communities with the highest level of need and the least ability to fund essential improvements must become imperative for our lawmakers at both the state and federal levels. delegation have been encouraging, but money alone is not enough. Some regulatory flexibility has to be allowed so that communities can balance their infrastructure investment necessary for growth with that required for water quality. Communities that act collaboratively to address needs on a regional basis deserve even more support - both technical and financial. There is more that state government can do, like provide the Massachusetts Department of Environmental Protection (MassDEP) the authority and means to do primary stormwater permitting. Also, an astonishing six percent of survey respondents said they have begun planning for climate change. Clearly, the state must step up its
planning and resources to deal with rising seas and severe weather effects. These are realities that communities cannot confront on their own.
Q: A:
What are some of your other priorities and what initiatives do you hope to undertake as Auditor in the upcoming year? We will continue on-going education and advocacy on our water infrastructure report.
Our new DLM Director, Ben Tafoya, is going to expand the unit’s collaboration with municipalities to help ensure that state government does not ignore local needs. Regional school needs is one of the next topics we will tackle. In the auditing unit, you can expect to see more important work on the MassHealth program, as we try to identify system improvements that will help check the growth of this important, but expensive program. With the Legislature’s support, we hope to expand our IT auditing capacity, with a focus on cybersecurity. Given the extent of our physical assets and the confidential nature of much of the information collected by government, my office needs to increase its efforts to keep them secure. n
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The Mobile Big Room has a modern design that sends a clear message to the owner and stakeholders of a project that expectations are high, and that the contractors understand the need to approach a project with the utmost professionalism.
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Triumph’s Lean Journey Inspires “Big” Innovation for the Mobile Office Industry After attending a Lean Construction Institute seminar in January of 2015, Triumph Modular’s principal Clifford Cort was inspired by the Lean philosophy and eager to learn how it could be applied to Triumph’s business model. Triumph has been a member of UCANE since 1994, and is a long-trusted source for field offices and storage products in New England. In the last few years the company has broadened its market sectors to address rapidly changing needs for space. The Lean philosophies to eliminate waste while striving for continuous improvement aligned with Triumph’s mission of elevating the design and performance of temporary continued on page 22 and permanent modular buildings.
MAY, 2017
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Triumph Modular continued from page 21
T
he Lean Enterprise Institute defines 5S as “five related terms beginning with an S sound, describing workplace practices conducive to visual control and lean production.” Originally in Japanese, the Five Ss are translated into English as: • Sort: Separate needed from unneeded items • Straighten: Arrange and organize the items that remain • Shine: Keep workplace clean and orderly • Standardize: Revisit the first three of the 5S on a frequent basis and confirm the condition using standard procedures • Sustain: Adhere to the rules to maintain the standard while striving to improve every day Triumph’s first 5S target was the mobile office “get ready” area of its production facility, which was divided into six zones with every item labeled and put in a logical place. A consultant was brought in to conduct a “spaghetti diagram,” which is a Lean tool that tracks distances of parts and people on a shop floor. After tracking the movement of workers on a typical day, the shop floor was reconfigured so less travel distance was required to complete jobs. This included new placements for refurb supplies, tools, and mops. A standardized process was developed for getting office trailers ready, which enforces consistency and strict adherence to Triumph quality standards. Next came Triumph’s outside yards, which led to a cleaner waste and recycling area, numbered inventory, more frequent yard checks, and increased storage. The goal, which is dependent on completion of each of the “S’s,” is an immaculate work environment where not even a single item is out of place. A further result of Lean is a laser focus on safety. Lean training has yielded cleaner, more organized work areas with reduced risks of trip and fall hazards. For example, a routine 5S audit led to the discovery that hats and safety vests should be placed in a well-marked area in the lobby and clearly labeled to provide instant access for visitors, demonstrating a commitment to safety while also improving efficiency.
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Lean visual management tools such as organized equipment areas, status boards, and daily 5S zone checklists have been widley embraced at Triumph.
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Triumph Modular Mobile Office Team: (L-R) Sean O’Dell, Account Executive; Jim Quinn, Account Executive; Terry Buckley, Senior Sales Executive; John Green, Director of Leasing Operations
Another Lean methodology is Visual Management, which is defined as “the placement in plain view of all tools, parts, production activities, and indicators of production system performance, so the status of the system can be understood at a glance by everyone involved.” Today at Triumph, “shadow boards” hold tools to provide clear instruction on where they should be placed. Rather than having to walk across the production facility to access a tool or machine, tools are immediately placed back where they belong after use. Mop buckets and cleaning supplies are located in one area only, eliminating the need for endless rolling buckets, a prior condition. Triumph has mandated the use of visual tools across the company. Estimating and construction departments have implemented Visual Process Performance charts to closely monitor and control the status of milestone activities. Larger projects such as a temporary classroom installation or permanent modular additions to a school have white boards that enable the team to identify project hindrances, graphically represented by red dots. Meanwhile, green dots signify that the project is on track and no immediate intervention is required. There are large white boards on casters throughout Triumph’s offices that allow for instant collaboration at any workstation. Lean tools such as “A3’s” help people facilitate organized discus-
MAY, 2017
sions that engage employees using color Post-it ® notes and Sharpie® pens. Even the use of Post-it ® notes is standardized, with purple notes signifying ideas and blue notes highlighting data points. Whiteboard walls are used to easily convey ideas and foster brainstorm sessions in Triumph’s conference room.
Leaning Forward: The Creation of the Mobile Office Big Room Lean visual management tools have been widely embraced at Triumph. The employees have found that the use of white boards, and well facilitated and led project-based group meetings encourage higher levels of collaboration and productivity. Noticing an improvement in its culture with a heightened focus on collaboration with more productive meetings, Triumph designed its own modular office space to encourage team building and collaboration. Realizing how white boards and visual management tools were helping its own meetings, it was an easy next step for Triumph to provide collaborative spaces to its customers. With wide open work spaces featuring large white boards and ample natural light as the foundation, Triumph incorporated additional features that are characteristic of Class A office space and the Mobile Office Big Room was created. continued on page 25
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Triumph Modular continued from page 23 The Mobile Office Big Room allows an entire project team; architects, engineers, contractors, and subcontractors to collaborate to design, plan, and construct a project. According to the Lean Construction Institute, an “effective Big Room supports cross-functional team collaboration by advancing work and bringing the larger team up to speed on the activities of other groups or individuals.” Big rooms have the potential to drive down project cost and bolster efficiency due to the collective brainpower of the collaborating team members. Key features of the Mobile Big Room include: • 8’ X 56’ dry erase “idea paint wall” • Large operable ENERGY STAR® rated windows • Vision glass entry doors • Brushed oak flooring • Galvalume metal siding for durability and enhanced aesthetics • Solid core insulated steel doors • Keyless entry locks • Oversized windows to optimize natural light • LED lighting • Bright white “cleanroom ceiling” • Data ports • Outside electrical ports The Mobile Big Room has a modern design that sends a clear message to the owner and stakeholders of a project that expectations are high, and that the contractors understand the need to approach a project with the utmost professionalism. Mobile offices are often the first thing that owners and project teams see on the construction site. The first of its kind in the mobile office industry, this new mobile office will provide contractors with another choice to make an expression that matches owner ex-
The Big Room interior has oversized windows, an IdeaPaint wall, and oak flooring. It is the latest example of Triumph’s commitment to providing customers sensible options that can help their business.
pectations, should they deem it appropriate for their project. The “Big Room” is the latest example of Triumph’s commitment to providing customers sensible options that can help their business. Triumph remains committed to elevating the design and performance of modular buildings, no matter the duration of the use, short or long term.
UCANE is proud to count Triumph Modular, Inc. as a long time member of our Association. Our officers, board, members, and staff would like to wish them continued success for many years to come. n MAY, 2017
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Lorusso Heavy Equipment LLC
Lorusso Heavy Equipment LLC 160 Elm Street • Walpole, MA 02081 Phone: 508-660-7600 • Fax: 508-660-7614 www.lhequip.com 26
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I n M emoriam
M ario DiPietro Celco Construction Corp.
W
e are deeply saddened to announce that on April 23, 2017, long-time UCANE member and friend, Mario DiPietro passed away at the age of 93. Mario was the brother of Joe DiPietro, President of Celco Construction Corp. He was the beloved husband of the late Lucia, devoted father of Rose DiPietro and her husband Ken Lippins, Mario DiPietro and his wife Tracy, and cherished Nonno of Danielle, Nick, Arielle, Gabrielle, Luke, and Dominic. Mario was born and raised in Italy, where
he studied art and design. He lived in Venezuela, Dorchester, and Quincy before settling in Weymouth. He was the former President and part owner of Celco Construction Corp. for over 40 years. He enjoyed traveling, wine making, gardening, carpentry, and spending time with his grandchildren. He was known for his smile and strong handshake. He will surely be missed by all who knew and loved him. The Officers, Board of Directors, Members, and Staff of UCANE extend their sincerest condolences to the DiPietro family. n McGill Hose Inc. McGill Hose McGill & Coupling, Hose & Coupling, Inc.& Coupling, Inc. Connecting people with piping. Connecting Connecting people with people piping. with piping.
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Products and Services for Safe Fluid Handling Western Massachusetts McGill Hose & Coupling, Inc. 41 Benton Drive, P.O. Box 408 East Longmeadow, MA 01028 Toll-Free: 800-669-1467 Tel: 413-525-3977 • Fax: 413-525-3175 Email: sales@mcgillhose.com
Eastern Massachusetts Industrial Equipment Supply, div. of McGill Hose & Coupling, Inc. 35 Industrial Parkway, Unit F Woburn, MA 01801 Toll-Free: 800-346-9391 Tel: 781-933-3300 • Fax: 781-933-3320 Email: info@IEShose.com
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Rhode Island McGill Hose & Coupling, Inc. 920 Broadway East Providence, RI 02914 Toll-Free: 800-669-1467 Tel: 401-438-0639 • Fax: 401-438-4682 Email: sales@mcgillhose.com
We accept all major credit cards.
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Brian MacFee, Systems Support Corporation
Use This 9-Step Checklist To Ensure Your Data Is Safe, Secure, And Recoverable Spring is upon us…Time for a stroll in the park...softball...fishing...a few rounds of golf…Yet how could you possibly relax if some random bit of malware, software glitch, or cyber-attack catches you off guard just as you’re walking out the door? A well-designed secure computer network gives you the confidence that “all systems are go,” whether you’re having fun in the sun, or just getting things done with your team.
H
ere’s a quick nine-step checklist we use to ensure that a company’s computer network, and the data for that business, is safe and secure from disruption, if not absolute devastation:
A written recovery plan. Simply thinking through
what needs to happen when things go south, and documenting it all IN ADVANCE, can go a long way toward getting your network back up and running quickly if it gets hacked, impacted by natural disaster, or compromised by human error.
Have a clear communication plan. What if your employees can’t access your office, e-mail, or phone system? How will they communicate with you? Make sure your communications plan details every alternative, including MULTIPLE ways to stay in touch in the event of a disaster.
Enable remote network access. Without remote access to your network, you and your staff won’t be able to keep working in the event that you can’t get into your office. To keep your business going, at the very minimum, you need a way for your IT specialist to quickly step in when needed.
Automate your data backups. THE #1 cause
System images are critical. Storing your data off-site is a good first step. But if your system is compromised, the software and architecture that handles all that data MUST be restored for it to be useful. Imaging your server creates a replica of the original, saving you an enormous amount of time and energy in getting your network back in gear, should the need arise. Without it, you risk losing all your preferences, configurations, favorites, and more. continued on page 31
of data loss is human error. If your backup system depends on a human being always doing something right, it’s a recipe for disaster. Automate your backups wherever possible so they run like clockwork.
Have redundant off-site backups.
On-site backups are a good first step, but if they get flooded, burned, or hacked along with your server, you’re out of luck. ALWAYS maintain a recent copy of your data off-site.
MAY, 2017
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Strategic legal counsel. Unmatched industry experience. Hinckley Allen is one of the most experienced construction law practices in the nation. Our ability to provide value and deliver results through strong relationships, practical legal advice and counsel has earned us a first-tier national ranking in U.S. News and World Report’s “Best Law Firms” for the LitigationConstruction category. We specialize in solving complex issues and provide a full range of construction law and dispute resolution expertise including Compliance, Crisis Response & Management, Dispute Resolution, Government & Internal Investigations, Procurement, Risk Management & Surety and Transactions.
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Technology in Construction
L. GUERINI GROUP, INC.
continued from page 29
Maintain an up-to-date network “blueprint.”
To rebuild all or part of your network, you’ll need a blueprint of the software, data, systems, and hardware that comprise your company’s network. An IT professional can create this for you. It could save you a huge amount of time and money in the event your network needs to be restored.
SINCE 1917
Material Placement Specialists
Don’t ignore routine maintenance.
While fires, flooding, and other natural disasters are always a risk, it’s ever more likely that you’ll have downtime due to a software or hardware glitch or cyber-attack. That’s why it’s critical to keep your network patched, secure, and up-to-date. Deteriorating hardware and corrupted software can wipe you out. Replace and update them as needed to steer clear of this threat.
Test, Test, Test!
If you’re going to go to the trouble of setting up a plan, at least make sure it works! An IT professional can check monthly to make sure your systems work properly and your data is secure. After all, the worst time to test your parachute is AFTER you jump out of the plane. n
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Risk starts even before you do. Before you break ground, there are risks that can threaten the success of your project ranging from contractual and surety needs to environmental exposures and site security. And once construction begins, even more risks arise. Now is the time to have a close working relationship with an insurer who understands the construction industry. We’ll leverage our expertise and knowledge and work with you to uncover potential pitfalls others might miss, and provide solutions that will help you get ahead of risk. By anticipating and preparing for it, you can avoid project disruptions, reduce loss costs and keep your projects running smoothly. Don’t start without us. For more information, please contact your Travelers agent.
travelers.com © 2015 The Travelers Indemnity Company. All rights reserved. Travelers and the Travelers Umbrella logo are registered trademarks of The Travelers Indemnity Company in the U.S. and other countries. CP-8324 New 3-15
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Flint Michigan’s Lead Problem Sent a Wake Up Call to Drinking Water Providers Across the Country
History – Lead in U.S. Drinking Water Lead is one of earth’s naturally occurring elements and can be present in trace amounts from the water source itself (i.e., lakes, reservoirs, or deep wells). But levels of lead in New England water sources is usually insignificant and very rarely above 15 ppb, which is the level of concern currently established by the EPA. Lead is almost always introduced to drinking water through the distribution systems by one or more of these components: 1. Main Lines – Cast iron pipe using lead joints: The production of cast iron water main pipe was discontinued (along with the lead joint method) in the early 1970s. In many cities and towns, a large percentage of cast iron water mains have been replaced or cement lined over the years. This has made lead joints an insignificant contributor to lead in most public water systems. 2. Service Lines: Lead was the most prevalent product used in the U.S. for small diameter lines running from the main line pipe to the house (or business) since the earliest water main installations (1850s) until the product was phased out in the 1960s. In many municipalities, replacement of lead service lines did not necessarily occur in conjunction with replacement, or cement lining of the old cast iron mains. Consequently, many lead and lead lined services still exist that serve homes built prior to 1960. These service lines have now proven to be the major contributor to high lead levels found in drinking water at the tap. 3. Interior Plumbing: Copper plumbing is a popular product for distributing water within the
MAY, 2017
home. Lead based solder was used to join the copper joints up until 1987, when lead solder was banned by the EPA. In most cases these lead joints have been found to be only minor contributors to high lead levels at the tap. As early as the 1920s, U.S. medical journals were identifying lead drinking water piping as a source of elevated levels of lead in the blood and potential lead poisoning. But it wasn’t until 1991 that EPA issued the first Lead and Copper Rule that directed public water suppliers to conduct regular tests for lead and to take action if their tests showed lead levels above 15 ppb. Action included mandatory inventories of lead water services and a requirement to remove at least 7 percent of lead water services annually from their distribution system. Compliance with the 1991 Lead and Copper Rule was inconsistent among cities and towns and several revisions to the 1991 rule were issued by EPA between 1991 and 2007. The revisions put additional pressures on water system suppliers to educate the public, replace lead water services, and to report testing and compliance actions to the EPA.
2015-2016 City in Crisis Flint, Michigan In 2015 a combination of failures created a perfect storm in Flint, Michigan. Failure to properly fund and maintain the municipal water system, failure to perform proper testing, and failure at local, state, and EPA Regional levels to oversee or enforce drinking water laws resulted in Flint residents being exposed to extremely high lead levels in their drinking water. continued on page 35
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BOSTON AREA THE MOST KNOWLEDGEABLE PROS IN CONSTRUCTION SUPPLIES
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Wake Up Call continued from page 33 This translated to high lead levels in the blood tests for many Flint children and by early 2016 the crisis in Flint became a national news story. The tragedy attracted lawyers from across the country. Indictments and criminal charges were filed against state DEP officials and Flint Water Department employees. Class action and individual civil suits were filed seeking hundreds of millions of dollars in damages. Lawsuits are ongoing into 2017. Preliminary estimates to upgrade Flint’s water systems and to eliminate the lead health hazard, including removal of over 10,000 lead service lines, are in excess of $100 million.
2017 Federal Court Rules for Flint Residents On March 28, 2017 one of the class action suits filed in Federal Court reached a favorable decision for the residents of Flint, Michigan. In the case Concerned Pastors for Social Action v. Khouri (Michigan State Treasurer Nick Khouri), the Court ruling ordered the State of Michigan to replace Flint’s lead pipes within three years, nearly three years after the problem surfaced in thousands of Flint homes. Key elements of the Court decision include: • Lead pipe replacement: The state will pay $87 million to replace lead and galvanized steel service lines, with an additional $10 million held in reserve to make certain there is enough money to complete the work. This money will cover the costs of finding and removing these pipes for at least 18,000 homes, the current estimated total number of lead and galvanized steel service lines. The city will be required to remove the ser-
vice lines within three years. • Tap monitoring for lead: Flint residents will be able to get tap water tested for lead, free of charge, for at least the next four years. There will be two programs to monitor for lead in Flint’s water, beyond what is required by law, including one run by an independent monitor who does not work for the city or state. • Filter inspection and installation: Through December 2018, staff from the state’s Community Outreach and Resident Education filter program will visit all Flint homes regularly to ensure that everyone’s water filter is properly installed. They will also teach people how to take care of their water filters. • Bottled water: Residents will be able to pick up bottled water from distribution sites until at least September 1, 2017. The state must continue to provide bottled water deliveries through at least June 2017, to people who are unable to leave their homes and to residents who request delivery through the 211 helpline. n
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MWRA Reacts to Flint Michigan’s Lead Problem
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s the largest supplier of drinking water in the Commonwealth, the Mass. Water Resources Authority (MWRA) provides over 200 million gallons per day to 50 member communities like Quincy; and is responsible for providing clean drinking water to over 2.2 million residents and 5,500 commercial and industrial users. The MWRA also has a proud history of providing a level of funding necessary to maintain and upgrade their water distribution system, which consistently delivers national award winning water to its municipalities. Backed by a regimented testing program, the MWRA knew that their transmission lines were insignificant contributors to any local high lead levels and that the principle threat to end users was the lead service lines owned by the member communities or homeowners (or both). As Flint was unfolding in early 2016, the MWRA requested that all member communities immediately provide a current estimate of the number of lead service connections in their respective systems. The estimate came back at approximately 28,000 lead services or about 5 percent of total services. By March of 2016, MWRA managers and staff recognized the magnitude and potential health impacts posed by the lead services. They also understood the fiscal implications that the removal of the services would have on their member communities. On the recommendation of MWRA Executive Director Fred Laskey in May of 2016, the MWRA Board of Directors approved a $100 million zero interest loan program to assist those member communities with the cost of removing the lead services. “We believed the best approach was to provide some timely financial support,” said Laskey. “Our program requires local DPW’s to coordinate and partner with residents to ensure total removal of the lead service from main to meter.” The MWRA website is loaded with up to date information on lead in drinking water to help residents understand the importance of participating in the lead service removal program. “We even created brochures and handouts with resources including tips on how residents can identify if they have a lead service coming into their basement,” said Laskey.
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“Quincy was the first community within our 50 member water system to apply for the zero interest loan,” said Michael Hornbrook, MWRA Chief Operating Officer. “We have since had applications from Newton, Somerville, and Winchester, and we expect that other towns will soon be moving forward to take advantage of this loan program.” n
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Quincy LEADS the Way When it Comes to Lead Service Replacements “In the wake of the 2016 drinking water disaster in Flint Michigan, caused by lead contaminants, the Quincy, Massachusetts DPW wasted no time in developing a plan to protect its residents.”
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oth Quincy and Flint are small cities with populations of approximately 100,000. Their water distribution systems are similar except that Flint treats much of its own water, whereas Quincy, as a member community of the Mass. Water Resources Authority (MWRA), receives its water already treated. Quincy purchases approximately 10 million gallons of water per day from the MWRA to supply its residents and businesses. The Quincy DPW owns and maintains about 228 miles of water main piping and 23,500 service connections, statistics somewhat similar to Flint. That might be as far as the Flint comparison goes, according to the Quincy DPW Commissioner, Dan Raymondi. As a long time Quincy resident and former City Council member before assuming the role of DPW Commissioner in 2011, Raymondi is knowledgeable about not only the Quincy infrastrucMAY, 2017
ture, but its history as well. “Unlike Flint, Quincy has always maintained a very good capital improvement funding level, including a program for replacing old unlined cast iron water mains,” said Raymondi. “The DPW long ago made it a policy to remove lead service lines when encountered as part of our annual water main replacement projects.” In spite of its long history (settled in 1625; became a town in 1792; became a city in 1888), the Quincy DPW prides itself on having maintained a collection of excellent records of their buried infrastructure, including lead service connections. “With these old records, we were able to maximize our lead service removals while we were upgrading our water system,” said Raymondi. “When the news of Flint was breaking, I knew Quincy was in a much better position regarding lead continued on page 41
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Quincy LEADS the Way continued from page 39
City of Quincy DPW (L-R): Deirdre Hall, Compliance Manager; Peter Hoyt, Senior Civil Engineer; Paul Della Barba, Business Manager; Mark Vialpando, General Foreman Water/Sewer/Drain; Dan Giannandrea, Junior Civil Engineer; and Daniel Raymondi, Commissioner of Public Works services than most other Cities our size, but I knew we had still some more work to do.” Commissioner Raymondi began taking action in early 2016 by assembling a team of DPW managers in order to fast track not only a current inventory of remaining lead services, but also to develop a plan to eliminate any threat to Quincy residents posed by the old lead services. By the summer of 2016, staff meetings were ongoing and progress was being made. UCANE member Weston and Sampson Engineers, Inc., the City’s water consultant, was brought on board to help the team analyze various construction methods for service replacements and to provide cost estimates. By the fall of 2016, the DPW team had completed their assignments and presented their findings to the Commissioner. “Because of our prior dedication to annual lead service removals, our team concluded that there were approximately 126 lead services remaining in our entire system, representing less than 1 percent of our customers,” said Raymondi. “The cost estimate was $1.5 million to replace them all and that is what I proposed to the Mayor.” Raymondi credits Mayor Koch with supporting his plan from the start. In October 2016, the City Council approved the DPW plan to replace all the services and to fund the project through a zero interest loan from the MWRA Lead Service Replacement Program. From October 2016 through January 2017, the DPW team reached out to all of the 126 residents impacted by the lead service pipes. In addition, the DPW mailed educational materials to every commercial and residential water customer, updated the DPW website, coordinated and conducted home inspections and on site water sampling, and documented specifics about each individual service replaceMAY, 2017
ment. At the same time, the Department worked with Weston and Sampson to develop plans and specifications for the work. “We also held public and private meetings with the homeowners to educate them and to obtain Right of Entry Agreements so that we could perform the private property portion of the work,” said Paul Della Barba, DPW Operations Manager. Commissioner Raymondi credited DPW Engineer Peter Hoyt as well as Water/Sewer/Drain General Foreman Mark Vialpando for their diligent efforts in locating all the old service pipes on each property and documenting the existing conditions. “Although our contract will require pulling or ramming (non-excavation methods) for the replacements,” said Hoyt, “We know that pit excavations will be necessary so it was very important to have good records so that we can restore resident’s property correctly after the replacement is completed.” In February 2017, the project was put out to public bid. The contract specifications called for complete service replacement of the old lead services from the main line to the water meter inside the basement. Five bids were received with the winning bidder being UCANE member Commonwealth Construction Utilities, Inc. of Maynard, MA, with a bid of $1.2 million. By April 2017, crews from Commonwealth were in Quincy starting the replacements with a completion date scheduled for September. Commonwealth President Chris DiStefano was asked how the project was going so far. “It certainly is not the usual public works type project. It is very early right now, and we are still on a bit of a learning curve,“ said DiStefano. “The private property element creates a lot of management time because we have to coordicontinued on page 43
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Quincy LEADS the Way continued from page 41 nate multiple times with each homeowner to complete various elements of the work. The Quincy DPW has been working along with us and we are making progress.” Commissioner Daniel Raymondi and his DPW managers are to be commended for their rapid response to head off any potential problems like those first being reported out of Flint Michigan and since followed by similar reports from other cities. Other Quincy administrators also deserve credit for their long standing financial commitment to an annual program of infrastructure investments, which has allowed Commonwealth Construction & Utilities, Inc. owners a steady replacement of lead services over A.J. and Chris DiStefano with their crew, and DPW the years while also keeping their water Inspector Dan Giannandrea system in good repair for residents and for organization Cleanwater.org. Commissioner Raymondi new businesses. There are not many cities (or towns) in Massachusetts that can say their water system is and the Quincy DPW will be recognized for their out100% free of lead water services within 18 months of standing leadership on the lead services issue as well the Flint story becoming national news. as their continued commitment to maintaining a modern drinking water distribution system for the residents and (NOTE: After this article was written it was anbusinesses of Quincy. UCANE congratulates the recipinounced that the Quincy DPW would soon be receivents for these well-deserved honors and we are proud ing awards from both the Massachusetts Department of to count the Quincy DPW as a UCANE member.) n Environmental Protection (MassDEP) and the national
Newton Awards Lead Service Removal Contract
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he City of Newton became the second member of the MWRA water system to participate in the Authority’s zero interest loan program. Mayor Sette Warren and DPW Commissioner Jim McGonagle began in-house assessments of the lead service issue in the summer of 2016. Their efforts culminated in a decision to remove all (approximately 600) lead services from their water distribution system. UCANE congratulates the City of Newton on being proactive and we congratulate UCANE member C.J.P. & Sons Construction Co., Inc., on their successful bid of $3,471,000. Work is scheduled to commence in May 2017 with completion by December 31, 2017. UCANE commends the Cities of Newton and Quincy for taking advantage of this important MWRA program. We encourage other municipalities to do the same in order to ensure safe water quality. We also will continue to support a policy of bundling multiple service line replacements into a single project to be put out to public bid. n
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How's the Water in Your Child's School? Brockton Area's Mixed Results About a quarter of the local schools in the South Shore and Brockton areas that had their drinking water tested under a state program turned up both copper and lead concentrations above federal Environmental Protection Agency action levels – the point at which further action to correct the problem and educate the public is required.
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mid a national conversation about lead contamination in public drinking water, 60 percent of the local schools tested under a state program over the last year turned up elevated levels of the substance. Meanwhile, a little more than half of the region’s communities chose not to participate in the program. When the city of Flint, Michigan, switched its public drinking water source from Detroit’s supply to the corrosive Flint River in 2014, causing lead to leach from improperly treated pipes, the ensuing crisis and criminal investigation thrust the issue into the national spotlight. Closer to home, in the South Shore area, about a quarter of the local schools that had their drinking water tested under the program turned up both copper and lead concentrations above the state’s action levels – the point at which further action to correct the problem and educate the public is required. The action levels for lead and copper are .015 and 1.3 milligrams per liter, respectively. The program was launched by the state Department of Environmental Protection and the Clean Water Trust last year. The trust funded the $2 million DEP testing program to help communities across the state sample their schools’ tap water and test it for the presence of copper and lead. Exposure to the substances can cause health and developmental problems in children. Under state law, public water suppliers are required to test two fixtures in two schools in a designated sampling period, but the DEP program offered testing of every fixture in every school that signed up. In all, schools in 150 of the state’s 351 towns and cities participated, with more than 1,000 buildings having their water tested – about 850 under the program, and the rest through other initiatives. About 60 percent of those schools turned up lead and copper levels above action levels. Locally, a third of the schools tested turned up
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only elevated lead levels, while just one school, Hull’s Lillian M. Jacobs School, saw only copper concentrations above the federal action levels. In Norton, all five of the schools had elevated levels of both copper and lead in the water, while Brockton, Norwell, and Hull had elevated levels of both substances in more than half of their schools. Some schools in Abington, Pembroke, Marshfield, Middleborough, Quincy, Scituate, and Taunton also registered both substances above the action levels. At least some schools in all of the towns that participated – except for Cohasset and Rockland – registered lead concentrations above action levels. In Sharon, Norton, and Norwell, all of the schools tested had elevated lead levels.
Old Fixtures Taps in Brockton’s schools dominated the list of highest concentrations, according to individual-fixture data released by the DEP. Some registered extremely high lead levels, with one water bubbler in the Hancock School turning up a reading of 32.4 milligrams per liter – more than 2,100 times the action limit. continued on page 47
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How’s the Water continued from page 45 Brockton Public Schools spokeswoman Michele Bolton said all of the district’s high results were related to individual fixtures, not the actual water supply. She said many of the fixtures, like the Hancock bubbler, had not been used for some time. Deputy Superintendent of Operations Michael Thomas said that particular fountain has not been used in at least five years, and the high result was likely due to water sitting in the pipes over that time. Unused fixtures were tested because they are still technically water sources, Thomas said. “We had the option of testing all water sources, even if they weren’t used, just to be thorough,” said Thomas. Bolton said any fixture that had a high reading was shut off and those that were functioning were replaced. All schools already have water filtration stations for kids to drink from and fill their water bottles. The district has sent home letters and notifications to parents since it began receiving results through the program, Bolton said. Lead is a naturally-occurring metal that is toxic to humans in higher doses. It accumulates over time in the human body, and too much exposure can lead to behavioral problems and learning disabilities in young children. Adults can experience health problems from lead poisoning, too, including high blood pressure, memory problems, miscarriages or still birth, mood disorders, headaches and abdominal pain. A person whose blood contains more than 5 micrograms per deciliter of lead is typically diagnosed with lead poisoning, according to the federal Centers for Disease Control and Prevention. In the 1970s, the federal government banned the use of lead-based paint in residential properties, public buildings, toys and furniture.
Many Communities Didn’t Participate Despite the state’s willingness to pick up the tab, more than half of the region’s communities opted not to participate in the program. Some said they opted out because they already test their water regularly. In West Bridgewater’s schools, Superintendent Patricia Oakley said the district already conducts routine annual testing through the town water department. “We have the analytical laboratory reports for each school where we tested water fountains and kitchen sinks in (August 2016). We did not exceed the lead and copper action level at any of the schools,” she said. Bridgewater-Raynham Regional School District Facilities Director Paul Fox Jr. said the district most recently tested for lead and copper in 2014, and the results showed all of the schools were below action levels with the exception of one tap in the George Mitchell Elementary School. That school is currently closed after part of its roof collapsed under the weight of snow in 2015 while the town works with the Massachusetts School Building Authority to find a fix. Fox, who began working for the district in January, said he plans to put a routine testing program in place for both water and air quality in the district’s buildings. “The district is technically not out of compliance with the (state Lead and Copper Contamination Act), so there’s nothing to be really concerned with; we’re all set for now,” Fox said. “However, that’s something I’d like to introduce and plan on setting up. Ultimately, it makes everything safer for end users and kids.” Written by Tom Relihan/The Enterprise. Reprinted with permission. n
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1. Locate the water service line coming into the building. This is typically located in the basement where the pipe enters thru the floor or the wall. After the point of entry you will see a “shutoff valve” and then the water meter installed on the pipe. 2. Identify a test area on the pipe between the point where it comes into the building and the shutoff valve. If the pipe is covered or wrapped, expose a small area of metal. 3. Use the flat edge of a screwdriver or other tool to scratch through any corrosion that may have built up on the outside of the pipe. 4. If the scraped area is shiny and silver, your service line is lead. A magnet will not stick to a lead pipe.
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OSHA Delays Enforcing Crystalline Silica Standard in the Construction Industry
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he U.S. Department of Labor’s Occupational Safety and Health Administration recently announced a delay in enforcement of the crystalline silica standard that applies to the construction industry to conduct additional outreach and provide educational materials and guidance for employers. The agency has determined that additional guidance is necessary due to the unique nature of the requirements in the construction standard. Originally scheduled to begin June 23, 2017, enforcement will now begin September 23, 2017. OSHA expects employers in the construction industry to continue to take steps either to come into compliance with the new permissible
exposure limit, or to implement specific dust controls for certain operations as provided in Table 1 of the standard. Construction employers should also continue to prepare to implement the standard’s other requirements, including exposure assessment, medical surveillance, and employee training. Under the Occupational Safety and Health Act of 1970, employers are responsible for providing safe and healthful workplaces for their employees. OSHA’s role is to ensure these conditions for America’s working men and women by setting and enforcing standards, and providing training, education, and assistance. For more information, visit www.osha.gov n
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Harwich Voters Give $9M Wastewater Plan Green Light Town meeting approved spending more than $9 million on the first portion of the next phase of a wastewater cleanup plan, which calls for sewering East Harwich and pumping the wastewater to Chatham’s wastewater treatment facility.
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t has taken more than a decade to get to this point. “We cannot avoid this issue,” said Michael MacAskill, chairman of the board of selectmen. “It will not go away and we must create a solution that is best for Harwich.” A two-thirds vote was required and some voters objected to the more than $34 million costs of this next phase. Former Selectman Larry Ballantine warned voters of the potential consequences, beyond degraded water quality, of not moving forward with the town’s wastewater plan, which has been approved by the state. The court, as a result of a lawsuit brought by the Conservation Law Foundation, could shorten the 40-year rollout in the town’s wastewater management plan, Ballantine said. The state could also require that all homeowners in the five affected watersheds install nitrogen removal systems, which would be much more costly than what is proposed, he said. “You may have to worry about the value of your property decreasing if we don’t do something about water issues,” Selectman Julie Kavanagh said. “Doing nothing is not an option. We don’t want to have a solution imposed on us.” Selectmen wanted to get a better estimate before asking for construction money, which will likely occur at next year’s annual town meeting as a request for nearly $22.4 million. Out of the $9.04 million approved Monday night, $2.02 million is for the Harwich sewer
MAY, 2017 SEPTEMBER, 2016
design. Another $250,000 is for designing the connection linking the sewer systems of both towns. Also included in that amount is $6.75 million in four payments to Chatham for treating Harwich wastewater. Town officials and consultants determined it would cost $12 million to $15 million to build a plant in East Harwich, and require at least 10 acres of land. Chatham has the excess capacity to handle Harwich wastewater. Chatham voters were asked to approve the intermunicipal agreement at their town meeting on May 8. About 50 percent of Harwich would be sewered under the current plant. The town is also looking into joining with Dennis and Yarmouth to build a regional wastewater treatment plant in Dennis that would serve the remaining parts of the town. continued on page 55
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Spotlight on Cape Cod continued from page 53 It could be possible that Harwich would not have to build a treatment plant to clean up its wastewater, Selectman Peter Hughes told voters. “You are about to embark on a lengthy, complicated, expensive, yet necessary solution,” Hughes said. “Our tourist and recreational economy depend on water quality.” The article passed on a nearly unanimous voice vote. Voters also approved spending $2 million to restore Cold Brook and the inland bog system by replacing cranberry bog canals with a more natural stream flow and ecosystem that will naturally filter out nitrogen. It is estimated the restoration would decrease the amount of properties that would have to be sewered by 200 homes, saving the town an estimated $6 million. Both of these articles require further authorization by town election voters as a Proposition 2½ debt exclusions. Voters unanimously passed the town’s operating and school budgets, which added up to nearly $60.7 million, a 1.9 percent increase over the previous year. No Proposition 2½ override is needed. Written by Doug Fraser. Reprinted with permission from the Cape Cod Times. n
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UCANE’s 38th Annual
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Monday, July 10, 2017 • Brookmeadow Country Club • Canton, MA For sponsorships or reservations call the UCANE office at 617.471.9955 or go to www.ucane.com
Corporate Sponsor
TAYLOR OIL COMPANY Lobster Clambake Sponsor
E. J. PRESCOTT, INC. $25,000 “Hole in One” McCOURT CONSTRUCTION COMPANY $10,000 Putting Contest DAGLE ELECTRICAL CONST. CORP. Ford F-150 3-Year Lease “Hole in One” RODMAN FORD SALES, INC. Helicopter Golf Ball Drop HD SUPPLY CONSTRUCTION & INDUSTRIAL WHITE CAP “Closest to the Pin” against Former N.E. Patriot Offensive Lineman Joe Andruzzi HD SUPPLY WATERWORKS Photo’s with Former N.E. Patriot Offensive Lineman Joe Andruzzi RITCHIE BROTHERS AUCTIONEERS Kobelco Excavator SK-30 Hole-In-One & Continental Breakfast ATS EQUIPMENT, INC. Barbecue Lunch SCHMIDT EQUIPMENT, INC.
Social Hour A. H. HARRIS CONST. SUPPLIES HUB INT. NEW ENGLAND T-QUIP SALES & RENTALS, INC. Ice Cream Sundae Bar USI INSURANCE SERVICES, LLC Cold Drink Carts CITRIN COOPERMAN & CO., LLP FERGUSON WATERWORKS UNITED RENTALS TRENCH SAFETY Set of Golf Clubs EJ Golf Prizes ALBANESE D&S, INC. BARLETTA HEAVY DIVISION RJV CONSTRUCTION CORP. Goody Bags P. GIOIOSO & SONS, INC. Guest Sponsors JAY CASHMAN, INC. (4) TAYLOR OIL COMPANY (2)
A complete list of sponsors can be found at www.ucane.com
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“BUY FROM THE ADVERTISERS IN CONSTRUCTION OUTLOOK”
MAY, 2017
Your Company Must Have A Comprehensive Safety Program! This year’s Safety Manual includes information on: • OSHA’s Final Rule on Silica Exposure Limits • OSHA’s Final Rule on Confined Space in Construction • OSHA’s New Cranes & Derricks Standard (1926.47) • State and Federal Posting Requirements • OSHA’s Updated Trenching & Excavation Safety • OSHA’s Changes to the Penalty Calculation Limit • Recordkeeping Requirements — Employee Reporting on Fatalities & Hospitalizations • OSHA 10-Hour Training Requirements
Promote A Safe Working Environment It should be your company’s policy to provide a safe place to work, with the prevention of accidents being your ultimate goal. Your Insurance/Bonding carrier requires a Safety Program. State and Federal Agencies require a Safety Program.
OSHA Inspectors Will Be Enforcing: • Overall Construction Safety (29 CFR 1926) • Excavating Standards • Written Safety and Health Plans
• Hazard Communications Programs • Drug Free Workplace • OSHA 10-Hour Training Requirements
Examine The UCANE Pocket Directory When ordering Company Safety Manuals, the Safety Manual section only, in the back of UCANE’s Pocket Directory, will be made up into an individual Employee Pocket Safety Manual with Your Company Name & Logo printed on the cover. Employee signature cards verifying compliance with safety manual procedures are included. When signed, these cards should be placed in each employee’s file.
Employee Pocket Safety Manual Order Form Company Name:_________________________________ Authorized By:______________________ Pocket Manuals w/ Signature Cards: Qty.__________________ x $3.25 Ea. = $________________ 55.00 Printing and Set Up Charge for Personalized Covers: $________________ 10.00 $________________ Total: $________________
Postage and Handling: Date:____________ ❏ Company Logo Enclosed
❏ Company Logo to be mailed
❏ My check is enclosed
Employee Pocket Safety Manuals are available to UCANE members only. PAYMENT MUST ACCOMPANY ORDER. Utility Contractors’ Association of New England, Inc. • 300 Congress Street, Suite 101 • Quincy, MA 02169
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John E. Merchant, CPA IN THIS ISSUE
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• Tax-Wise Portfolio Rebalancing • Social Security Strategies That Still Work • With Retirement Plans, SIMPLE May Be Better
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Smart Tax, Business & Planning
Tax-Wise Portfolio Rebala Tax-Wise Portfolio Rebalancing
tudies indicate that savvy asset allocation may lead to long-term investment success. Individuals can find a desired mix of riskier asset classes, such as stocks, and relatively lower risk asset classes, such as bonds. Sticking with a chosen strategy might deliver acceptable returns from the volatile assets, as well as fewer fluctuations along the way from the stable assets. An asset allocation could consist of a simple blend of stocks and bonds, plus an emergency cash reserve. Alternatively, an asset allocation can include multiple asset classes, ranging from small-company domestic stocks to international mega corporations to real estate. Investors may put together their own asset allocation, or they might work with an investment professional. Either way, the challenge is to maintain the desired allocation through the ups and downs of the financial markets. The answer generally recommended by financial advisors is to rebalance periodically.
the financ recommen rebalance
Sell hig
75% in stocks and 25% in bonds. Ellen is uncomfortable with such a large stocks, which Studies indicate thatcommitment savvy assettoallocation have crashed twice in this century. may lead to long-term investment success. One solution is for Ellen to move money from Individuals can find a desired mix of stocks to bonds, going back to her desired 60-40 alriskier asset as stocks,to and location. Many classes, investorssuch are reluctant follow such arelatively plan, leaving a hot market for one that’s out of favor. lower risk asset classes, such as Nevertheless, investors who follow market momenbonds. Sticking with a chosen strategy tum—buying what’s been popular and selling what’s mightdevalued—historically deliver acceptable returns from the been have received subpar results. against theascrowd buying low and volatileGoing assets, as well fewerbyfluctuations selling to be moreassets. effective. alonghigh the may way turn fromoutthe stable
An asset allocation could consist of a Tax Trap simple blend ofisstocks andan bonds, plus tax proRebalancing inherently inefficient cess. Investors are always selling assets that moved an emergency cash reserve. Alternatively, Sell High, Buy Low above the desired allocation, which generally means an asset allocation can include multiple taking gains. Such gains can be taxable and may add Once your asset allocation is in place, it can be classes, ranging from small-company toasset an individual’s reluctance to rebalance. reviewed at regular intervals or after significant market moves. domestic stocks to international How can investors rebalance theirmega asset allocation without feeling whipsawed by taxes? Here are Example 1: Ellen King has a basic asset allocacorporations to real estate. some possibilities: tion of 60% in stocks and 40% in bonds. However, Investors may put together their own the bull market of recent years moved her portfolio to continued on page 63 asset allocation, or they might work with an investment professional. Either way, “BUY FROM THE ADVERTISERS CONSTRUCTION OUTLOOK” MAY, 2017 the IN challenge is to maintain the desired 61 allocation through the ups and downs of
Once you can be rev significan Examp allocation bonds. H years mov and 25% i with such which hav One so money fro to her des investors a plan, leavi out of favo follow ma what’s bee been deva subpar res buying low to be mor
Tax trap
Rebalancin process. In that move
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MAY, 2017 NOVEMBER, 2009
Financial Management continued from page 61 • Bite the bullet. As long as the securities are held for more than 12 months, profits on a sale will qualify for long-term capital gains rates, which are lower than ordinary income tax rates. Paying some tax may be worthwhile if it reduces portfolio risk. Also, if Ellen has a diversified mix of stocks and stock funds, she could selectively sell longterm shares with the least appreciation, resulting in the lowest tax bill, unless she believes there are investment reasons to sell her big gainers. • Don’t sell. If there are no sales, no tax will be due. Example 2: Assume that Ellen’s portfolio consists of $100,000 in bonds and $300,000 in stocks. Instead of selling stocks, Ellen could hold on to them and avoid a taxable sale. Meanwhile, her future investing could go entirely into bonds; dividends from her stocks and stock funds could be invested in bonds and bond funds. Gradually, her asset allocation would move from 75-25 to 70-30 to 65-35, heading towards her 60-40 goal. Suppose that Ellen is retired, spending down her investment portfolio instead of building it up for the future. In this situation, Ellen could tap her stocks for income, decreasing her allocation. To hold down taxes, she could liquidate stocks selectively, as mentioned. • Bank losses. Investors may hold various positions in individual securities and funds, including some that have lost value since the original purchase. Health care stocks and funds, for instance, generally had losses in 2016, although the broad market had gains. When price drops on specific holdings are significant, a sale can generate a meaningful cap-
ital loss, perhaps making rebalancing easier in the future (see Trusted Advice column “Gaining From Losses”). • Use tax-favored retirement accounts. Taking gains inside plans such as 401(k)s and IRAs won’t generate current taxes. Therefore, Ellen may be able to do some or all of her rebalancing, tax-free, by moving from stocks to bonds within her IRA. This tax-efficient flexibility may be one factor to consider when deciding whether particular investments should go into a taxable or a tax-deferred account. Holding a mix of asset classes on both sides may permit more taxefficient rebalancing. The methods described here are not mutually exclusive. You might find that combining tactics will help you rebalance and maintain your asset allocation without triggering steep tax bills. continued on page 65
Trusted Advice Gaining From Losses • If your capital losses in a calendar year exceed your capital gains, you will have a net capital loss to report on your tax return for that year. • Up to $3,000 of net capital losses can be deducted on your tax return each year. • Larger net capital losses can be carried over to future years. • By accumulating losses, you may eventually be able to take taxable gains when you rebalance yet owe little or no tax due to losses taken in prior years.
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MAY, 2017
Financial Management continued from page 63
R
Social Security Strategies That Still Work
ecent legislation has reduced Social Security claiming strategies for married couples. For example, if you failed to initiate a “file-and-suspend” plan before April 30, 2016, that opportunity is no longer available. Still Available Another popular approach for married couples— filing restricted applications for spousal benefits—is still viable, but only for those who reached age 62 on or before January 1, 2016. The people who were grandfathered for this tactic have age 66 as their full retirement age (FRA). At FRA, someone in this age group can apply for Social Security retirement benefits, restricting the claim to a benefit that’s based on the other spouse’s work record. Example 1: Nick and Paula Robinson are married. Nick worked for more years than Paula, earning higher pay, so Nick has the larger Social Security benefit.
Suppose Paula is now age 64. She can file a restricted application to get a spousal benefit at age 66, her FRA. Paula’s spousal benefit could equal 50% of Nick’s benefit. Paula could collect this spousal benefit while her own benefit, based on her work history, continues to grow at 8% a year under current law. Paula can collect a spousal benefit until age 70, the latest possible starting date. Assuming that Paula’s own benefit at some point will exceed the spousal benefit she receives on Nick’s work record, Paula would eventually receive her own, larger benefit. Example 2: Assume the same facts as in example 1. If Nick meets the age requirement, he can file a restricted application to start his spousal benefit at age 66, his FRA. At this time, he could collect a benefit based on Paula’s work record. Meanwhile, Nick’s own retirement benefit can keep growing at 8% a year until as late as age 70. (A restricted application by one spouse requires the other spouse to be receiving benefits.) continued on page 67
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MAY, 2017
Financial Management continued from page 65 No Restrictions Such restricted applications are available only to certain people who are 63 and older in 2017. Even so, there are other opportunities for all married couples to consider in their planning for Social Security. Example 3: Steve and Vicki Baker are married, with both reaching age 61 this year. They can’t use the restricted application strategy, as explained previously. Suppose both Steve and Vicki have substantial work histories, so they’ll both receive sizable Social Security benefits, but Vicki’s benefit would be larger. One plan is for Steve to begin his own benefits at age 62, the earliest date possible, while Vicki waits until age 70. Assuming Steve isBoston retired Area (so he won’t have earnLocations ings that reduce his Social Security benefits), Steve’s
benefits would provide eight years of cash flow while the couple is in their 60s. This would make it easier for the Bakers to wait until Vicki reaches age 70 to start benefits; her larger benefit would increase by approximately 8% a year while she waits to start. Moreover, if Vicki is the first spouse to die, Steve would receive the amount Vicki was receiving, as a surviving spouse. If Steve dies first, Vicki would continue to receive her larger benefit.
Uneven Benefits
Among married couples, there may be one spouse who will get a much larger Social Security retirement benefit, often because the other spouse focused on raising the children and managing the household. How might such couples proceed? Example 4: Jim Lawson has contributed much more to Social Security than his 2 Dexter Street wife, Marie. Therefore, Jim will be Everett, MA 02149 entitled to a $2,600 monthly benefit Boston Area Boston Area at his FRA, but Marie’s FRA benefit Locations Locations 431 Second Street will be only $800 a month. One apEverett, MA 02149 proach is for Jim to claim benefits 2 Dexter Street 2 Dexter Street at his FRA and begin receiving Everett, MA 02149 Everett, MA 02149 $2,600 a month. Marie, who is the same age as Jim, also could claim 431 Second Street 431 Second Street at her FRA. If so, Marie would reEverett, MA 02149 Everett, MA 02149 ceive a spousal benefit that’s 50% BOSTON AREA LOCATIONS of Jim’s benefit—$1,300 a month, 2 Dexter Street 431 Second Street in this example—which would be Everett, MA 02149 Everett, MA 02149 larger than her own. Here, Marie will get a large increase in benefits if she’s the surviving spouse. Another strategy might work for spouses of different ages. Example 5: Suppose that Marie Lawson is a few years younger than her husband, Jim. If Jim can wait to start benefits until he’s age 70, he’ll get the maximum monthly benefit. Marie could start at age 62, Minichiello Bros./Scrap-It, Inc., Minichiello Bros./Scrap-It, Inc. the earliest possible date, claiming benefits on her own work record. Serves over 2500 customers a week and is one of New England’s largest Serves over 2500 customers a week and is one New England's largest buyers, buyers, sellers, and processors of scrap metal. Forour overgoal 60 years goal Marie would receive a reduced bensellers and processors of scrap metal. For over 60 years has our remained remained the same - to in provide the best along prices in thetop industry along with the same - tohas provide the best prices the industry with notch efit because she started so early, top notch service! Fred Rogers at 617-595-5505 customer service! Callcustomer Fred Rogers at Call 617-595-5505 but she’d still obtain some cash flow. Minichiello Bros./Scrap-It, Inc., Marie could wait until Jim is Minichiello Bros./Scrap-It, Inc., 70 and claims his maximum benServes over 2500 customers a week and is one New England's largest buyers, efit then sellers and processors of scrap metal. For overa60week years ourisgoal Serves over 2500 customers and onehas Newremained England's largest buyers,claim a spousal benefit, which might increase her Social he same - to provide the best in theof industry along with notch sellers and prices processors scrap metal. Fortop over 60 years our goal has remained Security checks. Again, increasing customer service! the Callsame Fred -Rogers at 617-595-5505 to provide the best prices in the industry along with top notch Jim’s Social Security benefit will customer service! Call Fred Rogers at 617-595-5505 also increase Marie’s survivor’s benefit, if Jim predeceases her. Deciding when to start Social Turn your metal into money today! Security will depend on many facTurn your metal into money today! Minichiello Bros. Inc./Scrap-It Inc. tors, such as health and the need Minichiello Bros. Inc.,/Scrap-It Inc. continued on page 69 for income.
MAY, 2017
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Financial Management continued from page 67
With Retirement Plans, SIMPLE May Be Better
continued from page 3
I
are expected to earn much in the n 2017, if athat company sponsors a current year. profit-sharing plan, the company
could make a contribution on beContribution half of theconsiderations business owner of as Eligible employees can defer up to much as $54,000 (see Financial Ma$12,500 of their compensation in 2017, nagenent, January 2017). With a SIMdeferring the income tax as well. Those IRA, amount this 50PLE or older can the defermaximum up to $15,500. year is $31,000. If that’s the With a SIMPLE IRA, employers case, why would consider the latter choice? plan filling IRS Form 5304-SIMPLE must makeyou certain contributions to the chief shareholder, is 54by years old. out result, with this method a company’s or 5305-SIMPLE. employees’ Allcan money defers the maximum $15,500 contribution to any employee’s SIMPLE Oneaccounts. reason bethat found inRichard the plan’s goes into a SIMPLE IRA(savings is totally incentive of his salary to his SIMPLE IRA. If he IRA can’t $5,400 this year (2% name; a SIMPLE match Subsequently, there isexceed no annual filing vested for the employee. earns more than $516,667 in 2017, a of $270,000). plan for employees) IRA has less paperrequirement and no testing for discrimiOne option is to match each start-up and 3% match would benation another $15,500, work as well as lower operatin favor of highly-compensated Fine points employee’ s contribution, up to 3% bringing Richard the maximum $31,000 ing costs, compared with many other types employees. The only other requirement is During the first two years they are in of pay. (An employer may choose to SIMPLE IRA contribution this year. of retirement plans. As long as your comannual notification, which you can meet the plan, SIMPLE IRA participants match as little as 1% of employees’ Instead of matching, a company pany is eligible (it must have no more than by sending each employee a copy of the owe a 25% penalty for in-service contributions, for one or two years sponsoring a SIMPLE IRA can make original 5304-SIMPLE or 5305-SIMPLE. 100 employees and must not sponsor anwithdrawals before age 59½. After two during the five-year period that ends non-elective contributions of 2% of page 71 other plan), you canpay setforup years have continued passed, theonregular 10% early with [and retirement includes] the year for which eachthe eligible employee, even for withdrawal penalty applies. During the employer chooses the lower match those who don’t contribute. those first two years, rollovers from a percentage.) Example 2: Walt Vincent works for 201 Jones Road, Suite 645 SIMPLE IRA to a traditional IRA are Example 1: Sue Taylor, who works XYZ Corp., where he earns $50,000 a Waltham, MA 02451 prohibited. for ABC Corp., earns $60,000 a year. year. XYZ has chosen to make nonPhone: (781) 398-9840 Eligible companies generally must She contributes to her SIMPLE elective contributions to its employees’ Cell: (508) $6,000 400-3679 establish a SIMPLE IRA by October IRAexitstrategiesgroup.net in 2017. ABC, which chose the SIMPLE IRA. Even though Walt does 1 in order to have the plan in effect for matching option, contributes $1,800 not contribute this year, XYZ must the current year. However, different (3% of $60,000). Therefore, the total make a contribution of $1,000 (2% rules apply to new companies that came amount moving into Sue’s account in of $50,000)Exit to Walt’ s SIMPLE IRA. Michael Arnheiter, Strategies Group LLC into existence after October 1 in a year, 2017 is $7,800. These non-elective contributions are and existing companies that previously Continuing with the ABC Corp. capped by an annual compensation Business Owners When They Outa SIMPLE Time IRA plan. g maintained example, suppose that Richard Palmer, Find limit, Success which is $270,000 in 2017. As a Carve
Business Planning Tips & Tricks
Business Owners Find Success When They Carve Out Operations on an Basis Basis Time to to Evaluate Evaluate Operations onAnnual an Annual
M
TAX CALENDAR
Most business become so immersed in immersed the these obligations? Are the terms still favorable? ost owners business owners become so in ofproperty Business Financials daily operation and management of their business that of their • Review Leases – real and equipment the daily operation and management • Contracts with other third parties – purchase agreements they don’t set aside time to evaluate its operations. An anbusiness that they don’t set aside time to 6. Business Projected Income Tax alien Liability insurance If you are a U.S. citizen or resident living and working (or on military MAY 2017 nual gathering of a business owner and his or her close evaluate its operations. An annual gathering of a busi☐ Has new real property been acquired? duty) outside the United•States and PuertoWas Rico,this fileproperty Form 1040 and pay advisors—including a trusted attorney, accountant, inMay 10ness owner and Business Valuation Succession Planning his or her close advisors—including added to the company’s insurance policy? surance professional, and other financial advisors—is any tax, interest, and penalties due for 2016. If you want additional time to Employers. For Social Security, Medicare, and withheld income tax, file ☐ Is all equipment covered? a trusted attorney, accountant, insurance professional, Obligations • Business an excellent opportunity review asapplies well asonly if youContractual your return, Form 4868 to obtain fourInsurance additional months to file, then ☐fileAre there anyfile new exposures that should be mitigated Form 941and for other the first quartertoof 2017.the Thisbusiness due financial advisors—is andate excellent opportuniaccomplishments or setbacks that might shape the overall through insurance? file Form 1040 by October 16. deposited the tax for the quarter in full and on time. to review the business as well as accomplishments Banking Considerations 7. Banking considerations • Business Legal Documents futuretyplan for the company.
or setbacks that might shape the overall future plan for May 15Although not exhaustive, the following is a list of po-
☐Corporations. A company’s Deposit success the or failure be contingent upon its tax for 2017. secondmay installment of estimated Buy-Sell Agreements with a financial institution that provides funding for theFor company. Employers. Social Medicare, withheld income tax, and nonpayroll relationship tential agenda itemsSecurity, to include in an annual review session. Employers. For Social Security, Medicare, withheld income tax, and business operations. Although notforexhaustive, the iffollowing isrule aEmployee list of Agreements Non-Competition Agreements withholding, deposit tax payments April the monthlyto applies. This meeting is anthe opportunity for theinbusiness advisors ☐nonpayroll Consider withholding, a review& of the following: deposit the tax for payments in May if the monthly potential agenda items to include in an annual review • Loans communicate with each other, encouraging open dialogue rule applies. JUNE 2017 session. This meeting is an opportunity for the busiEmployee Incentives • Employee Considerations • Lines of credit and cooperation throughout the planning process. June 15ness advisors to communicate with each other, en• How does the bank view your business and your industry? Exit Strategies Group LLC does not provide tax, legal or accounting advice. What might be the bank’s biggest concerns to future funding couraging dialogue and cooperation throughout Individuals. If you areopen not paying your 2017 income tax through withholding of the business? What financial ratios does the bank watch? (or will not enough tax during the year that way), pay the second thepay planning process. • Who are authorized signatories on behalf of the company? installment of your 2017 estimated tax. Confirm that those persons should still have authority. 1. Review of business financials
MAY, 2017 ☐ Annual budget
8. Business legal documents
“BUY FROM THE ADVERTISERS IN CONSTRUCTION OUTLOOK” ☐ Minutes – have annual minutes been completed?
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☐ Balance sheet The CPA Client Bulletin (ISSN 1942-7271) is prepared by AICPA staff for the clients of its members otherdocumentation practitioners. The carries no official authority, and its contents should not ☐ and Proper ofBulletin all major changes in the business ☐ Cash flow update 9. Buy-sell be acted upon without professional advice. Copyright © 2017 by the American Institute of Certified Publicagreements Accountants, Inc., New York, NY 10036-8775. Printed in the U.S.A. Sidney Kess, CPA,
41 Ledin Drive, Avon, MA 02322
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“BUY FROM THE ADVERTISERS IN CONSTRUCTION OUTLOOK”
MAY, 2017
Financial Management continued from page 69 A SIMPLE IRA also can work if you are just starting a company and have no employees. With other retirement plans, adding workers may require some extensive paperwork. With a SIMPLE IRA, the company just sets up an IRA for each employee who joins the plan. A SIMPLE IRA must be offered to all employees who were paid at least $5,000 in any prior two years and who are expected to earn that much in the current year. Contribution Considerations
tributions to its employees’ SIMPLE IRA. Even though Walt does not contribute this year, XYZ must make a contribution of $1,000 (2% of $50,000) to Walt’s SIMPLE IRA. These non-elective contributions are capped by an annual compensation limit, which is $270,000 in 2017. As a result, with this method a company’s contribution to any employee’s SIMPLE IRA can’t exceed $5,400 this year (2% of $270,000).
Fine Points During the first two years they are in the plan, SIMPLE IRA participants owe a 25% penalty for inservice withdrawals before age 591⁄2. After two years have passed, the regular 10% early withdrawal penalty applies. During those first two years, rollovers from a SIMPLE IRA to a traditional IRA are prohibited. Eligible companies generally must establish a SIMPLE IRA by October 1 in order to have the plan in effect for the current year. However, different rules apply to new companies that came into existence after October 1 in a year, and existing companies that previously maintained a SIMPLE IRA plan. Reprinted from CPA Client Bulletin. n
Eligible employees can defer up to $12,500 of their compensation in 2017, deferring the income tax as well. Those 50 or older can defer up to $15,500. With a SIMPLE IRA, employers must make certain contributions to employees’ accounts. All money that goes into a SIMPLE IRA is totally vested for the employee. One option is to match each employee’s contribution, up to 3% of pay. (An employer may choose to match as little as 1% of employees’ contributions, for Crushed Stone & State Specified Dense Graded Base one or two years during the five-year period that ends with [and includes] the year for which the employer Manufacturer & Installer of Bituminous Concrete Products: chooses the lower match percentage.) M.B.S. Construction Services/Paving Example 1: Sue Taylor, who works for ABC Corp., Holden Trap Rock Co. Berlin Stone Co. earns $60,000 a year. She contributes $6,000 to her 2077 N. Main Street 332 Sawyer Hill Rd. SIMPLE IRA in 2017. ABC, which chose the matching (Route 122 A) (off Rt. 62 & 495) option, contributes $1,800 (3% of $60,000). ThereHolden, MA 01520 Berlin, MA 01503 Tel: 508-829-5353 Tel: 978-838-9999 fore, the total amount moving into Sue’s account in Fax: 508-829-9346 Fax: 978-838-9916 2017 is $7,800. Continuing with the ABC Corp. example, suppose that Richard Palmer, the chief shareholder, is 54 years old. Richard defers the Call Your Nearest GENALCO Warehouse maximum $15,500 of his salary to For These Supplies HYDRAULIC his SIMPLE IRA. If he earns more GRADE 8 STROBE LIGHTS OIL NUTS & BOLTS than $516,667 in 2017, a 3% match WEATHER CAPS AIR CLEANERS would be another $15,500, bringGREASE FITTINGS BUCKET TEETH ing Richard the maximum $31,000 HYDRAULIC HOSE SIMPLE IRA contribution this year. BUCKET LIPS EQUIPMENT PAINT Instead of matching, a compaBUCKETS ny sponsoring a SIMPLE IRA can CUTTING EDGES make non-elective contributions CHAIN SLINGS of 2% of pay for each eligible emBACKUP BELLS AIR, OIL & FUEL ployee, even for those who don’t AND ALARMS FILTERS EXTREME ROTARY contribute. PRESSURE GREASE ASPHALT CUTTERS Example 2: Walt Vincent GENALCO inc. 1-877-436-2526 70 years of service to New England Industry works for XYZ Corp., where he www.genalco.com earns $50,000 a year. XYZ has Needham Heights, MA Springfield, MA West Haven, CT Warwick, RI FAX 781-449-6643 FAX 413-781-3771 FAX 203-934-2580 FAX 401-736-9769 chosen to make non-elective conMAY, 2017
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E.H. Perkins Construction, Inc. & Subsidiaries P.O. Box 301, Wayland, MA 01778 (508) 358-6161 • (781) 890-6505
-PLANT LOCATIONSQUINN-PERKINS S & G CO. Burlington (781) 272-0200 PANDOLF-PERKINS CO. Sterling (978) 422-8812 • (800) 339-3389 KANE-PERKINS CO. Hudson (978) 562-3436 • (800) 287-3436 GRAVEL • SAND • STONE FILL AND LOAM BITUMINOUS CONCRETE (PAVING) READY-MIX CONCRETE PRECAST CONCRETE PRODUCTS
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Equal Opportunity/Affirmative Action Employer
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Advertisers’ Index APJ Equipment Corp..............................................................54 ATS Equipment, Inc. .............................................................10 Acme Shorey Precast Co., Inc...............................................28 Aggregate Industries - N.E. Region.......................................70 American Shoring, Inc........................................ Ins. Back Cvr. Boro Sand & Stone Corp.......................................................15 Brennan Consulting...............................................................43 Dennis K. Burke, Inc..............................................................60 C&S Insurance Agency...........................................................4 ConConn................................................................................24 Concrete Systems, Inc...........................................................46 Dagle Electrical Construction Corp.......................................16 Darmody, Merlino & Co., LLP................................................47 Dedham Recycled Gravel......................................................19 DeSanctis Insurance Agency, Inc. ........................................51 Dig Safe System, Inc.............................................................66 The Driscoll Agency ..............................................................68 EJ...........................................................................................52 Eastern Pipe Service, LLP.....................................................60 Eastern States Insurance Agency, Inc..................................56 Eastpoint Lasers, LLC...........................................................62 T. L. Edwards, Inc..................................................................49 Equipment4Rent....................................................................70 Exit Strategies Group LLC.....................................................69 Ferguson Waterworks............................................................62 Genalco, Inc...........................................................................71 Gorilla Hydraulics Breakers...................................................52 L. Guerini Group, Inc..............................................................31 HD Supply Const. & Industrial White Cap.............................34 HD Supply Waterworks............................................................2 A. H. Harris Construction Supplies..........................................9 Hinckley Allen LLP.................................................................30 JESCO...................................................................................54 P. J. Keating Company...........................................................36 Kenworth Northeast...............................................................63 P. A. Landers, Inc...................................................................35 Lawrence-Lynch Corp............................................................58 Lorusso Corp..........................................................................37 Lorusso Heavy Equipment, LLC............................................26 MBO Precast, Inc...................................................................13 Mabey, Inc..............................................................................55 Mass Broken Stone Company...............................................71 McGill Hose & Coupling, Inc..................................................27 Milton CAT..............................................................................38 Minuteman Trucks, Inc...........................................................55 Norfolk Power Equipment, Inc...............................................15 North American Crane & Rigging LLC....................................8 North East Shoring Equipment, LLC.....................................68 Ocean State Oil........................................................................5 Palmer Paving Corp...............................................................64 E. H. Perkins Construction Co., Inc.......................................72 Podgurski Corp......................................................................56 E. J. Prescott, Inc................................................Ins. Front Cvr. Rain For Rent-New England..................................................40 Read Custom Soils ...............................................................62 Ritchie Bros. Auctioneers......................................................65 Rodman Ford Sales, Inc........................................................18 Rogers & Gray Insurance......................................................48 Schmidt Equipment, Inc............................................. Back Cvr. Scituate Concrete Products Corp..........................................42 Scrap-It, Inc............................................................................67 Shea Concrete Products, Inc. ...............................................14 Smith Print..............................................................................70 Southern Redi-Mix Corporation.............................................31 Starkweather & Shepley Ins. Brokerage, Inc.........................64 Taylor Oil Company................................................................66 Tonry Insurance Group, Inc...................................................52 Travelers.................................................................................32 Triumph Modular....................................................................58 TruckTap.................................................................................56 United Concrete Products...................................................... 11 United Rentals Trench Safety................................................44 Webster One Source.............................................................12 C. N. Wood Co., Inc. ...............................................................6 Woodco Machinery, Inc.........................................................50 Xylem Dewatering Solutions Inc..............................................7
“BUY FROM THE ADVERTISERS IN CONSTRUCTION OUTLOOK”
MAY, 2017
from Design to Delivery American Shoring is the Leader in High Quality, ModularTrench Shoring A complete line of heavy duty and light weight aluminum or steel trench shoring is available for all your needs. Our staff is waiting for your call with professional advice to recommend the best specific product for your project. Field service support and supervision available with on site assembly and take down. Inquire about our Competent Person, Confined Space & OSHA 10 training classes. All systems are manufactured in the USA.
207 Lake Street, Newburgh, NY 12550
1.800.407.4674 www.americanshoring.com E-Mail us at
sales@americanshoring.com In New England
SALES • RENTALS • SERVICE REPAIRS • TRADE-INS RECERTIFICATION
American Shoring of Massachusetts, Inc.
226 Cherry Street Shrewsbury, Mass 01545
508-842-2822 Fax: 508-842-2824
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