May 2021 Construction Outlook

MAY | 2021

A. R. Belli, Inc. Celebrates Its 52 nd Year

UCANE Interview :

• MassDEP Releases FINAL CY2021 Clean Water & Drinking Water SRF Lists Totaling $817 Million Representative S teven X iarhos

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Years of Excellence 1954-2021

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IN THIS ISSUE

OFFICERS President MARCELLA ALBANESE Albanese Bros., Inc.

President-Elect RYAN McCOURT

McCourt Construction Company

Treasurer BRIAN COONEY

C. C.Construction Inc.

Secretary CHRIS VALENTI

GVC Construction, Inc.

BOARD OF DIRECTORS VINCENT BARLETTA

Barletta Heavy Division

NICK BIELLO

J. D’Amico, Inc.

MIKE BISZKO, III

Biszko Contracting Corp.

ANDREW DANIELS J. Derenzo Co.

GEORGE DeFELICE

DeFelice Corporation

JERRY GAGLIARDUCCI

Gagliarducci Construction, Inc.

5 President’s Message:

Coordination and Communication Must Come With Funding

7 Legislative Update:

• Massachusetts House Passes FY22 Budget; Funding for CWT Contract Assistance Restored • Massachusetts Clean Water Trust Sells Green and Sustainability Bonds • Baker-Polito Administration Announces $1 Million to Support Electrification of Vehicle Fleets • Boston Water and Sewer Commission Doubles Lead Pipe Removal Credit • News in Brief

19 UCANE Interview:

Representative Steven Xiarhos (R-Sandwich)

23 MassDEP Releases FINAL CY2021 Clean Water & Drinking Water SRF Lists Totaling $817 Million 39 Under the Hard Hat with UCANE’s Officers and Board Members: Querino Pacella, RJV Construction Corp.

42 Contractor A. R. Belli, Inc. Celebrates Its 52nd Year

JOE GIOIOSO

49 UCANE’s 41st Annual Golf Classic

DAN HORGAN

51 Safety Corner:

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

LISA FRENCH KELLEY

W. L. French Excavating Corp.

BILL LEONARD

Aqua Line Utility, Inc.

JOHN OUR

Robert B. Our Co., Inc.

QUERINO PACELLA

RJV Construction Corp.

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

BRIAN RAWSTON

Jay Cashman, Inc.

FRED ROGERS

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

ERIK SVEDEN

C. N. Wood Company, Inc.

JORDAN TIRONE

DeSanctis Insurance Agency, Inc.

DAVID WALSH

Pawtucket Hot Mix Asphalt

Construction Safety Week 2021: Be Present, Be Focused, and Be Safe

55 Public Works Pipeline:

An Interview with John G. Sanchez, P. E., DPW Director - Town of Burlington, MA

61 Technology in Construction:

Maintain or Replace: Economics and Technology Impact the Equipment Decision

65 Spotlight on Cape Cod:

Coalition Asks $1B for Wastewater Projects Editor: Jeff Mahoney, Senior Editor: Anne Klayman, Associate Editor Suzanne Hatch, Magazine Designer/Assistant Editor: Sherri Klayman, Head Writer/Assistant Editor: Mike Lenihan Construction Outlook Chair: Marcella Albanese Editorial Board: Marcella Albanese, Ryan McCourt, Brian Cooney, & Chris Valenti CONSTRUCTION OUTLOOK published monthly by the Utility Contractors’ Association of New England, Inc., 300 Congress Street, Suite 101, Quincy, MA 02169; Tel: 617.471.9955; Fax: 617.471.8939; Email: jmahoney@ucane.com; Website: www.ucane.com. Statements of fact and opinion are those of the authors alone and not necessarily those of UCANE and the Construction Outlook editorial board and staff. Subscriptions are included in dues payments for UCANE members. Presorted Standard postage paid at Brockton, MA. POSTMASTER, please send form #3579 to Construction Outlook, Crown Colony Office Park, 300 Congress Street, Suite 101, Quincy, MA 02169.

JEFF MAHONEY

Executive Director

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Coordination and Communication Must Come With Funding One of UCANE’s main priorities is to advocate for additional funding for our drinking water, wastewater, and underground utility infrastructure. We are constantly reminding our elected officials that we have a significant funding gap ($18 billion – $21 billion) in Massachusetts that needs to be addressed. As we continue to move towards normalcy, the good news is that there is momentum to provide additional resources to lessen the gap.

M

ost of us have seen or read news reports about the President’s Infrastructure Plan now being considered by Congress. While there is, and will continue to be, significant debate about the scope of the bill, one element that has bipartisan support is water infrastructure. In fact, the Senate overwhelmingly passed the stand-alone Drinking Water and Wastewater Act of 2021 by a vote of 89-2. The bill provides a large increase in funding for both the Clean Water State Revolving Fund (CWSRF) and Drinking Water State Revolving Fund (DWSRF) Programs. It would reauthorize the CWSRF at increased levels, growing the program to $3.25 billion annually over five years for a total of $14.65 billion. It also reauthorizes the DWSRF to $3.25 billion annually for a total of $14.65 billion.

Although these funding levels are less than the House proposal and the President’s proposal, if the measure were to become law, in the first year alone the SRF programs would see a 92% increase over prior years. Currently, the two programs combined would average about $2.5 billion annually. Through our national organization, the Clean Water Construction Coalition, we will continue to strongly support the passage of a water infrastructure bill, and advocate that it not be delayed by disagreements over other elements of the President’s plan.

While additional funding is first and foremost, communication and coordination from federal and state officials to local municipalities and authorities on the availability of funding and how to access it is critical. Additional funds will not have the desired impact if cities and towns are not prepared to use them. We must avoid the confusion that surrounded past stimulus bills, where states and municipalities remain unsure of how and when they can spend federal stimulus dollars.

MAY, 2021

The good news is that all of the water infrastructure proposals thus far do not create new and complicated programs. They would provide additional funding for the existing SRF program, which is extremely well run in Massachusetts by our partners at the Clean Water Trust. However, we are hopeful that any bill that passes will contain increases in incentives; such as zero percent loans, principal forgiveness, planning grants, and other provisions to help streamline the process. Local officials must be made aware of these incentives and what they need to do to become eligible for funding. Delays and confusion can easily frustrate municipalities and cause much-needed infrastructure projects to remain on the shelf.

These proposals also provide a tremendous opportunity for utility coordination. If additional funding becomes available, cities and towns should also look at upgrading their underground gas, electrical, fiber optic, and any other transmission lines. UCANE members do this work as well, and we were part of the Utility Coordination Commission, which recommended several best practices for cities, towns, and utilities to efficiently plan underground utility projects. The passage of a comprehensive infrastructure bill may finally provide an opportunity to implement these recommendations.

There is little disagreement that our drinking water, wastewater, and underground utility infrastructure needs to be updated. In addition to being a commonsense health issue, by doing so, it will help stimulate the economy by providing thousands of good-paying jobs, and it will also help create future economic development opportunities. But most importantly, we will be providing safe, clean water, and utilities to our citizens as we continue to move forward and put the pandemic in the rear-view mirror. n

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Massachusetts House Passes FY22 Budget; Funding for CWT Contract Assistance Restored

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he Massachusetts House of Representatives passed its version of the FY22 budget near the end of April. The budget, which continues to focus on the Commonwealth’s recovery from the impacts of COVID-19, now heads to the Senate for their consideration in mid-May. As noted in an analysis conducted by the Massachusetts Taxpayers Foundation (MTF), a leading non-partisan economic think-tank, the House adopted $66.1 million in new spending, as well as 71 new outside sections during their three day “remote” budget process. Including the amount added through amendments, the final House budget totals $47.2 billion, an increase of $1.78 billion over the Governor’s original budget. Setting aside spending differences due to updated MassHealth enrollment figures, the House budget adds $443.7 million in spending over and above the Governor’s plan.

According to the MTF, earmarks, primarily for local programs around the state, account for the vast majority of ($53.4 million) of the $66.1 million in new House spending. The median earmark in the House budget is $50,000, with the largest number of earmarks (179) going to local economic development and tourism programs.

Public safety, public and substance use prevention, and education and after-school programs are also common recipients of earmark funding. Other notable spending increases include cash assistance payments to low-income families, funding for senior nutrition programs, and support for dual enrollment programs for high school students.

Through the amendment process, the House also added new policy sections including, but not limited to the repeal of the sunset on the state’s film tax credit, an extension of the historic rehabilitation tax credit, expediting the timeline for offshore wind procurement, and providing pay increases for sheriffs, court clerks, and attorneys representing indigent clients.

MAY, 2021

Of particular note to UCANE’s membership, the House FY22 budget proposes restoring funding to the Massachusetts Clean Water Trust’s (CWT’s) contract assistance line-item (1599-0093) to slightly over $63 million.

The Governor’s FY22 budget proposal had inexplicably proposed to shave over $20 million from this important line-item. Funding under the contract assistance line item allows the CWT to provide greater financial assistance to municipalities and regional water utilities in the form of lower than 2% interest rates or even principal forgiveness for certain qualifying projects. Contract assistance does not directly fund projects, but it addresses the difference between borrower repayments and amounts owed on debt service. Recognizing the importance of this lineitem, the Massachusetts legislature increased the cap of this important line-item to $138 million through the Commonwealth’s groundbreaking water infrastructure legislation, Chapter 259 of the Acts of 2014. UCANE, as well as the other members of the Water Infrastructure Alliance, weighed in with the House Ways and Means Committee relative to the importance of the contract assistance lineitem.

Additionally, the House FY22 budget increased the line-item appropriation for the Commonwealth Rate Relief fund to $1.5 million, while funding the Massachusetts Department of Environmental Protection at slightly over $33 million, approximately 83% of last year’s budget appropriation, but level funded with the Governor’s recommendation. Finally, the House proposed a 25% increase in the Commonwealth’s underground storage tank removal program at an amount of $10 million.

The Massachusetts Senate will undertake its version of the FY22 budget in mid-May with a Conference Committee for resolving differences appointed shortly thereafter. The start of the Commonwealth’s fiscal year is July 1. continued on page 9

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Legislative Update continued from page 7

Massachusetts Clean Water Trust Sells Green and Sustainability Bonds

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he Office of Massachusetts Treasurer, Deb Goldberg, announced at the end of April that the Massachusetts Clean Water Trust (CWT) has successfully completed the sale of approximately $351.4 million in two series of new money Green and Sustainability Bonds. The Sustainability Bonds were the first such issuance from the CWT and the first in the nation for a State Revolving Fund. Additionally, it was the CWT’s sixth Green Bond issuance. The sale achieved a true interest cost of 2.099% with maturities ranging from 2022-2041.

The Series 23A Green Bonds and Series 23B Sustainability Bonds (AAA/Aaa/AAA) sold to retail investors on April 28 with an institutional investor order period on April 29. The sale saw strong participation, with $687 million in orders including five new investors and four ESG funds. Strong Massachusetts retail investor participation generated $93 million of orders.

The proceeds from the sale will finance projects

MAY, 2021

that are selected based on criteria that identify the most relevant public health and environmental related projects, while adhering to the standards of the federal Clean Water Act and the Safe Drinking Water Act. The Series 23A Bonds are designated by the Trust as "Green Bonds" and are expected to provide environmental benefits.

According to the Treasurer’s Office, the Series 23B Bonds are designated by the CWT as "Sustainability Bonds" and are expected to provide both environmental and social benefits. The bond proceeds will finance projects in communities identified as the most disadvantaged, based upon affordability criteria developed by the CWT, and support additional reductions in interest rates, mitigating the construction costs of these critical infrastructure projects. The criteria apply an Adjusted Per Capita Income (APCI) formula based on per capita income, employment rate, and population change. The communities selected continued on page 11

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Legislative Update continued from page 9 are those with an APCI metric lower than 60 percent of the Commonwealth's APCI. The CWT administers two Statewide Revolving Funds (SRF) programs, the Clean Water and Drinking Water SRFs. The Clean Water SRF (CWSRF) was established in 1987 with amendments to the Clean Water Act. The Drinking Water SRF (DWSRF) was established in 1996 under the amended Safe Drinking Water Act. The SRF programs are partnerships between the United States Environmental Protection Agency (EPA) and the Commonwealth. SRFs function like an environmental infrastructure bank by financing water infrastructure projects.

The CWT uses a “leveraged model” to provide funding in excess of the federal and state grants.

Bonds are issued in the capital markets and are secured by borrower repayments and reserve funds.

The proceeds from bonds are used to provide capital for new below market rate loans to borrowers for water infrastructure. This model has allowed the CWT to finance approximately $7.6 billion for nearly three hundred borrowers, serving 97% of the Commonwealth’s population. continued on page 13

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Legislative Update continued from page 11

Baker-Polito Administration Announces $1 Million to Support Electrification of Vehicle Fleets

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n a press release from the Massachusetts Clean Energy Center (MassCEC), the Baker-Polito Administration announced the availability of up to $1 million through a new program to support fleet managers, as they plan for and procure medium- and heavy-duty (MHD) electric vehicle fleets. The funding, made available through the MassCEC’s new Vehicle Electrification Advisory Services for Fleets Pilot Program, will address a major barrier to fleet electrification by providing fleet managers with necessary technical services and promoting the use of Massachusetts Offers Rebates for Electric Vehicles (MOREV) Truck Program incentive funds.

MassCEC has issued a Request for Proposals (RFP) for the Fleet Advisory program seeking applications from consultants or professionals with expertise in MHD fleet electrification planning and the electric vehicle market who will provide fleet analyses and recommendations for fleet managers interested in electrifying their vehicles. The program aims to not only lower the overall vehicle costs of

ownership and assist participating fleet managers through the conversion process, but also promote wide-scale market interest in fleet electrification and highlight ratepayer benefits associated with supporting fleets before and during electrification conversion. Services provided under the program will include: • Fleet Preparation: The technical consultant will perform baseline analyses to include: site assessment, total cost of ownership analysis, vehicle market inventory analysis, charging analysis, and recommendations.

• Fleet Electrification Analyses: If your fleet is committed to move forward with procurement in the near term, the technical consultant will perform detailed fleet analyses that include: feasibility design, emissions reduction analysis, financial modeling, vehicle and charging procurement plan, and next step recommendations. continued on page 15

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Legislative Update continued from page 13 Fleet Procurement Support: If your fleet is ready to move forward, the technical consultant will provide additional support through the procurement process including: monitoring procurement progress, annual updated reports, and driver and mechanic training.

Fleet electrification is viewed as the most direct pathway for meeting the Commonwealth’s climate, transportation, and equity goals. The Commonwealth’s Clean Energy and Climate Plan for 2030 (CECP) identifies pilot MHD electrification programs as a key strategy in reaching transportation emission goals within the next ten years. MassCEC’s Program aims to provide best practices for a successful medium- and heavy-duty vehicle electrification program model that can be replicated and scaled across the Commonwealth.

Technical consultant applications for MassCEC’s Vehicle Electrification Advisory Services for Fleets Pilot Program are due to MassCEC by June 14, 2021.

Fleet analyses are anticipated to begin in Fall 2021, however, fleets interested in participating can find more information about the Program at: https://www. masscec.com/fleet-advisory-services-program.

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Legislative Update continued from page 15

Boston Water & Sewer Commission Doubles Lead Pipe Removal Credit

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he Boston Water and Sewer Commission (BWSC) recently announced that the agency is doubling the credit for replacing lead pipes through its Lead Replacement Incentive Program. A recent review conducted by the BWSC estimates that as many as 4,800 property owners may be eligible for the program. For most customers, this new $4,000 credit will cover the total cost of the lead pipe replacement.

As widely reported, lead water pipes can significantly increase a person’s exposure to lead, a toxic metal that can be harmful to human health. The water provided by BWSC and Massachusetts Water Resources Authority (MWRA) is leadfree when it leaves the reservoirs because distribution pipes are made mostly of iron and steel. However, lead can leach into tap water through home service lines and internal plumbing, especially if water sits for long periods of time before use.

People in homes and businesses built before 1950 should run their drinking water for two to three minutes if it has been stag-

nant for several hours, before drinking or cooking, to flush out any lead that might have leached into the system.

Under the Lead Replacement Incentive Program, property owners who may have lead pipes will receive a letter outlining the program and urging them to reach out to the BWSC to schedule an evaluation and estimate. Owners are responsible for all pipes on their property. The BWSC is giving property owners 60 months interest-free to pay for replacement costs beyond the amount of the incentive. To be eligible for the program, property owners must be current in their payments and agree to have the work performed by the BWSC. Lead pipe replacement is subject to availability and is offered on a firstcome, first-served basis.

For additional information regarding the program and other lead resources, property owners are encouraged to visit the Commission’s website at: www.bwsc.org, or call the LEAD HOTLINE at (617) 989-7888.

News in Brief Special Commission on Unemployment Insurance Appointed. Included as part of the Massachusetts legislature’s recent unemployment insurance (UI) rate freeze legislation, a special commission tasked with studying the state's unemployment insurance trust fund has all 21 members selected.

Members are led by Representative Josh Cutler and Senator Patricia Jehlen, co-chairs of the Joint Committee on Labor and Workforce Development; Labor and Workforce Development Secretary Rosalin Acosta; Department of Unemployment Assistance Director Rich Jeffers; North Shore Chamber of Commerce President Karen Andreas; Mass. High Technology Council President Chris Anderson; Massachusetts AFLCIO Workforce Development Specialist John Drinkwater; Associated Industries of Massachusetts Executive Vice President of Government Affairs Brooke Thomson; Justice Center of Southeast Massachusetts Staff Attorney Stephanie Rice; Cape Air CEO Dan Wolf; National Federation of Independent Business State Director Chris Carlozzi; Union of Minority Neighborhoods Board Chair Daina Estime; Massachusetts Restaurant Association Vice President of Government Affairs Steve Clark; Black Economic Council of Massachusetts Director of Policy and Public Affairs Sam Gebru; Greater Boston Chamber of Commerce Senior Vice President for Policy and Research Carolyn Ryan; Massachusetts Building Trades Council Legislative Director Rich Marlin; Massachusetts Competitive Partnership Vice President for Research and Policy Kelsey Cintolo; Greater Boston Legal Services Attorney Hannah Tanabe; Massachusetts Taxpayer Foundation President Eileen McAnneny; Tufts University Jonathan M. Tisch College of Civic Life Center for State Policy Analysis Executive Director Evan Horowitz; and Retailers Association of Massachusetts President Jon Hurst. According to the State House News Service, the special commission will hold its first hearing at 1 p.m. on Friday, May 14.

Reverend Mariama White-Hammond Appointed as the City of Boston’s Chief of Environment, Energy, and Open

MAY, 2021

Space. Boston Mayor Kim Janey recently announced that she has appointed Reverend Mariama White-Hammond as Chief of Environment, Energy, and Open Space for the City of Boston. In this role, Rev. White-Hammond will be responsible for leading the Cabinet in achieving its mission of enhancing environmental justice and quality of life in Boston by protecting air, water, climate, and land resources, as well as preserving and improving the integrity of Boston's architectural and historic resources. The Reverend will assume the role previously held by Chris Cook, who has been named the next Executive Director of The Rose Kennedy Greenway Conservancy. After 13 years at Project HIP-HOP (Highways Into the Past - History, Organizing and Power), a youth organization focused on teaching the history of the Civil Rights Movement and engaging a new generation of young people in activism, Rev. White-Hammond left the organization to attend Boston University School of Theology. In 2017, she graduated with her Master of Divinity and was ordained an elder in the African Methodist Episcopal Church. In 2018 she founded New Roots AME Church, a multi-racial congregation in Dorchester.

Additional Funding for Career Technical Initiative. At the end of April, the Baker-Polito Administration announced $2.1 million in new funding to 10 vocational technical high schools as part of its Career Technical Initiative, to support additional training programs for students and adults. The funds will support training and skill-building programs in the construction, trades, and manufacturing spaces across 23 different career pathways. Since its inception five years ago, the Workforce Skills Cabinet has awarded more than $92 million in Skills Capital Grants to high schools, colleges and other educational institutions to purchase new capital equipment and it has launched early college and early career programs at 60 high schools for over 7,000 students. n

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Representative Steven Xiarhos (R-Sandwich)

Representative Xiarhos decided to get involved in politics to continue his lifetime dedication to public service. People on Cape Cod know him best for having served the Town of Yarmouth as a police officer for 40 years.

He started out as a seasonal Summer Reserve Police Officer, patrolling the town’s beaches during tourist season. Through hard work and dedication to the community, he rose up through the ranks and eventually got appointed Deputy Chief of Police.

It was this sense of dedication to helping people through public service that inspired him to run for office after he retired from the police department.

Representative Xiarhos wanted to continue giving back to the community and helping those in need (and he still does). He was further motivated by two specific events that helped to shape who he is. The first was the murder of a fellow Yarmouth police officer in the line of duty in April 2018, along with the near-death of his police canine. He vowed that day to do everything in his power to make sure a similar incident never happened again. The second was the death of his son, Marine Corporal Nicholas Xiarhos, who was killed in the line of duty in Afghanistan in 2009.

Since then, as a lasting tribute to his son, he has dedicated himself to charitable causes and to the emphatic support of veterans and first responders. On a very personal level, he takes these experiences with him to the State House and hopes to apply them to what he does as a State Representative.

Q:

Most of your district is on Cape Cod, where there are significant wastewater issues, including the court ordered “Section 208” plan which require municipalities to address nitrogen pollution in Cape Cod embayments and will take a significant investment.

What can be done to help municipalities fund these projects?

A:

Wastewater issues are very important here on Cape Cod. There are basically three sub-issues.

First, we need to make sure that we protect public health and our environment here on Cape Cod. We live in an area that is extremely sensitive to environmental contamination, and we need to do all we can to protect it.

Second, improving our wastewater is essentially a question of improving our infrastructure. This is always an important role of government, and it is also important to support our local economy. Third, we need to make sure that costs are mitigated and spread out as much as possible so local taxpayers and ratepayers don’t get stuck with exorbitant bills. I think the state has an important role to play in this process, and I see it as an important part of my job to act as a liaison between the state and local governments to come up with solutions MAY, 2021

that adequately address all three concerns at the same time.

Q: A:

What do you believe will greatest challenges for your district and region with regard to economic recovery from the COVID-19 pandemic?

Cape Cod is a region of Massachusetts that relies heavily on tourism for its economic vitality.

Our lodging and restaurant industries, together with thousands of small shops and other businesses that dot our landscape, depend on a busy summer season to stay in business. Unfortunately, the travel, tourism, and hospitality industries are some of the most economic victims of the COVID-19 pandemic. It is essential that we reopen our businesses and restore them to full capacity as soon as possible to hopefully take advantage of the 2021 summer season and get these businesses back on-track before it’s too late.

Q:

As a newly elected Representative, how have you dealt with the challenges COVID-19 has presented in interacting with your constituents? continued on page 21

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To report a gas emergency, call 911 and National Grid immediately.

Massachusetts 911 and 1-800-233-5325 Rhode Island 911 and 1-800-640-1595

New York Long Island and the Rockaways: 911 and 1-800-490-0045 Metro NY: 911 and 1-718-643-4050 Upstate NY: 911 and 1-800-892-2345

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Interview continued from page 19

A:

There is no question that life works a little differently during a pandemic, and COVID-19 has forced everyone to do business in new and unexpected ways. But, I would like to think that we have done everything we can to stay in contact with people. Many of the meetings I typically would attend in person have been converted to phone calls or video chats. The same is true with actual House sessions and committee meetings. I miss the one-on-one engagement that in person meetings afford, but nevertheless I am thankful to have so many resources at our disposal to be able to communicate effectively. I also try to use social media and other digital platforms to communicate regularly with constituents. These tools are important not only in getting out the word about what is happening on Beacon Hill, but also receiving feedback from the people I represent when they have questions or concerns.

I believe frequent and meaningful communication with the people I represent is one of the most important parts of my job. And – pandemic or none – I have always pledged to remain accessible and accountable to the people of the 5th Barnstable District.

Q: A:

Crushed Stone & State Specified Dense Graded Base Manufacturer & Installer of Bituminous Concrete Products:

M.B.S. Construction Services/Paving Holden Trap Rock Co. 2077 N. Main Street (Route 122 A) Holden, MA 01520 Tel: 508-829-5353 Fax: 508-829-9346

Berlin Stone Co. 332 Sawyer Hill Rd. (off Rt. 62 & 495) Berlin, MA 01503 Tel: 978-838-9999 Fax: 978-838-9916

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

I have been appointed to several legislative committees that reflect my experience and interest in matters involving public safety, veterans, and seniors. I plan to use my work as a member of these committees, as well as a committee having oversight of state regulatory issues, to advocate on behalf of first responders, those who have served our nation in uniform, and our elder population. I have also filed a number of bills for legislative consideration with similar priorities. Also, education also is a top priority for me, and I want to do all I can to support our public school students, parents, and teachers. Fiscal responsibility, protecting taxpayers, and supporting local aid are also important issues for me, alongside of course continuing our response to COVID-19. n

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MAY, 2021

MassDEP Releases FINAL CY2021 Clean Water & Drinking Water SRF Lists Totaling $817 Million Charles D. Baker Governor Karyn E. Polito Lieutenant Governor

T

$622 Million Offered for Clean Water SRF in 2021

Matthew A. Beaton Secretary Martin Suuberg Commissioner

he Massachusetts Department of Environmen-

million to finance clean water projects across the Commonwealth. As noted in Table 1, approximatethe Final Calendar Year 2021 Intended Use ly $575 million will be allocated to finance 49 new To(IUP).

All Interested Plan The IUPParties: details the projects, borrowers construction projects, $30 million will be allocated and amounts that will be offered financing through towards financing 4 previously approved multi-year Massachusetts Department Environmental (MassDEP) is pleased $9 to present theThe Clean Water State Revolvingof Fund (CWSRF)Protection projects, and an additional million the will finance 9 loan program.

The CWSRF is a(IUP), joint which federal-state Final 2016 Intended Use Plan details the planning projects, borrowers and amounts that willhas be been alprojects. A total of $3 million financing program subsidized loans to Fund financed throughthat the provides Clean Water State Revolving (CWSRF) loan program.

The CWSRF is a and $5 located to the emergency set-aside account, improve and protect water quality and public health in joint federal-state financing loan program that provides subsidized interest rate loans to improve or million will be directed to the Community Septic Mantheprotect Commonwealth. water quality in the Commonwealth. agement Program to remediate failed septic systems Massachusetts is offering approximately $622 in participating communities.

January 26, 2016 (MassDEP) is pleased to present tal Protection

As noted in Table 1, Massachusetts is offering approximately $414 million to finance clean water projects across the Commonwealth. Approximately $3801 million will fund 35 new construction Table TABLE 1 towards funding 9 previously approved projects and an additional $15 million will be allocated Cleanprojects.

Water$2State Revolving Fund CY2021 Intended Use CLEAN WATER STATE FUND multi-year million has been allocated to REVOLVING the emergency set-aside account, and $3 Plan Calendar Year 2021 CWSRF Intended Use Plan million will be directed to the Community Septic Management Program to remediate failed septic NEW PROJECTS systems in participating communities. An additional $13.8 million will fund 15 planning projects.

NEW PROJECTS

2021 Project Cost IUP Cost 2021

CostWater IUP Cost The Water Resources Reform and Development Act of 2014 (WRRDA) amendedProject the Clean

Rating Applicant SRF ID ID Project Project Rating Applicant SRF

Act resulting in important changes to the CWSRF Program that will affect most borrowers.

The $25,000,000 6760 Wastewater Treatment Facility Upgrade - Phase 2 $31,500,000 primary changes to the program are the requirements for borrowers to develop and maintain a Fiscal 136 TAUNTON #(PF)(H) 6832 Main Lift Pump Station Improvements Phase 3 $6,000,000 Sustainability Plan, which is similar to an asset management plan and a certification$6,000,000 that the cost and the project has6848 been evaluated that the project maximizes water efficiency and$25,500,000 131 effectiveness NEW BEDFORDof (PF) Pumping Stationand Improvements $28,840,000 energy conservation.

The body of the IUP discusses these new WRRDA requirements in greater $8,944,000 129 NANTUCKET #(H) 6823 Phase 2 Surfside WWTF Improvements $8,944,000 detail.

142 TAUNTON #(PF)(H)(RE)

120 HULL #(PF)

6903 Influent, Secondary, and Control Building Upgrades

$8,900,000

$8,900,000

States Agency System (EPA)Improvements has not yet 119 The NEWUnited BEDFORD (PF) Environmental 6849 Protection Wastewater Collection

determined the exact 2016 $3,625,000 $3,625,000 SRF grant allocations to the states.

Based on the overall federal appropriation, MassDEP expects to $3,000,000 114 TAUNTON (PF)(H) 6796 2022 Sewer & Drain Improvements $3,000,000 receive an estimated $44 million federal grant to subsidize the CWSRF program. Under the Fiscal 113 HAVERHILL (PF)(H) 6816 Sewer System Improvements $6,462,000 Year 2016 Omnibus Appropriations Bill, Congress is requiring that at least 10% of the federal grant$6,462,000 used to fund “green infrastructure”.

2016 Final IUP lists 16 new “green infrastructure” 110 be LAWRENCE #(PF)(H) 6839 SewerThe and Drainage System Improvements $2,625,000 $2,625,000 construction projects.

The exact monetary value of the green portion of these projects will be 110 MASHPEE #(PF)(RE) 6749 Mashpee WRRF and Collection System - Phase 1 $51,200,000 $40,000,000 determined when project applications are submitted but are expected to be well in excess of 10% of 109 NEW BEDFORD (PF) 6862 Wastewater Treatment Plant Improvements $10,875,000 $10,875,000 the federal grant.

109 CHATHAM

6768 Chatham Queen Anne Pumping Station Upgrade 2021 PE

$2,464,000

$2,464,000

This information is available in alternate format. Call Michelle Waters-Ekanem, Diversity Director, at 617-292-5751. TTY# MassRelay Service 1-800-439-2370 109 SPENCER #(PF) 6919 WWTF Upgrades Project $30,306,000 $30,306,000 MassDEP Website: www.mass.gov/dep

109 OAK BLUFFS #(PF)

Printed on Recycled Paper 6747 Oak Bluffs WWTF ENR Upgrade Project

$23,000,000

$23,000,000

107 FALMOUTH (PF)

6759 Falmouth WWTF TASA Improvements

$19,000,000

$19,000,000

105 SPRINGFIELD WATER AND SEWER COMMISSION (PF)

6770 SWSC Locust Transfer and Flow Optimization

$24,244,000

$20,000,000

103 BRIDGEWATER #(PF)(H)

6838 Wastewater Treatment Facility Upgrades – Phase I

$24,345,757

$24,345,757

102 QUINCY #(PF)(H)

6890 Quincy FY22 Sewer Improvements

$6,503,700

$6,503,700

“BUY6764 FROM THE ADVERTISERS IN CONSTRUCTION OUTLOOK” WWTF Initial Capital Improvements $51,000,000

23 $26,000,000

MAY, 2021 102 LYNN WATER AND SEWER COMMISSION #(PF) 100 ACUSHNET (PF)

6787 CWMP Needs Areas 2 Sewer Extension

continued on page 25

$12,989,000

$12,989,000

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109 NEW BEDFORD (PF)

6862 Wastewater Treatment Plant Improvements

$10,875,000

$10,875,000

109 CHATHAM

6768 Chatham Queen Anne Pumping Station Upgrade 2021 PE

$2,464,000

$2,464,000

109 SPENCER #(PF)

6919 WWTF Upgrades Project

$30,306,000

$30,306,000

109 OAK BLUFFS #(PF)

6747 Oak Bluffs WWTF ENR Upgrade Project

$23,000,000

$23,000,000

107 FALMOUTH (PF)

6759

$19,000,000

$19,000,000

DEP/SRF continued from page 23

NEW PROJECTS (cont.)

Falmouth WWTF TASA Improvements

105 SPRINGFIELD WATER AND 6770 ID Project SWSC Locust Transfer and Flow Optimization $24,244,000 Rating Applicant SRF

Project Cost

$20,000,000 IUP Cost

103 BRIDGEWATER #(PF)(H)

6838 Wastewater Treatment Facility Upgrades – Phase I

$24,345,757

$24,345,757

102 QUINCY #(PF)(H)

6890 Quincy FY22 Sewer Improvements

$6,503,700

$6,503,700

102 LYNN WATER AND SEWER COMMISSION #(PF)

6764 WWTF Initial Capital Improvements

$51,000,000

$26,000,000

100 ACUSHNET (PF)

6787 CWMP Needs Areas 2 Sewer Extension

$12,989,000

$12,989,000

$962,500

$962,500

SEWER COMMISSION (PF)

2021

98 BILLERICA #(PF)(H)

6821 Billerica Infiltration/Inflow Rehabilitation

98 REVERE #(PF)

6800 Phase 12 Construction- I/I, IDDE, P.S. & Drainage

$6,000,000

$6,000,000

94 SAUGUS #(PF)

6758 Comprehensive Sewer System Rehabilitation- PS-4

$2,210,870

$2,210,870

94 HULL #(PF)

6876 Collection System Improvements Phase 2

$13,260,000

$13,260,000

90 BARNSTABLE (PF)(H)

6883 Route 28 East Sewer Expansion Project

$17,106,000

$17,106,000

89 BILLERICA #(PF)(H)

6891 Brown Street Force Main Rehabilitation/Replacement

$6,190,000

$6,190,000

88 SPRINGFIELD WATER AND SEWER COMMISSION #(PF)

6756 Nutrient Removal Upgrade and Related Facility Imp.

$34,687,961

$20,000,000

87 CHICOPEE #(PF)

6843 Doverbrook Estates Infrastructure Replacement

$15,501,359

$15,501,359

continued on page 27

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MAY, 2021

DEP/SRF continued from page 25 NEW PROJECTS (cont.)

Rating Applicant SRF ID Project

Project Cost

2021 IUP Cost

85 BILLERICA #(PF)(H)

6866 Darby and Waterview Avenue Pump Stations

$2,525,000

$2,525,000

85 BARNSTABLE #(PF)(H)

6788 Wastewater Pump Station Improvements Project

$2,000,000

$2,000,000

85 ACTON #(H)(RE)

6776 Acton Middle Fort Pond Brook WWTF Upgrades

$10,890,000

$10,890,000

84 MEDFIELD #(H)

6807 Medfield Sewer I/I Rehabilitation Project

$1,926,600

$1,926,600

83 BROCKTON #(PF)(H)(RE)

85 BILLERICA #(PF)(H) 6852 AWRF Solids Management Improvements

83 BARRE #(PF)

6866 Darby and Waterview Avenue Pump Stations $20,000,000 $20,000,000

85 BARNSTABLE #(PF)(H)

6788 Wastewater Pump Station Improvements Project

6804 Barre Wastewater Treatment Facility Upgrades

$3,550,000

85 ACTON #(H)(RE)

83 NORTH BROOKFIELD #(PF)

6782 No. Brookfield Wastewater Treatment Plant Upgrade

82 CHATHAM

6772 Chatham Stormwater Improvement83Projects - 2021 BROCKTON #(PF)(H)(RE)

$3,550,000

6776 Acton Middle Fort Pond Brook WWTF Upgrades

$12,022,000

84 MEDFIELD #(H)

$12,022,000

6807 Medfield Sewer I/I Rehabilitation Project

$6,161,000 $6,161,000 6852 AWRF Solids Management Improvements

83 BARRE #(PF)

6804 Barre Wastewater Treatment Facility Upgrades $13,112,000 $13,112,000

81 TYNGSBOROUGH (PF)(H)

6780 Phase 3 Sewer Extension

80 ADAMS (PF)

6814 WWTF Capital Improvements

80 ABINGTON (PF)

6753 SUMMER ST. FORCE MAIN REPLACEMENT 81 TYNGSBOROUGH (PF)(H) PROJECT

$6,323,600 $6,323,600 6780 Phase 3 Sewer Extension

80 MILLBURY #(PF)

6834 Year 1 to 4 Sewer Rehabilitation Project

$1,000,000

$1,000,000

79 HULL (PF)

6902 Pump Station 9 Replacement

$3,587,500

$3,587,500

78 BILLERICA #(PF)(H)

6864 Sewer Contracts 37 & 38

$42,321,908

$30,322,500

77 SALEM (PF)(H)

BILLERICA #(PF)(H) 6840 Ocean Avenue West Pump Station78Improvements

77 SALEM (PF)(H)

83 NORTH BROOKFIELD #(PF)

6782 No. Brookfield Wastewater Treatment Plant Upgrade

$5,049,500

82 CHATHAM

$5,049,500

6772 Chatham Stormwater Improvement Projects - 2021

80 ADAMS (PF)

6814 WWTF Capital Improvements

80 ABINGTON (PF)

6753 SUMMER ST. FORCE MAIN REPLACEMENT PROJECT

80 MILLBURY #(PF)

6834 Year 1 to 4 Sewer Rehabilitation Project

79 HULL (PF)

6902 Pump Station 9 Replacement

6864 Sewer Contracts $8,062,000 37 & 38 $8,062,000

77 SALEM (PF)(H)

6840 Ocean Avenue West Pump Station Improvements

6837 Canal Street Flood Mitigation Project - Phase 2B

$37,500,000

77 SALEM (PF)(H)

$14,000,000

6837 Canal Street Flood Mitigation Project - Phase 2B

76 FALL RIVER #(PF)(H)

6762 Wilson Road Sewer Pump Station Replacement

$4,400,000

74 ORANGE #(PF)

6888 North Main Street Water and Sewer 74Replacement ORANGE #(PF)

$2,904,000 6888 North Main Street$2,904,000 Water and Sewer Replacement

74 WHITMAN #(PF)

74 WHITMAN 6885 Replacement of 20-Inch Sewer Force Main #(PF)

76 FALL RIVER #(PF)(H)

6885 Replacement of$11,402,000 20-Inch Sewer Force Main $11,402,000

74 GREAT BARRINGTON #(PF)

74 GREAT BARRINGTON #(PF)

6833 Wastewater Pump Station Upgrades Project

70 FALL RIVER (PF)(H)

6784 Wastewater Treatment Facility Improvements TOTAL OF NEW PROJECTS

6833 Wastewater Pump Station Upgrades Project

$4,004,000

$4,004,000

$51,000,000

$25,000,000

$701,483,255

(Average Rating: 95.65) $575,011,886

70 FALL RIVER (PF)(H)

TOTAL OF NEW PROJECTS

$4,400,000

6762 Wilson Road Sewer Pump Station Replacement

(Count: 49)

TOTAL OF NEW PROJECTS (Count: 49) (Average Rating: 95.65)(H) - Housing Choice Communities (Count: 49) (Average Rating: 95.65) (PF) - Affordability Criteria

6784 Wastewater Treatment Facility Improvements

$701,483,255

$575,011,886

(RE) - Potential Renewable Energy Projects

# - Projects contains Energy Efficiency, Renewable Energy and/or meets EPA's definition of a (H) - Housing Choice Communities Green Project (https://www.epa.gov/greeningepa/energy-and-emissions-epa) (PF) - Affordability Criteria (D) - Dropped by Applicant continued on page 29 (RE) - Potential Renewable Energy Projects # - Projects contains Energy Efficiency, Renewable Energy and/or meets EPA's definition of a Green Project (https://www.epa.gov/greeningepa/energy-and-emissions-epa) (D) - Dropped by Applicant

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DEP/SRF continued from page 27 MULTI-YEAR CARRYOVER AND STATUTORY PROJECTS

MULTI-YEAR CARRYOVER AND STATUTORY PROJECTS

Applicant Applicant

SRFIDID SRF ProjectProject

4488 West Lynn Sewer Separation

$92,185,087

$100,000

MASSACHUSETTS WATER RESOURCES AUTHORITY

4446 Nut Island HW Odor Control & HVAC - Contract 7548

$57,565,399

$15,000,000

MASSACHUSETTS WATER RESOURCES AUTHORITY

4150 DITP Asset Protection Phase 3

$66,500,000

$1,000,000

MASSACHUSETTS WATER RESOURCES AUTHORITY

4117 Facility Asset Protection

$45,448,945

$14,000,000

TOTAL OF MULTI-YEAR CARRYOVER AND STATUTORY PROJECTS (Count: 4)

Applicant Applicant

$261,699,431

$30,100,000

$261,699,431

$30,100,000

Project Cost Project Cost

IUPCost Cost 2021 2021 IUP

MassDEP PRIORITY PROJECTS

MassDEP PRIORITY PROJECTS

ID Project SRF ID

EMERGENCY SRF SET-ASIDE

2977

$3,000,000

$3,000,000

COMMUNITY SEPTIC MANAGEMENT

3850 Community Septic Management Program

$5,000,000

$5,000,000

TOTAL OFTOTAL MassDEP PRIORITY PROJECTS OF MassDEP PRIORITY PROJECTS (Count: 2)

2021 IUP IUPCost Cost 2021

LYNN WATER AND SEWER COMMISSION

TOTAL OF MULTI-YEAR CARRYOVER AND STATUTORY PROJECTS (Count: 4)

Project Cost Project Cost

(Count: 2)

$8,000,000 $8,000,000 $8,000,000 $8,000,000 continued on page 31

PLANNING PROJECTS Applicant

SRF ID Project

Project Cost

2021 IUP Cost

BARNSTABLE COUNTY (H)

6874 Design and Expansion of Groundwater Treatment

$320,000

$320,000

DARTMOUTH

6882 North Dartmouth Area I/I SSES

$600,000

$600,000

FITCHBURG

6809 CSO 010, 032, 045, 083 Separation/Rehabilitation

$1,048,700

$1,048,700

HINGHAM (H)

6913 Stormwater Master Plan

$500,000

$500,000

NEW BEDFORD

6850 Wastewater Collection System SSES Program

$1,000,000

$1,000,000

QUINCY (H)

6819 Stormwater Drainage and Management Planning Study

$3,180,000

$3,180,000

REVERE

6805 Phase 13 Investigations- I/I and IDDE

$1,500,000

$1,500,000

SAUGUS

6755 Sewer Flow Metering & Subsystem Re-Prioritization

$200,000

$200,000

WEYMOUTH (H)

6875 Weymouth Stormwater Master Plan

$591,000

$591,000

$8,939,700

$8,939,700

TOTAL OF PLANNING PROJECTS (Count: 9)

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“BUY FROM THE ADVERTISERS IN CONSTRUCTION OUTLOOK”

MAY, 2021

COMMUNITY SEPTIC MANAGEMENT

3850 Community Septic Management Program

$5,000,000

TOTAL OF MassDEP PRIORITY PROJECTS (Count: 2)

$5,000,000

$8,000,000

DEP/SRF continued from page 29

$8,000,000

PLANNING PROJECTS PLANNING PROJECTS

Applicant

SRF ID

Applicant

Project

SRF ID Project

2021 IUP Cost

2021 IUP Cost

BARNSTABLE COUNTY (H)

6874 Design and Expansion of Groundwater Treatment

$320,000

$320,000

DARTMOUTH

6882 North Dartmouth Area I/I SSES

$600,000

$600,000

FITCHBURG

6809 CSO 010, 032, 045, 083 Separation/Rehabilitation

$1,048,700

$1,048,700

HINGHAM (H)

6913 Stormwater Master Plan

$500,000

$500,000

NEW BEDFORD

6850 Wastewater Collection System SSES Program

$1,000,000

$1,000,000

QUINCY (H)

6819 Stormwater Drainage and Management Planning Study

$3,180,000

$3,180,000

REVERE

6805 Phase 13 Investigations- I/I and IDDE

$1,500,000

$1,500,000

SAUGUS

6755 Sewer Flow Metering & Subsystem Re-Prioritization

$200,000

$200,000

WEYMOUTH (H)

6875 Weymouth Stormwater Master Plan

$591,000

$591,000

$8,939,700

$8,939,700

TOTAL OF PLANNING PROJECTS

TOTAL OF PLANNING PROJECTS

(Count:9)

TOTAL OF FINAL INTENDED USE PLAN

ter

24 H our Rep air

FIx wa

nntsrol EE g&rErosion Co

$622,051,586

$980,122,386 continued$622,051,586 on page 33

Put ou

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maint a i n MAY, 2021

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$8,939,700

s get th irey Hydrants Complete Line Fe le o r d Wa t ff Kenned t

s m e t s y sPipes and Parts

$8,939,700

$980,122,386

TOTAL OF INTENDED USE PLAN

outss aderworks Bra

(Count: 9)

Project Cost

Project Cost

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DEP/SRF continued from page 31

T

$195 Million Offered for Drinking Water SRF in 2021

he Massachusetts Department of Environmental Protection (MassDEP) is pleased to present the Final Calendar Year 2021 Intended Use Plan (IUP), which lists the projects, borrowers, and amounts that will be offered financing through the Drinking Water State Revolving Fund (DWSRF) loan program. The DWSRF is a joint federal-state financing program that provides subsidized loans to protect public health by improving water supply infrastructure systems and protect drinking water in the Commonwealth.

Massachusetts is offering approximately $195 million to finance drinking water projects across the Commonwealth. As noted in Table 1, approximately $166 million is being offered to finance 21 new construction projects, an additional $22.7 million will be allocated to finance 6 previously approved multi-year projects, and approximately $1.3 million is allocated towards the 6 planning projects. An additional $5 million has been allocated to the emergency set-aside account.

Table 1 Drinking Water State Revolving Fund TABLE 1 CY2021 Intended Use Plan DRINKING WATER STATE REVOLVING FUND Calendar Year 2021 DWSRF Intended Use Plan

NEW PROJECTS

NEW PROJECTS

Rating Applicant Rating Applicant

SRF Project SRFIDID

Project

535

NEW BEDFORD (PF)(L)

6845 Lead Service Line Replacement Program - Phase II

525

HUDSON (PF)

525

Project Cost Cost Project

2021

IUP Cost Cost 2021IUP

$16,170,000

$6,000,000

6791 Chestnut Street PFAS Treatment System

$4,349,000

$4,349,000

MANSFIELD (H)

6792 Cate Springs Well PFAS Treatment System

$4,286,000

$4,286,000

523

ACTON WATER SUPPLY DISTRICT #(H)(RE)

6802 PFAS Treatment at North Acton WTP

$6,872,000

$6,872,000

521

TRI TOWN WATER BOARD #(RE)

6865 Tri-Town Regional Water Treatment Plant

$68,000,000

$15,000,000

$2,025,775

$2,025,775

518 * MILLBURY - AQUARION WATER COMPANY OF MASSACHUSETTS (PF)

6794 Oak Pond Well GAC Treatment Facility-Millbury, MA

518 * LITTLETON WATER DEPARTMENT (H)

6906 Fe, Mn, and PFAS Water Treatment Plant

$24,500,000

$15,000,000

517

6881 Dry Bridge Road PFAS Water Treatment Plant

$12,257,000

$12,257,000

517 * EASTHAM #(PF)(RE)

6879 Eastham Water System - Phase 2D

$12,966,625

$12,966,625

514 * DUDLEY (PF)

6854 Dudley PFAS Water Treatment Plant

$11,500,000

$6,500,000

514 * MEDWAY (H)

6887 Medway - Populatic St. Water Treatment Plant

$11,473,000

$11,473,000

510 * DEVENS #(RE)

6757 Devens Water Treatment Plant Project

$29,800,000

$15,000,000

449

NEW BEDFORD #(PF)(RE)

6846 Phase 2 - WTP Upgrades

$16,012,500

$5,500,000

445

NEW BEDFORD (PF)

6847 Braley Station Transmission Main Reinforcement

$3,500,000

$3,500,000

440

LOWELL (PF)(H)

6810 Transmission Main Connection

$5,075,500

$5,075,500

425

ANDOVER (H)

6811 Phase 1 Water Transmission Main Improvements

$8,390,400

$8,390,400

423

HAVERHILL (PF)(H)(L)

6889 Phase 3 - Transmission Main Improvements

$10,231,900

$10,231,900

421

LAWRENCE (PF)(H)

6868 Lawrence Tower Hill Transmission Main

$2,960,000

$2,960,000

421

FRANKLIN #(H)(RE)

6884 LSA Energy Efficiency Project & Other Tank Repairs

$6,056,000

$6,056,000

WESTFIELD (PF)

333 CONCORD #(RE) MAY, 2021

continued on page 35

Nagog Pond Water TreatmentIN Plant $28,316,000 “BUY 6877 FROM THE ADVERTISERS CONSTRUCTION OUTLOOK”

211 * DIGHTON WATER DISTRICT (PF)

6863 Main Street Water Main Replacement

$3,850,000

$9,000,000

33 $3,850,000

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MASSACHUSETTS (PF) 514 * MEDWAY (H) 518 * LITTLETON WATER DEPARTMENT (H)

517- Populatic WESTFIELDSt. (PF)Water 6887 Medway 6906 Fe, Mn, and PFAS Water Treatment Plant 517 * EASTHAM #(PF)(RE)

517

6881 Dry Bridge Road PFAS 514 Water Treatment(PF) Plant * DUDLEY

510 * DEVENS #(RE) 449

WESTFIELD (PF)

6881 Dry Bridge Road PFAS Water Treatment Plant Treatment Plant $11,473,000

6757 Devens Water Treatment Plant Project

NEW BEDFORD 6846 Phase 2- Phase -*WTP MEDWAY (H) 517 #(PF)(RE)#(PF)(RE) 6879 Eastham Water System514 2D Upgrades * EASTHAM

$12,257,000 $11,473,000

$24,500,000 $15,000,000 6879 Eastham Water System - Phase 2D

$12,966,625

$29,800,000

$15,000,000

6854 Dudley $12,257,000 PFAS Water Treatment Plant $12,257,000

$11,500,000

$16,012,500 6887 Medway$12,966,625 - Populatic St. Water Treatment Plant $12,966,625

$5,500,000 $11,473,000

DEP/SRF continued from page 510 * DEVENS 6757 Devens Water Treatment Plant Project 514 * DUDLEY (PF) 685433 Dudley PFAS Water Treatment Plant #(RE) $11,500,000 $6,500,000 445 NEW BEDFORD (PF) 6847 Braley Station Transmission Main Reinforcement $3,500,000 440

514 * MEDWAY (H)

BEDFORD 6846 Phase 2$11,473,000 - WTP Upgrades 6887 Medway - Populatic St. 449 Water NEW Treatment Plant #(PF)(RE) $11,473,000

510 * DEVENS #(RE)

445 BEDFORD (PF) 6757 Devens Water Treatment PlantNEW Project

LOWELL (PF)(H)

6810 Transmission Main Connection

NEW PROJECTS (cont.)

$29,800,000

$3,500,000 $16,012,500

$5,075,500

$5,075,500 $3,500,000

6847 Braley Station Transmission Main Reinforcement $29,800,000 $15,000,000

440 LOWELL (PF)(H) 6810 Transmission Main Connection NEW BEDFORD 6846 Phase6811 2 - WTP Upgrades $16,012,500 $5,500,000 425 449ANDOVER (H) #(PF)(RE) Phase 1 Water Transmission Main Improvements $8,390,400

425 Main ANDOVER (H) 6811 Phase 1 $3,500,000 Water Transmission Main Improvements 445 NEW BEDFORD (PF) 6847 Braley Station Transmission Reinforcement $3,500,000 Rating Applicant SRF ID Project

Project Cost 423 HAVERHILL (PF)(H)(L) 6889 Phase 3 - Transmission Main Improvements $10,231,900 440

421 421

LOWELL (PF)(H)

423 HAVERHILL (PF)(H)(L) 6810 Transmission Main Connection

$8,390,400 IUP Cost $10,231,900

6889 Phase 3 $5,075,500 - Transmission Main Improvements $5,075,500

425 ANDOVER (H) (PF)(H) LAWRENCE

421 Tower LAWRENCE 6868 Lawrence Tower Hill Transmission Main 6811 Phase6868 1 WaterLawrence Transmission Main Improvements $8,390,400 $8,390,400 Hill (PF)(H) Transmission Main $2,960,000

423

HAVERHILL (PF)(H)(L)

FRANKLIN #(H)(RE) 6889 Phase 3 - Transmission421 Main Improvements

421

LAWRENCE (PF)(H)

333 CONCORD 6868 Lawrence Tower Hill Transmission Main #(RE)

$10,231,900

$2,960,000 $2,960,000

6884 LSA Energy Efficiency Project & Other Tank Repairs $10,231,900 $10,231,900

6884 LSA Energy Efficiency Project & Other Tank Repairs

$6,500,000 $11,473,000 $15,000,000 $5,500,000 $3,500,000 $5,075,500 $8,390,400 $10,231,900 $2,960,000

$6,056,000

$6,056,000

$28,316,000

$9,000,000

$6,056,000

$6,056,000

CONCORD #(RE) 421 FRANKLIN #(H)(RE)

6877 Efficiency NagogProject Pond Water Treatment Plant $28,316,000 211 WATER DISTRICT 6863 Main Street Water Main Replacement 6884 LSA Energy & Other Tank Repairs $6,056,000 $6,056,000 * DIGHTON (PF) 6877 Nagog Pond Water Treatment Plant $28,316,000 $9,000,000 211 * DIGHTON WATER DISTRICT 6863 Main Street Water Main Replacement $3,850,000 TOTAL OF NEW PROJECTS 211 6863 Main Street Water Main Replacement $3,850,000 $3,850,000 * DIGHTON WATER DISTRICT (PF) (Count: 21) (Average Rating: 466.9) (PF)

$9,000,000 $3,850,000

$3,850,000

333

$3,850,000 $288,591,700

$166,293,200

333

FRANKLIN #(H)(RE)

$5,075,500 $8,390,400 2021

$12,257,000 $12,966,625

6877 Nagog Pond Water Treatment Plant $2,960,000 $2,960,000

CONCORD #(RE)

TOTALTOTAL OF NEW OF NEWPROJECTS PROJECTS

$288,591,700 $166,293,200 $288,591,700 * - Small System TOTAL OF NEW PROJECTS $288,591,700 (H) - Housing Choice Communities (Count: 21) (Average Rating: 466.9) - Water Infrastructure Funding Transfer Act (WIFTA) Projects (Count: 21) 21) (Average Rating: 466.9) (Count: (Average(L) Rating: 466.9) (PF)- Disadvantaged Community

$166,293,200 $166,293,200

(RE) - Potential Renewable Energy Projects

* - Small System (H) - Housing Choice Communities

# - Projects contains Energy Efficiency, Renewable Energy and/or meets EPA's definition of a * - Small (L) -System Water Infrastructure Funding Transfer Act (WIFTA) Projects Green Project (https://www.epa.gov/greeningepa/energy-and-emissions-epa) (PF)- Disadvantaged (H) - Housing Choice Community Communities (D) - Dropped by Applicant (RE) - Potential Renewable Energy Projects (L) - Water Infrastructure Funding Transfer Act (WIFTA) Projects # - Projects contains Energy Efficiency, Renewable Energy and/or meets EPA's definition of a (PF)- Disadvantaged Community MassDEP PRIORITY PROJECTS Green Project (https://www.epa.gov/greeningepa/energy-and-emissions-epa) MassDEP PRIORITY PROJECTS - Dropped Renewable

by Applicant (RE) - (D) Potential Energy Projects 3 Project Cost Applicant SRFIDID Project

Applicant SRF Project Cost # - Projects contains Energy Efficiency, Renewable EnergyProject and/or meets EPA's definition of a Green Project (https://www.epa.gov/greeningepa/energy-and-emissions-epa) EMERGENCY SRF SET-A2978 $5,000,000 (D) - Dropped

by Applicant 3 SIDE

TOTAL OF MassDEP PRIORITY PROJECTS

TOTAL OF MassDEP PRIORITY PROJECTS (Count: 1)(Count: 1) 3

2021 IUPCost Cost 2021 IUP $5,000,000

$5,000,000 $5,000,000 $5,000,000 $5,000,000 continued on page 37

MULTI-YEAR CARRYOVER AND STATUTORY PROJECTS Applicant

SRF ID Project

Project Cost

2021 IUP Cost

DRACUT WATER SUPPLY DISTRICT (H)(PF)

6659 Water System Improvements

$25,207,400

$6,460,000

MASSACHUSETTS WATER RESOURCES AUTHORITY

6691 Northern Intermediate High Section 89 Replacement

$27,700,000

$1,000,000

MASSACHUSETTS WATER RESOURCES AUTHORITY

4406 Commonwealth Ave Pump Station Redundancy

$7,500,000

$3,500,000

MASSACHUSETTS WATER RESOURCES AUTHORITY

4564 Weston Aqueduct Supply Main Rehabilitation

$19,382,850

$500,000

MASSACHUSETTS WATER RESOURCES AUTHORITY

4119 SEH Redundancy and Storage

$49,297,289

$4,500,000

SPRINGFIELD WATER AND SEWER COMMISSION (PF)

6649 Clearwell and Backwash Pump Station Replacement

$21,750,000

$6,750,000

$150,837,539

$22,710,000

TOTAL OF MULTI-YEAR CARRYOVER AND STATUTORY PROJECTS

Products and Services

(Count: 6) PLANNING PROJECTS

Hot Mix Asphalt Project Cost Paving $110,000 BARNSTABLE FIRE DISTRICT 6748 BFDWD Wells 2&5 PFAS Filtration Pilot Study (H) Fine Grading$500,000 BILLERICA (H) 6871 Billerica Raw Water Intake/Transmission Main Study 25 Concord Street Planning$100,000 BILLERICA (H) 6825 Treble Cove Booster Pump StationCold Study Pawtucket, RI 02860 EAST BROOKFIELD Improvements $220,000 Tel: (401) 722-44886769 Planning for Systemwide Water QualityReclaiming Fax: (401) 312-0992 NEW BEDFORD 6927 Lime to Caustic $200,000 RI & MA DOT Approved pawtuckethotmixasphalt.com

Applicant

NEW BEDFORD

SRF ID Project

6880 Uni-Directional Flushing Program

TOTAL OF PLANNING PROJECTS (Count: 6)MAY,

2021

$110,000 $500,000 $100,000 $220,000 $200,000

$150,000

$150,000

$1,280,000

$1,280,000

“BUY FROM THE ADVERTISERS IN CONSTRUCTION OUTLOOK” TOTAL OF INTENDED USE PLAN

2021 IUP Cost

$445,709,239

$195,283,200

35

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36

“BUY FROM THE ADVERTISERS IN CONSTRUCTION OUTLOOK”

MAY, 2021

Applicant SRF ID Project EMERGENCY SRF SET-A2978 SIDE EMERGENCY SRF SET-A2978 TOTAL OFSIDE MassDEP PRIORITY PROJECTS

Project Cost $5,000,000

DEP/SRF continued from page 35

TOTAL OF MassDEP PRIORITY PROJECTS (Count: 1)

(Count: 1) MULTI-YEAR MULTI-YEAR CARRYOVER AND STATUTORY PROJECTSCARRYOVER

Applicant SRF ID Project DRACUT WATER SUPPLY 6659 Water System Improvements DISTRICT (H)(PF) DRACUT WATER SUPPLY 6659 Water System Improvements DISTRICT (H)(PF) WATER MASSACHUSETTS 6691 Northern Intermediate High Section 89 Replacement RESOURCES AUTHORITY MASSACHUSETTS WATER 6691 Northern Intermediate High Section 89 Replacement RESOURCES AUTHORITY MASSACHUSETTS WATER 4406 Commonwealth Ave Pump Station Redundancy RESOURCES AUTHORITY MASSACHUSETTS WATER 4406 Commonwealth Ave Pump Station Redundancy RESOURCES AUTHORITY MASSACHUSETTS WATER 4564 Weston Aqueduct Supply Main Rehabilitation RESOURCES AUTHORITY MASSACHUSETTS WATER 4564 Weston Aqueduct Supply Main Rehabilitation RESOURCES AUTHORITY MASSACHUSETTS WATER 4119 SEH Redundancy and Storage RESOURCES AUTHORITY MASSACHUSETTS WATER 4119 SEH Redundancy and Storage RESOURCES SPRINGFIELDAUTHORITY WATER AND 6649 Clearwell and Backwash Pump Station Replacement SEWER COMMISSION (PF) SPRINGFIELD WATER AND 6649 Clearwell and Backwash Pump Station Replacement SEWER COMMISSION (PF) TOTAL OFTOTAL MULTI-YEAR CARRYOVER AND STATUTORY PROJECTS OF MULTI-YEAR CARRYOVER AND STATUTORY PROJECTS

6) CARRYOVER AND STATUTORY PROJECTS TOTAL OF(Count: MULTI-YEAR (Count: 6) PLANNINGApplicant PROJECTS

Applicant

Applicant BARNSTABLE FIRE DISTRICT (H) BARNSTABLE FIRE DISTRICT (H) BILLERICA (H)

$5,000,000 $5,000,000

$5,000,000

$5,000,000

Project Cost Project Cost

2021 IUP Cost IUP Cost 2021

Project Cost $25,207,400

2021 IUP Cost $6,460,000

$25,207,400 $27,700,000

$6,460,000 $1,000,000

$27,700,000 $7,500,000

$1,000,000 $3,500,000

$7,500,000 $19,382,850

$3,500,000 $500,000

$19,382,850 $49,297,289

$500,000 $4,500,000

$49,297,289 $21,750,000

$4,500,000 $6,750,000

$21,750,000

$6,750,000

$150,837,539 $150,837,539

$22,710,000 $22,710,000

$150,837,539

$22,710,000

PLANNING PROJECTS SRF ID Project

SRF ID

Project

Project Cost

Project Cost

SRF ID Project 6748 BFDWD Wells 2&5 PFAS Filtration Pilot Study

Project Cost $110,000

2021 IUP Cost

2020 IUP Cost

2021 IUP Cost $110,000

6748 BFDWD Wells 2&5 PFAS Filtration Pilot Study 6871 Billerica Raw Water Intake/Transmission Main Study

$110,000 $500,000

$110,000 $500,000

BILLERICA BILLERICA (H) (H)

6871 Raw Booster Water Intake/Transmission 6825 Billerica Treble Cove Pump Station StudyMain Study

$500,000 $100,000

$500,000 $100,000

BILLERICA (H) EAST BROOKFIELD

6825 Cove Pump Station Study 6769 Treble Planning for Booster Systemwide Water Quality Improvements

$100,000 $220,000

$100,000 $220,000

EAST BROOKFIELD NEW BEDFORD

6769 for Systemwide Water Quality Improvements 6927 Planning Lime to Caustic

$220,000 $200,000

$220,000 $200,000

NEW NEW BEDFORD BEDFORD

6927 to CausticFlushing Program 6880 Lime Uni-Directional

$200,000 $150,000

$200,000 $150,000

6880 Uni-Directional Flushing Program

$150,000 $1,280,000

$150,000 $1,280,000

BEDFORD TOTAL OFNEW PLANNING PROJECTS TOTAL OF PLANNING PROJECTS (Count: 6) (Count: 6)

$5,000,000 $5,000,000

AND STATUTORY PROJECTS

MULTI-YEAR CARRYOVER AND STATUTORY PROJECTS Applicant SRF Applicant SRF IDID ProjectProject

(Count: 6) PLANNING PROJECTS

2021 IUP Cost $5,000,000

TOTAL OF PLANNING PROJECTS (Count: 6) TOTAL OF INTENDED USE PLAN

TOTAL OF FINAL INTENDED USE PLAN TOTAL OF INTENDED USE PLAN

$1,280,000

$1,280,000

$445,709,239

$1,280,000

$1,280,000 $195,283,200

$445,709,239 $445,709,239 $195,283,200 $195,283,200

978.658.5300

900 Salem Street - Wilmington, Ma. www.beneventocompanies.com

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MAY, 2021

“BUY FROM THE ADVERTISERS IN CONSTRUCTION OUTLOOK”

37

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Mail: 87 Haverhill Road • Amesbury, MA 01913

38

“BUY FROM THE ADVERTISERS IN CONSTRUCTION OUTLOOK”

MAY, 2021

with UCANE’s Officers and Board Members How did you get started in the underground construction industry and what was your first job?

I got started in the underground construction industry at a young age. As a fourth generation utility contractor I guess you could say it is in my blood. My father would take me to our headquarters in Canton on weekends where I cleaned and organized the shop floor and parts room. Once I had my driver’s license I began running parts after school and working during school vacations as a laborer. Later I obtained my CDL and hoisting license and became a truck driver and loader operator.

These experiences early in my career were invaluable to having a better understanding of our industry as I later progressed into a field superintendent, estimator and project manager.

How long have you been with the company you currently work for and what is your role there?

I’ve been with RJV full-time for 20 years, 32 years including part-time, but who’s counting. I currently serve as the corporation’s President and Chairman of its Board of Directors. I oversee and manage the corporate business plan along with assisting my Project Managers and Estimator in the day to day activities.

How long has your company been a member of UCANE and why did you decide to get on the Board of Directors?

MAY, 2021

UCANE Board Member Querino Pacella RJV Construction Corp.

RJV has been a member of UCANE for 39 years and the Pacella families have been members since UCANE’s inception in 1954. My grandfather, Ronald Pacella Sr., served on the first board of directors and later served two terms as President of both UCANE and NUCA. My uncle, Joe Pacella, served on the board countless years and also served as UCANE President. It was an honor to be asked to serve my first term on the board of directors two years ago when my uncle decided to take a step back and put my name forward.

I look forward to continuing in my family’s footsteps to help our industry in whatever way I can.

2020 saw our country and our industry suffer through a global pandemic. How was your company impacted in 2020 by COVID-19?

continued on page 41

“BUY FROM THE ADVERTISERS IN CONSTRUCTION OUTLOOK”

39

40

“BUY FROM THE ADVERTISERS IN CONSTRUCTION OUTLOOK”

MAY, 2021

Under the Hard Hat continued from page 39 2020 was a challenging year to say the least. Learning to adapt was a struggle but necessary for survival. Adhering to CDC guidelines, social distancing, mask wearing, additional PPE, daily jobsite certifications, zoom meetings, working from home, the list goes on and on. Fortunately we were considered essential workers by the Governor and Lt. Governor and we were able to keep our crews and staff employed. Unfortunately Boston did not allow us to return to work until June which had an impact on our overall program.

What would you like our membership to know about being a Board Member?

Being a board member has been a very knowledgeable and rewarding experience for me. I’ve been able to listen to and express my concerns regarding the same challenges we all face in our industry. Serving has helped my company be better prepared for those challenges and has been a great way to give back to the Association I so firmly believe in. n

As we progress through 2021 and a new construction season, what do you see ahead for the underground construction industry?

I see another set of challenges to overcome in the 2021 construction season. As the COVID-19 vaccine continues to roll out we are all still wondering what the new normal will be.

I do see many of the changes we’ve become accustomed to as a new normal. Some good, some not so good. The biggest concern I see for the underground construction industry is the lack of projects currently out to bid despite a severely aging infrastructure throughout the Commonwealth. I feel the pandemic and financial uncertainty may be putting many necessary projects on hold. 2021 could be a slow start but with the new administration talking about infrastructure and with the distribution of the vaccine ramping up, I feel 2021 could finish strong. There is no better way to boost the local economy and to put people back to work than through infrastructure and public works investments. I’m confident our industry will recover quickly and there will be some very busy years in front of us.

MAY, 2021

625 Pleasant Street Watertown, MA. MA. 617 - 924 - 3673

watertownford.com

SALES – SERVICE – PARTS – CAR & TRUCK RENTAL

“BUY FROM THE ADVERTISERS IN CONSTRUCTION OUTLOOK”

41

Contractor A. R. Belli, Inc. Celebrates Its 52nd Year The Daughters of the Company Founder Move WBE Firm Forward

(Back row, L-R): Bill Keaveney, Rich Sementelli, Jason Keaveney, and Anthony Sementelli; (Front row, L-R): Erin Keaveney, Karen Keaveney, Lisa DiFelice, and Cindy Sementelli (Photo credit: Maria DiFelice)

42

“BUY FROM THE ADVERTISERS IN CONSTRUCTION OUTLOOK”

MAY, 2021

A. R. Belli crews installing new granite curbing on Route 16 in West Newton Square

Arnold Belli was born in America in 1930.

His parents, however, missed their Italian homeland and returned to Italy when Arnold was three years old. The Belli’s emigrated to America a second time, in 1948, when Arnold was 18. The family settled in a home on Nevada Street in Newton, Massachusetts, and nearly 75 years later the address is still called home.

As a young man Arnold worked as a laborer, mason, and eventually as an equipment operator for several area contractors. In 1954, Arnold married his wife Rosemarie (Dolly) and by the mid-1960s Arnold and Dolly had four daughters in tow. At about this time, like so many other Italian immigrants before them in the Boston area, Arnold and his brother Santino took a leap of faith in America, borrowed some money, and started their own small construction company, Belli Bros. The two worked together for a time until Santino’s interest in small sitework and masonry, and Arnold’s taste for bigger public projects, saw them branch off into their own verticals. With the support of his loving wife, Arnold founded A. R. Belli, Inc. in 1969.

MAY, 2021

Like most small business owners, Arnold and Dolly worked long hours and wore as many hats as it took to get the fledgling business off the ground. In the early years, Arnold bid on any type of work that required a Gradall or a backhoe, but it wasn’t long before Arnold decided that doing road and utility projects in the public sector was where he wanted to focus.

One of his earliest public projects was a job right in his hometown in The City of Newton. It wasn’t long before A. R. Belli, Inc. was becoming a recognized name at local bid openings for road and water projects. By 1975, the company was running two full crews and was doing an annual volume of $1 million. In 1976, at the urging of his friend and competitor Joe Biotti, Arnold and his company joined UCANE. With his very outgoing and affable personality, Arnold was a very popular member, well known for his wit and his candor.

He served on many committees and on the Board of Directors over the years, and in 1995 he received UCANE’s most prestigious award as “Contractor Member of the Year.”

“BUY FROM THE ADVERTISERS IN CONSTRUCTION OUTLOOK”

continued on page 44

43

A. R. Belli, Inc. continued from page 43

T

The Daughters Arrive

he four daughters of Arnold and Dolly – Karen, Cynthia, Linda, and Lisa were all exposed to the family business and to construction at an early age. A proud Arnold would take his girls to the garage and let them sit in the heavy equipment. They all remember Sunday afternoon family trips, so that Dad could check on his jobsites.

The girls were not all immediately attracted to the construction business. They all went to college, studied for varying careers, and initially went in different directions to build their own careers and families. In 1985, Cindy became the first daughter to work at the company. She learned the bookkeeping and administration part of the business and shortly thereafter, Linda came on board and shadowed her father on the operations side of the business. It wasn’t long before Linda was ordering materials, coordinating schedules with the field staff, and helping with the bidding. Arnold couldn’t have been more proud of his daughters and by the mid 1990s, Cindy (Sementelli) and Linda (Wigren) were familiar faces to many in the utility construction industry, as they participated in bid openings as well as various UCANE and industry events.

In 1994, the family and the business were suddenly set back when Arnold became ill and had to step away from most day-to-day operations. “That was a very scary time for our company,” recalled Linda. “Cindy and I were forced to step up a lot faster than we had planned. The entire family and all of our employees rallied to support Dad and the company. By the time he passed in 1996, the ordeal had taken a toll on all of us. But, at the same time, Cindy and I had advanced a lot in our knowledge of the business and all four sisters wanted to continue my father’s legacy and move the business forward.”

In 1996, as the company regrouped, Karen Keaveney left her career as a design assistant and became daughter number three to enter the business. She would handle the Human Resources and assist with real estate holdings and office management. With her came her husband Bill Keaveney who was an experienced construction manager and who would play a major role in the growth of A. R. Belli.

Also at this time Cindy’s husband, Rich Sementelli, an 18 year field employee with Belli, would assume the role of General Superintendent in charge of field operations.

In 2002, the company was growing and the fourth (and youngest) daughter Lisa DiFelice left her career in retail to work with her sisters. The company now had four women owners working in the business. With Linda as President and two brothers-in-law in key management positions, A. R. Belli was certainly a family affair.

The second generation firm was well positioned to compete against all comers in the tough business of highway construction and utilities. Arnold must have been looking down with a proud grin on his face.

44

A. R. Belli crews installing new granite curbing on Route 16 in West Newton Square

Traffic Signal Conduits in Beverly

“BUY FROM THE ADVERTISERS IN CONSTRUCTION OUTLOOK”

MAY, 2021

As General Manager Bill Keaveney explains, “Fortunately we have developed mutual respect and good relationships with MassDOT and some other city and town DPW’s in close proximity to us. When those owners put out projects in our field of work we might study them a little harder. We try to generate about $12M-$15M per year in public work and we think our company’s sweet spot is jobs in the $3M-$5M range.”

Although A. R. Belli, Inc. has been a certified WBE (Women’s Owned Business) since 2000, the company prefers to compete at the general contractor level.

“We would much prefer to be in charge of our own work and that means bidding and winning jobs head-to-head against our competition,” says President Cindy Sementelli. “We do some subcontract work for a few select General Contractors that we know well, but it is not a significant percentage of our annual revenue.”

Preparing for the Third Generation

New Drainage System - Beverly

2002 and Beyond A. R. Belli has never varied too much from the type of work that their founder first chose to pursue. If there is a highway or road project being advertised within the Route 128 (95) belt, you will most likely see Belli on the bidders list. If you throw in some granite curb, stone wall, and busy intersections, the more A. R. Belli likes it.

Over the last 20 years, the company has grown steadily and now typically runs five field crews and manages three or four jobs simultaneously during peak season. With 30 field employees and a substantial array of trucks and heavy equipment, the company has capabilities to self-perform most of the elements of a typical roadway reconstruction job including any type of water, sewer, or drainage work. According to General Superintendent Rich Sementelli, “We have a lot of experienced field personnel and they are multi-talented. Our crews can jump from curb setting, to installing a catch basin, to pouring a concrete sidewalk all in the same day. This ability to self-perform definitely gives us a competitive advantage.”

Over the years MassDOT has been a key source of jobs and revenue for the company. The company also loves to compete for work in their hometown of Newton and other towns within a 10 minute drive from their yard.

MAY, 2021

At some point in time every second generation business is faced with transition decisions as the family expands. Some owners may want to retire, and some not, and some children of owners may want to step in, and some may not. As busy as the four Belli women were running their successful business, they still enjoyed a very successful family life and there are 9 potential third generation family members in the wings to prove it.

In 2010, after 20 years with the company (16 years as President) Linda decided to step down from the business and shift gears into selling real estate. By that time, the three other owners were veterans in the construction business and able to coordinate a seamless transition, with Cindy assuming the role of President, and Karen and Lisa supporting in their key leadership positions as Treasurer and Clerk respectively. The timing of this shift coincided with the last major recession, which brought challenges and change to the construction landscape, but the combined experience of the three sisters paid off as they led A. R. Belli through those tough years and into a new generation, for the industry and the company.

The construction business may have changed a lot in the past decade, but A. R. Belli is keeping up by doing what it does best, forging ahead with family. In the past 10 years, three members of the third generation (Anthony Sementelli, Jason Keaveney, and Erin Keaveney) have joined the business in important project management roles at the company. With Anthony and Jason now leading field operations alongside Rich as senior supervisors, and Erin recently joining as director of operations, A. R. Belli has the building blocks in place for a third generation transition. With its three owners, general manager, and general superintendent staying put for the foreseeable future, there is no rush to make next generation decisions just yet as the current management team, according to continued on page 47

“BUY FROM THE ADVERTISERS IN CONSTRUCTION OUTLOOK”

45

A. R. Belli, Inc. continued from page 45 Cindy, “is operating like a fine tuned machine.” Bill and Rich nod in agreement with Cindy’s statement, but at the same time one can’t help but notice golf clubs in the back of their pickups and scorecards from Woodland Golf Club scattered around.

A. R. Belli Maintains Steady Workload for 2021 Although last year (2020) had a few jobsite starts and stops due to COVID-19, the company’s designation as an “essential business” allowed A. R. Belli to keep their employees working with minimal downtime and the company made substantial progress on multiple roadway projects. President Cindy Sementelli had high praise for her employees. “Our employees quickly adapted to the COVID Safety protocols without complaint and showed up for work every day it was available. I am very proud of our crews that stood with us during this pandemic,” says Cindy. “To say 2020 was an unusual, and sometimes frightening, year is an understatement. As 2021 kicks off, we look to implement the same COVID Safety Protocols until the various agencies, and our employees, feel safe to relax or eliminate some of them.”

2021 looks to be a very busy year for the company, with multiple projects underway and a backlog approaching $20M. According to Bill Keaveney, “Barring any COVID related interruptions, we could exceed our company mark for volume in 2021. If the Federal Government can get together on a promised Infrastructure Bill, the future of our business looks even better.”

The largest single project ongoing is a $6.2M Roadway Project for MassDOT in Beverly, MA. Three of the most congested intersections in the city will see complete rebuilds to improve safety features, traffic flow, and pedestrian access. New traffic signals, roadway widening and reconfigurations, ADA compliant access ramps, and new curbing and sidewalks will be built. Full depth reconstruction in some areas while still maintaining traffic will be a challenge.

In addition to Beverly, Belli has three highway projects in their hometown of Newton at varying degrees of completion. Totaling over $12M, these projects again put Belli in some of the highest traffic count and highly visible intersections in the City. These jobs are part of Newton’s overall plan to make downtown areas throughout the City not only easier to navigate for vehicles, but to also make them more accommodating, safer, and aesthetically pleasing for pedestrians and bicyclists that frequent downtown businesses. New sidewalks, granite curbs, street lighting, and extensive tree planting are investments intended to contribute to the City’s character, enhance the downtown experience, and boost revenues for downtown merchants.

MAY, 2021

A. R. Belli crews installing new granite curbing on Route 16 in West Newton Square Finally, in 2021 Belli will be completing another $3M streetscape project in Boston that will include drainage upgrades and extensive sidewalks, and ADA improvements. With several subcontracts also in hand for other projects, you may also see Belli equipment as you travel Routes 2 and 93, or busy Blue Hill Avenue.

As general superintendent Rich Sementelli says, “If a commuter in Eastern Massachusetts knows of a busy intersection that they hate to drive through, there’s a good chance a Belli crew might be out there trying to make it better.”

UCANE is proud to count A. R. Belli, Inc. as a member of our Association for 45 years.

We commend them on their history and their achievements and wish them continued success into the future! n

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Construction Safety Week 2021: Be Present, Be Focused, and Be Safe What does working safely look like? What does working safely feel like? As we wrap up Construction Safety Week, we look back on what we learned and how we plan on continuing the messages of the week throughout the year. This year we celebrated the holistic side of safety. Yogi Berra’s famous quote,“Baseball is 90% mental and 10% physical,” translates well to working safely.

W

e are all familiar with the physical side of safety. Barriers, PPE, trench boxes, and more are some examples of safety’s physical side. The physical side of safety is always there, even when you are not. A trench box will do its intended job no matter what is said to it, thrown at it, etc. Aside from a defect in craftsmanship or improper use, the physical side of safety is reliable. The equipment will be ready to do its job whether it’s raining out, if you just got into an accident on the way to work, or if the job market is forcing layoffs.

What comprises the other 90% of safety, what does it look like, and why is it more meaningful? When you wake up to get ready for work, your mind is probably on the day that has not happened yet, the list of what you need to do when you get home from work, the stack of bills, and the coming weekend’s chores.

When you put on your hard hat and get to work, where is your mind? The activity you are about to do is something that you’ve been doing for years now. You hear your foreman discussing the day’s activities and reviewing the safety precautions that are expected to be followed, but are you paying attention? Is your mind present and engaged at the moment?

Do you think it is easy to stay on task and focused? Let us start talking about the real issues

MAY, 2021

people are facing that provide additional distractions from work. The construction industry has long held a top-three spot for heavy alcohol and substance use in specific industries. Why drink and abuse substances? Use as adults is different from the reasons it all started. Frequently, alcohol and substance use help someone escape something and make people forget about things for a short time. Construction work is demanding and nagging injuries from years of laborious work are prevalent. Some turn to prescription pain killers to provide relief. With the use of drugs and alcohol comes an altered state of mind that lingers for different durations after use. Depending on the drug continued on page 53

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MAY, 2021

Safety Corner continued from page 51 of choice, the mind could be affected by it for days.

Depression, anger management issues, and domestic problems contribute to a distracted mindset.

Mental health awareness has become a long overdue, mainstream topic this past year as the pandemic has created a population with increased mental disorders. Anxiety, depression, obsessive-compulsive disorders, and phobias have seen an increase this past year, understandably so given what we all have gone through and continue to endure.

had an easy time during this pandemic. But we are obligated to one other to take care of ourselves – and when we do, everyone will win.

For when workers are physically and mentally safe, everyone wins! n

Construction Safety Week was underscored by an overarching message, “Be Present, Be Focused, and Be Safe.” The daily toolbox talks were about beBoston Area ing present and focused and maintaining a healthy Locations mind and healthy body, being relentless, safe, and 2 Dexter Street well-rested. Safety Week allows Everett, MA 02149 for everyone to hit a reset button Boston Area Boston Area on safety. This year’s spotlight on Locations Locations 431 Second Street the Total Well-being and OverEverett, MA 02149 all Safety of workers was a nice 2 Dexter Street 2 Dexter Street

change from the traditional safety Everett, MA 02149 Everett, MA 02149 topics. These topics tend to be 431 Second Street difficult conversations to have by 431 Second Street themselves. However, when this Everett, MA 02149 Everett, MA 02149 BOSTON AREA LOCATIONS

subject matter becomes a univer

100 Fremont Street 2 Dexter Street 431 Second Street sal and simultaneous conversaWorcester, MA 01603 Everett, MA 02149 Everett, MA 02149 tion among construction workers across the country, the conversation is a little easier to initiate.

Also, taking care of yourself is a contributing factor in being a good team member. Physical health and mental health should be the same.

By having an awareness of mental health issues, opening the door, and removing the stigma for people Minichiello Bros./Scrap-It, Inc., to get help, we will create a healthMinichiello Bros./Scrap-It, Inc. ier, more productive, and (most imServes 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 portantly) safer workforce. sellers and processors of scrap metal. For over 60 years has our remained

has remained the same - to provide the best prices in the industry along with

same - to provide the best prices in the industry along with top notch A back to basics talk onthe PPE, top notch service!

Fred Rogers at 617-595-5505 customer service!

Callcustomer Fred Rogers at Call 617-595-5505 site safety, and what to Minichiello do when Bros./Scrap-It, Inc.,

this event occurs is easier to have.

Minichiello Bros./Scrap-It, Inc., Those talks are essentialServes to have, over 2500 customers a week and is one New England's largest buyers, and processors of scrap metal.

For overa60week years ourisgoal Serves over 2500 customers and onehas Newremained England's largest buyers but a change is needed sellers in safety. the same the best in theof industry along with notch sellers and prices processors scrap metal.

Fortop over 60 years our goal has remain Everyone is aware that mental dis-- to provide customer Callsame Fred -Rogers at 617-595-5505 to provide the best prices in the industry along with top notch tractions are a common root causeservice! the

customer service!

Call Fred Rogers at 617-595-5505 for incidents. The industry's prob lem is adjusting attitudes around those mental distractions, breakTurn your metal into money today! ing the mold, and talking about the Turn your metal into money today! real issues at hand. There is no Minichiello Bros. Inc./Scrap-It Inc. Minichiello Bros. Inc.,/Scrap-It Inc. shame in seeking help; no one has

MAY, 2021

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MAY, 2021

An Interview with John G. Sanchez, P.E. DPW Director – Town of Burlington, MA John Sanchez received his Bachelor’s Degree in Civil Engineering from the University of Costa Rica in 1986. While attending the University of Massachusetts at Lowell for his Master’s Degree in Geotechnical Engineering, he joined the Town of Billerica’s Engineering Department. Although government work had not been his original goal, Billerica gave him the opportunity to experience a wide variety of projects including sewer, water, and road work. It was these challenges that made him stay in the municipal field.

In 1992, after receiving his registration as a Professional Engineer, he was promoted to Town Engineer.

During the 1990s, Billerica was growing and investing heavily in their municipal water and sewer systems and their roadway network. Thanks to the mentoring of former Public Works Director Richard Bento, John was able to get involved in all aspects of Public Works, while serving as Town Engineer. In 1998 Sanchez was appointed Director of Public Works, and over the next five years oversaw extensive infrastructure investments throughout Billerica including getting approvals for a new water treatment facility. In 2003, John accepted the position of Director of Public Works in Arlington, where water main rehabilitation became the new priority. In 2006, he began his current position as DPW Director for the Town of Burlington.

MAY, 2021

Can you give us a brief description of The Town of Burlington in regards to the makeup of the DPW, population, and infrastructure statistics?

Burlington is located north of Boston at the intersection of Route 128 and Route 3. Its location and zoning has allowed Burlington to have both a commercial feel in areas such as Burlington Mall Road, Third Avenue, and the District while maintaining the town character in the rest of the community.

Burlington’s DPW is made up of six divisions including Administration, Buildings and Cemeteries, Central Maintenance, Engineering, Highway, and Water and Sewer. With its 65 employees, the department maintains 105 miles of roadways, 125 miles of sewer mains, 120 miles of water mains, street lights and traffic lights, town buildings, and cemeteries. In addition, the department operates two water treatment plants and 14 sewer pump stations. The department also manages the curbside solid waste and recycling and all snow removal operations for its 26,400 residents. continued on page 57

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MAY, 2021

Public Works Pipeline continued from page 55 What do you currently see as the most pressing infrastructure needs for the Town over the next few years, and is there a 5-year Asset Management Plan in place to address those needs?

Burlington actually uses a 10 Year Plan to protect our infrastructure assets and to predict funding needs. The Plan is reviewed every year and items may shift here and there, but it is a very useful tool. The DPW budget for capital improvements varies, but has averaged about $6 million annually over the last few years.

Although our new Public Works Facility (currently under construction) is our largest current project and getting lots of attention, the capacity of Burlington’s drinking water system continues to be the most pressing concern for the DPW and for the town. The town operates one surface and one groundwater treatment facility. Because of groundwater contaminants, the town was forced to shut down some of its wells, which substantially reduced the water supply capacity.

We have actually been able to reduce total demand from what it was 10 years ago by issuing water use

restrictions and by aggressively locating leaks, especially on privately owned service lines. We implemented the AMR system (Automatic Meter Readers), and we send notices to water customers if we suspect a leak in their piping. We also offered water saving devices to the residents.

Despite our efforts, providing sufficient water supply to our residents and businesses has at times been challenging. Over the last 10 years the department has been working on permanent solutions to the water supply needs of the town. A plan was developed and approved at Town Meeting in 2018, which culminated with the town joining the MWRA in December 2020.

As mentioned above, the Town of Burlington was recently able to obtain Water Resources Commission approval to connect to the MWRA Water System. Can you provide a few details on this project and why it is significant for the Town?

After performing an alternative analysis to solve the water supply issues in Burlington, it became clear that the best solution for the town was to join the MWRA water system. Although Burlington has been part of the MWRA sewer system, the town has maincontinued on page 59

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MAY, 2021

Public Works Pipeline continued from page 57 tained its own water supply system and was not part of the MWRA water system. In terms of water quality and capacity the MWRA is a national model. But more importantly, I know that their staff of water experts and the efficiencies of their operations are also second to none, which made our decision to join them an easier one.

The 2018, Town Meeting overwhelmingly approved the proposal to join the Authority at a cost of $26.8 million. That was the easy part. The process of obtaining approval for joining the MWRA involves many steps, from legislation approval, to completing the MEPA process, getting Inter Basin transfer approval by the Water Resources Commission, and finally the MWRA Board of Directors voting the admission of Burlington to the MWRA water system.

The physical connection to the MWRA water system will be made at a location in Arlington, and a 24inch line will be run about two miles to connect with Burlington’s water system. The project is estimated to cost $9 million and will hopefully be ready for bidding in early summer 2021. This arrangement with the MWRA is vastly important to Burlington, because not only will it solve current water supply issues, it will also address the future needs of the community.

How does your municipality normally fund infrastructure projects? Does the Town utilize the SRF Loan Program through MassDEP for water infrastructure projects?

Although Burlington has taken advantage of SRF funding in the past, over the last few years the town has funded its infrastructure projects via bonds or grants. However, we will look into the SRF program for the MWRA water connection project.

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Congratulations on your recent election as President of the Norfolk/Bristol/Middlesex (NBM) Highway Association.

Can you tell us what NBM will be focusing on in 2021?

I truly believe that the future of our profession depends on mentoring young professionals in the public works field. As such, the NBM Highway Association updated its constitution to include the advancement of the theory and practice of all Public Works systems. In the past it had been limited to only highways. Also, we expanded the membership eligibility to all public works employees and vendors in the public works field. Our goal, post pandemic, is to offer our educational workshops, such as Spring Tech and Fall Tech, with the addition to some workshops geared to entry level staff members. n MAY, 2021

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MAY, 2021

Herb Brownett, B2W Software, Inc.

Maintain or Replace: Economics and Technology Impact the Equipment Decision Determining when to hold onto aging equipment and when to replace it is complicated. Uncertainties caused by the pandemic add to the challenge.

They also underscore the value of a maintenance management program that drives preventive work and delivers accurate cost data.

P

reventative maintenance has always been a core principle of good construction equipment fleet management. Today it is more important than ever. While the U.S. economy appears to be bouncing back, the pace of recovery for specific construction sectors and geographies is never certain.

Nor is the amount of government entities that will be able to invest in infrastructure projects. Historically, the economics of heavy construction are such that, the industry lags economic recessions and subsequent recoveries by one to two years.

As a result, contractors are careful about conserving capital. Capital is defined here as cash and available debt. While it may be tempting to buy equipment while interest rates are historically low, most contractors have debt restrictions related to bank covenants and bonding company agreements. They must always be conscious of having enough working capital. As a construction financial professional, I clearly agree that conservation of working capital is always paramount. As the saying goes, you only run out of cash once.

Ongoing replacement plans and the tracking of replacement metrics are hallmarks of well-managed fleets. However, the desire to conserve capital can cause delays in planned and metric-driven replacements.

MAY, 2021

A commonly accepted metric is to replace equipment when annual repair costs exceed five percent of the replacement cost. This is a good guideline in normal times, but these may not be normal times for many companies.

The fact that repairs, maintenance, and downtime grow significantly as equipment gets older is well established. The expenses of extending the operating life of a machine not only includes increased maintenance, but also loss of cost recovery resulting from unscheduled downtime. If prudent financial management causes a company to keep equipment longer, it is crucial to have a strong, ongoing prevencontinued on page 63

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Technology in Const. continued from page 61 tative maintenance program to mitigate these rising costs. It is also more important than ever to manage preventative maintenance as cost effectively as possible. Scheduling field mechanics efficiently is a big part of this.

Looking at this from another perspective, a company with a good preventive maintenance program can almost always delay reaching the point where repair costs exceed five percent of replacement value a lot longer than a company with a reactive, wait-untilit-breaks approach.

Additionally, easy access to accurate historical maintenance cost data is more critical than ever. This information helps contractors make a data-driven decision on whether to maintain or replace rather than a decision based on sentiment, gut instinct, or other unreliable factors. Historical maintenance data is also essential to properly value an asset that is being disposed of.

For a fleet of any size, accomplishing these preventive maintenance and data objectives requires a computerized maintenance management system (CMMS). With this type of software-based solution, contractors can: • •

Automate repair requests and work order processing Establish and follow userdefined preventive maintenance plans for each piece of equipment

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Schedule field mechanics with maximum efficiency

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Get enterprise-wide visibility of equipment status and repair history

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Control parts inventory Recover warranty costs for equipment and components still under warranty Store and access accurate historical maintenance cost data for each piece of equipment

Whether a contractor is following a routine replacement plan or conserving capital in uncertain times by extending the operating life of equipment beyond what might be normal, data and strong preventative maintenance performed as cost-effectively as possible are in its best financial interests. The investment in software to accomplish this, which is probably a fraction of the cost of replacing one piece of equipment, will benefit the entire fleet and presents a compelling ROI. n

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Coalition Asks $1B for Wastewater Projects HYANNIS – The Cape is giving Washington a reminder nudge: A regional coalition has called on the state’s federal delegation to add a funding request to President Biden’s $2 trillion infrastructure bill, asking for an earmark of $1 billion for local wastewater projects.

C

oalition members Association to Preserve Cape Cod, Cape Cod Chamber of Commerce, Cape Cod & Islands Association of Realtors and Housing Assistance Corporation made the request in an April 12 letter to U.S. Rep. William Keating and U.S. Senators Elizabeth Warren and Edward Markey.

Don Keeran, assistant director of APCC, said the request is for the lawmakers to add a line item to the legislation, dubbed the American Jobs Act. The sought-after funding is the federal government’s pledged share of the anticipated costs of building wastewater infrastructures across the region.

The Barnstable County 208 water quality plan, accepted and endorsed by the U.S. Environmental Protection Agency, is framed around an understanding that the cost of infrastructure is a responsibility shared by local, state and federal governments.

The federally approved plan assigns 50 percent of the overall $4 billion cost for wastewater infrastructure to the Cape’s municipalities and 25 percent each to the state and federal governments. So the line item request asks the federal government to pony up its 25 percent.

“Water quality is everything to Cape Cod,” said Andrew Gottlieb, executive director of the Association to Preserve Cape Cod. “The federal government has an obligation to support this investment in the region.”

“As the leaders of four organizations with very

MAY, 2021

different missions, we are united by a recognition of the importance of clean water to everything on Cape Cod,” states the letter. “We see investment in modern wastewater infrastructure as the most important factor in making progress not just in environmental quality but also to preserve our economy and to unlock the potential for housing production in village centers serviced by infrastructure.”

It continues: “To protect our environment, to maintain the region’s economic value and to continue to grow housing on this finite peninsula, we need to build wastewater infrastructure. It is crucial that we ensure these assets are not crippled by a crisis that can be addressed and, through cooperative management, repaired.”

The letter zeroes in on the Cape’s contribution continued on page 66

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65

Spotlight on Cape Cod continued from page 65 to the Bay State, saying: “The case for investing in wastewater now is clear. We are an international visitor destination because our water—from Herring Cove Beach in Provincetown to Eel Pond in Woods Hole and every inlet, beach shore, kettle pond, and river in between—draws people to the region. Because of this, the Cape is an economic engine for the entire Commonwealth, generating more than a billion dollars in direct visitor spending and spinning off exponentially more indirect economic activity.”

In a statement from the coalition that accompanied a copy of the letter to The Cape Codder, Wendy Northcross, Cape Cod Chamber of Commerce CEO, noted that the local and state governments are fulfilling their commitments to the 208 plan.

“Now we need the federal government to step up for the final piece of the puzzle,” she said.

“Investing in wastewater infrastructure on Cape Cod aligns with what the administration has said their priorities are: protecting the environment, expanding housing affordability, and creating a sustainable future. The federal government needs to remember their commitment in this regard,” added Ryan Castle, CEO of the Cape Cod & Islands As-

sociation of Realtors.

And from the housing sector, Housing Assistance Corp. CEO Alisa Magnotta commented: “The trifecta of critical issues—a year-round housing shortage, the demands of a vibrant tourist economy, and the responsibility to protect our environment—is connected by the need for wastewater infrastructure. Using the same dollar to fund a solution that solves for multiple problems is a win-win and a prudent use of taxpayer dollars.”

Their letter to the delegation notes that the Commonwealth, through the creation and funding of the Cape and Islands Water Protection Trust Fund, “has funded its obligation, and towns throughout your district have made great strides in authorizing local funding.”

The trust fund was created in 2019 to capture $1 billion in state revenue to help Cape Cod towns pay for upgrading their wastewater plans. By assessing a 2.75 percent excise tax on traditional lodging and short term rentals, visitors to the region are contributing toward the steep price of wastewater upgrades needed to accommodate the population surge during the summer season. (The legislation that created the fund can be found at https://malegislature.gov/Laws/ SessionLaws/Acts/2018/Chapter337) continued on page 67

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MAY, 2021

Spotlight on Cape Cod continued from page 66 It success was most recently seen in Orleans, where the fund last week announced it would dole out nearly $15 million to offset the costs of the town’s sewer project.

State Sen. Julian Cyr (D-Truro), in tandem with state Rep. Sarah Peake (D-Provincetown), crafted the fund in collaboration with other members of the Cape’s state delegation.

“Solving Cape Cod’s $4 billion wastewater problem is imperative to keep our waterways clean and sustainable for future generations — but we cannot do it alone,” Cyr told The Cape Codder early this week.

“The Cape & Islands delegation on Beacon Hill already delivered by establishing the Cape Cod & Islands Water Protection Fund, which will generate hundreds of millions for wastewater projects in the coming years. We now have a once-in-a-generation opportunity for the federal government to join the Commonwealth and the towns on Cape Cod to fully funding wastewater infrastructure projects via the American Jobs Plan. I have full faith in our federal delegation to get the job done,” he added.

Written by Donna Tunney. Reprinted from The Cape Codder. n

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Advertisers’ Index ATS Equipment, Inc. .............................................................10 American Shoring, Inc........................................ Ins. Back Cvr. Badger Daylighting................................................................32 BakerCorp..............................................................................66 Benevento Companies..........................................................37 Boro Sand & Stone Corp.......................................................64 Brennan Consulting...............................................................58 Dennis K. Burke, Inc..............................................................58 C&S Insurance Agency..........................................................22 Concrete Systems, Inc...........................................................46 Core & Main.............................................................................4 Cumberland Quarry Corp........................................................9 Dagle Electrical Construction Corp.......................................34 Darmody, Merlino & Co., LLP................................................21 Dedham Recycled Gravel......................................................60 DeSanctis Insurance Agency, Inc. ........................................29 Dig Safe System, Inc.............................................................60 The Driscoll Agency...............................................................54 Eastpoint Lasers, LLC...........................................................58 T. L. Edwards, Inc..................................................................63 Ferguson Waterworks............................................................57 Genalco, Inc...........................................................................63 Gorilla Hydraulic Breakers.....................................................21 L. Guerini Group, Inc..............................................................15 Hinckley Allen LLP.................................................................30 John Hoadley & Sons, Inc.....................................................64 Hydrograss Technologies Inc................................................67 Industrial Safety & Rescue.................................................... 11 JESCO...................................................................................13 P. J. Keating Company...........................................................16 P. A. Landers, Inc...................................................................27 Lawrence-Lynch Corp............................................................54 Lorusso Corp.........................................................................59 Lorusso Heavy Equipment, LLC............................................18 Mass Broken Stone Company...............................................21 Milton CAT...............................................................Back Cover NSI Contracting .....................................................................25 National Grid..........................................................................20 National Trench Safety............................................................2 Norfolk Power Equipment, Inc...............................................67 North American Crane & Rigging LLC..................................26 North East Shoring Equipment, LLC.....................................56 Northland JCB/Alta Equipment Company...............................6 Northwestern Mutual..............................................................56 Ocean State Oil......................................................................15 Palmer Paving Corp...............................................................62 Pawtucket Hot Mix Asphalt....................................................35 E. H. Perkins Construction Co., Inc.......................................68 Podgurski Corp...................................................................... 11 E. J. Prescott, Inc................................................Ins. Front Cvr. Putnam Pipe Corporation......................................................31 Rain For Rent-New England..................................................12 Ritchie Bros. Auctioneers......................................................28 Rodman Ford Sales, Inc........................................................14 Schmidt Equipment, Inc...........................................................1 Scituate Concrete Products Corp..........................................50 Scrap-It, Inc............................................................................53 Shea Concrete Products, Inc. ...............................................38 SITECH New England............................................................48 Starkweather & Shepley Ins. Brokerage, Inc........................36 Taylor Oil Company...............................................................62 Tonry Insurance Group, Inc...................................................59 United Concrete Products.....................................................64 United Rentals Trench Safety................................................52 Veterans Business Supply, Inc................................................8 Watertown Ford Commercial................................................. 41 Webster One Source.............................................................56 C. N. Wood Co., Inc. .............................................................40 Woodco Machinery, Inc.........................................................24

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