November 2021 Construction Outlook

NOV | 2021

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NOVEMBER, 2021

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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

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JERRY GAGLIARDUCCI

Gagliarducci Construction, Inc.

JOE GIOIOSO

P. Gioioso & Sons, Inc.

DAN HORGAN

R. H. White Const. Co., Inc.

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W. L. French Excavating Corp.

BILL LEONARD

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RJV Construction Corp.

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NOVEMBER, 2021

IN THIS ISSUE

5 President’s Message:

At Long Last, We Have an Infrastructure Bill! But, There is Still Work to be Done

7 Legislative Update:

• Massachusetts House Passes First Round of ARPA Appropriations; Senate Unveils Its Own Proposal.

• Baker-Polito Administration Announces Grants to Support Waterway Pollution Control Projects • Joint Committee on Environment Hold Hearing on Water Infrastructure Funding Legislation • EOTTS Launches New Online Interactive Mapping Tool • EPA Administrator Regan Announces Comprehensive National Strategy to Confront PFAS Pollution • Municipal Election Season

23 UCANE’s Joins 7th Annual “Imagine a Day Without Water” Campaign to Raise Awareness About the Value of Water 24 Albanese D&S, Inc. Completes Last Phase of Important MWRA Water Project 31 Public Works Pipeline:

An Interview with Alan Cathcart, DPW Director, Town of Concord, MA

39 Save the Date: UCANE’s Christmas Party & Holiday Auction 41 Safety Corner:

Safely Lifting Materials: Rigging and Signaling

45 National Grid Tips of the Trade: Pipeline Safety 47 Construction Safety & Compliance:

An Interview with Glen Hartmann, Foreman, R. M. Pacella, Inc.

50 Cashman Family Foundation Leads Haiti Earthquake Relief Efforts 51 UCANE Welcomes New Members 53 Badger Daylighting Assists Worcester Fire Department with Trench Rescue Training 61 Technology in Construction:

R. M. Pacella, Inc.

How Small is Too Small for Specialized Equipment Maintenance Software?

BRIAN RAWSTON

65 Spotlight on Cape Cod:

Jay Cashman, Inc.

FRED ROGERS

Yarmouth Voters Approve Wastewater Investments and Zoning to Allow New Businesses

ERIK SVEDEN

67 How Do You Develop Your Future Leaders?

Scrap-It, Inc./Minichiello Bros., Inc. C. N. Wood Company, Inc.

JORDAN TIRONE

DeSanctis Insurance Agency, Inc.

DAVID WALSH

Pawtucket Hot Mix Asphalt

JEFF MAHONEY

Executive Director

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.

At Long Last, We Have an Infrastructure Bill!

But, There is Still Work to be Done As you are probably aware by now, Congress has finally passed a large-scale infrastructure bill. This historic $1 trillion infrastructure bill was years in the making, and on behalf of UCANE, I would like to thank the members of our Congressional Delegation who supported this legislation. I’d also like to thank our partners at the Clean Water Construction Coalition (CWCC) and all of our allies who have been vocal advocates for the passage of the bill, which contains an additional investment in water infrastructure that we have continuously advocated for.

O

ver the next five years, $55 billion will be spent to upgrade water systems and replace lead service lines. Massachusetts will receive at least $1.1 billion of that funding over the next five years to improve water infrastructure in municipalities across the Commonwealth. There is also $1.4 billion in grants included to specifically address combined sewage overflows and PFAS contaminations.

For UCANE members who do other types of infrastructure work in Massachusetts, the bill also contains $4.2 billion for road improvements, $1.1 billion for bridge replacements and repairs in the state, $2.5 billion for public transportation, and $100 million to help provide broadband coverage across the state. In addition, several hundred million dollars will be made available to upgrade our airports and ports.

I do not want to downplay the magnitude and importance of this bill, as it is a once-ina-generation investment in our infrastructure.

But I do want to emphasize that there is still work to be done to maximize the impact of this funding.

For the water infrastructure funding, the vast NOVEMBER, 2021

majority of it will be distributed through the Clean Water and Drinking Water State Revolving Fund (SRF) Program. With the influx of funds from the federal bill, along with the ARPA stimulus money being appropriated, the state has a unique opportunity to leverage these funds and increase the incentives available through the SRF program. This should include increases in principal forgiveness on loans, zero percent loans, planning grants, and any other incentives that will motivate municipalities and authorities to utilize the program, even those who have not traditionally done so in the past.

In the coming weeks and months, we will be working closely with our Congressional Delegation, the Baker Administration, and the Massachusetts Clean Water Trust to ensure cities, towns, water and sewer authorities, districts, and commissions have all the information they need to access these funds and to put these critical projects out to bid.

We need to realize all of the potential that this additional funding can provide, and only then can we truly celebrate.

But in the meantime, we know that there is still much work to be done! n

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Massachusetts House Passes First Round of ARPA Appropriations; Senate Unveils Its Own Proposal

T

he Massachusetts legislature has made its first comprehensive move to distribute the discretionary portion of the State’s America Rescue Plan Act (ARPA) funds. In mid-October, the House Committee on Ways and Means (HWM) released its plan to spend $3.65 billion in federal funds and fiscal year 2021 surplus funds on a variety of programs and policies to strengthen the Commonwealth in response to COVID-19 impacts. The full Massachusetts House of Representatives then passed the legislation after attaching a variety of amendments and increased the bottom-line to $3.8 billion. At the start of November, the Senate Committee on Ways and Means released the Senate’s proposal, which will start at close to $3.66 billion. While the Senate debate has not occurred as of the time of this writing, it is possible the Senate’s proposal could grow by as much $200 million, according to Senate leadership.

In passing its ARPA legislation, the House exceeded Governor Charlie Baker’s earlier ARPA legislation by close to $900 million. However, unlike the Governor’s bill, the legislation passed by the House combined ARPA and surplus spending into one bill.

For its part, the Senate proposal, unlike the BakerPolito Administration and House proposals, does not assign spending from either federal or surplus funds, but directs the Massachusetts Executive Office of Administration and Finance (A&F) to determine the appropriate resource for each spending item within established spending limits contained in the legislation.

The pools of available funds in the SWM legislation remains ARPA funding and surplus revenue from FY21.

For employers generally, both proposals include $500 million to replenish the Commonwealth’s Unemployment (UI) Trust Fund. This represents half of the amount proposed by Governor Baker, meaning employers will still be required to pay additional assessments to repay federal UI advances and recapitalize the state fund. Employers, various trade NOVEMBER, 2021

associations, and regional think-tanks have argued that a higher level of state subsidy remains key for energizing the economic rejuvenation.

Both proposals also set aside $500 million for essential worker premium pay, which far exceeds the $40 million in premium pay and essential worker payments included in Governor Baker’s plan. The House language requires that A&F determine eligibility for the program and make bonus payments by late January 2022 while establishing a minimum payment of $500. The Senate proposal differs from the House proposal in that it provides a series of steps for both determining eligibility, amount and form of payment.

Specifically, the Senate proposal allows premium pay to be provided in the form of a tax credit; does not include the $500 minimum bonus level included by the House; and does not establish a deadline for payments.

Of particular concern to UCANE members, the federal ARPA law contained six target areas for investment, including, but not limited to water infrastructure. While the Governor proposed directing $400 million of ARPA funds specifically towards water and sewer infrastructure, the House and Senate chose more tentative initial appropriations for water and sewer infrastructure. With an eye towards the federal infrastructure bill, the House and Senate proposed an initial funding amount lower than the Governor’s, but with the potential for including additional monies in a second late winter-early spring ARPA bill. As a result, the House appropriated $100 million directly to a reserve for the Clean Water Trust through the respective Drinking and Clean Water SRFs. The Senate, for its part, has initially proposed to include $175 million. During the House debate, additional funds of approximately $25 million were added in specific, earmarked line-item appropriations. For climate resiliency and environmental infrastructure projects, continued on page 9

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NOVEMBER, 2021

Legislative Update continued from page 7 the House included another $100 million in funding, while the Senate included $125 million.

Overall, Governor Baker proposed approximately $1 billion in infrastructure projects while the House proposed $427 million and the Senate proposed, before amendments, $515 million. With the passage of the federal infrastructure bill, it will be interesting to see how the House and Senate include water and sewer infrastructure as part of the second round of an ARPA distribution. Even with the federal infrastructure funding for water and sewer projects of approximately $1 billion over five years, the Commonwealth’s water infrastructure funding gap remains quite large.

Given current systems’ needs and future regulatory compliance measures, municipalities and regional water authorities will require additional funding from a second ARPA distribution.

UCANE wholeheartedly thanks Representative Carolyn Dykema, House Chair of the Joint Committee on the Environment, and Representative Sean Garballey, Chair of the House Committee on Global Warming, as well as 40 other representatives, who sponsored amendments to increase the overall amount of funding and incentives for using the SRF program. continued on page 11

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Legislative Update continued from page 9

Baker-Polito Administration Announces Grants to Support Waterway Pollution Control Projects

A

ccording to a press release from the BakerPolito Administration, more than $1.15 million in grants administered by the Massachusetts Department of Environmental Protection (MassDEP) to support eight projects targeting stormwater runoff and erosion across the Commonwealth were awarded in October. The grants, which utilize funds from the U.S. Environmental Protection Agency (EPA) awarded under section 319 of the Clean Water Act, will fund projects based in Braintree, Milton, Monterey, and Sturbridge, as well as in Barnstable, Franklin, Hampden, and Hampshire Counties.

Each of the projects was reviewed and approved

by MassDEP’s regional and program staff, and staff from the Executive Office of Energy and Environmental Affairs and the EPA. The eight grants awarded are: • Franklin Regional Council of Governments ($78,450). The project will update and align local land use regulations to protect healthy waterbodies and reduce pollutant loadings to impaired waters from new development and redevelopment projects.

•

•

•

•

Massachusetts Association of Conservation Districts ($241,848). The project will support two Agricultural Nonpoint Source Regional Coordinators across Franklin, Hampshire, and Hampden Counties.

Massachusetts Alternative Septic System Testing Center ($72,385). The project will demonstrate the treatment efficacy of woodbased (lignocellulosic) denitrification systems for pathogens and selected contaminants of emerging concern to determine the feasibility of their implementation for the overall benefit to public health and the environment.

Town of Milton ($158,500). The project consists of design and construction to reduce pollution from stormwater runoff discharging in the Unquity Brook watershed.

Franklin Regional Council of Governments ($105,200). The project will provide towns with a simple way to assess their unpaved roads, continued on page 13

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Legislative Update continued from page 11 classify them, and then use that classification to select sediment stormwater management BMPs and appropriately sized road drainage culverts for increasing stormwater flows due to climate change.

• Town of Braintree ($138,250). The project consists of design and construction to reduce pollution from stormwater runoff discharging into the Monatiquot River watershed.

• Town of Monterey ($139,000). The project will address the stormwater runoff that is affecting Lake Garfield.

• Town of Sturbridge ($225,000). The project will apply an alum treatment to reduce internal phosphorus loading in Quacumquasit Pond.

The non-point source pollution grant program focuses on implementation of measures to control non-point source (NPS) pollution to both surface and groundwater.

Common types of NPS pollution include phosphorus and nitrogen from lawn and garden fertilizers and agricultural operations, bacteria from pet waste and waterfowl, oil and grease from parking lots and roadways, and sediment from construction activities and soil erosion.

The Commonwealth and EPA have provided more than $21 million since 2007 for 124 projects to address NPS pollution across the state. continued on page 15

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Legislative Update continued from page 13

T

Joint Committee on the Environment Hold Hearing on Water Infrastructure Funding Legislation

he Joint Committee on the Environment, Natural Resources and Agriculture hosted a public hearing on legislation proposing funding mechanisms for addressing the Commonwealth’s water infrastructure funding gap on October 13.

Chaired by Representative Carolyn Dykema and Senator Becca Rausch, the Committee is charged with reviewing all measures impacting the Commonwealth’s environmental resources. UCANE Executive Director Jeff Mahoney orally testified and submitted written testimony in favor of House Bill 920/Senate Bill 505, An Act Relative to Funding Water Infrastructure and Addressing Economic Target Areas.

The proposed legislation creates a flexible Commonwealth Water Infrastructure Trust Fund, which will be funded on connection fees charged to general contractors. As many municipalities charge a “connection fee” for access to municipal water and sewer mains, the proposed legislation would increase the connection fees by $250 for residential properties and $1,000 for commercial properties paid by general contractors and, specifically, dedicate these additional funds to the newly created Commonwealth Water Infrastructure Trust Fund. The legislation would also provide funding directly to the MassDEP to work with communities identified as economic target areas.

In its written testimony before the Committee, UCANE wrote: “Apart from certain region-specific initiatives, there has been limited progress made to close the funding gap since the 2012 MWIFC study was released. With climate change expected to result in increases in the magnitude and/or frequency of extreme events, as well as long-term changes in average climatic conditions, we cannot continue to delay the implementation of a consistent and reliable funding mechanism for water infrastructure. Funding from the America Rescue Plan Act (ARPA) and the potential federal infrastructure legislation represent one-time remedies that will not solve our water infrastructure funding gap.

Finally, this legislation creates a proactive mechanism for assisting disadvantaged communities throughout the Commonwealth.

NOVEMBER, 2021

The Commonwealth’s future growth depends on all municipalities having access to highquality infrastructure. As proposed, this legislation will directly fund the MassDEP’s work with disadvantaged communities to make sure they are able to navigate the avenues necessary for seeking additional infrastructure funding.”

Executive Director Mahoney indicated that the Association also supports House Chair Dykema’s legislation, House Bill 900, An Act Relative to Municipal Assistance for Clean Water and Economic Development Infrastructure, which would provide $100 million annually over a period of 10 years through a $1 billion bond bill. The Committee will continue to review legislation before it and, in accordance with Joint Rule 10, make a recommendation on all legislation before February 7, 2022. continued on page 17

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Legislative Update continued from page 15

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EOTTS Launches New Online Interactive Mapping Tool

he Executive Office of Technology Services and Security’s (EOTSS) Bureau of Geographic Information Systems (MassGIS) announced the launch of MassMapper, a new online interactive mapping tool. The new tool will enable municipalities and private sector organizations – especially those in the land surveying, engineering, and real estate industries – to better interact with the Commonwealth. MassMapper will offer an enhanced user experience for many of its primary uses like site design, land inventory, and public policy planning.

MassMapper will replace the existing, legacy online mapping tool, OLIVER, which has been in use in its current form for over a decade. The upgrade to MassMapper represents one of many ongoing initiatives in the EOTSS’ overall mission of modernizing the Commonwealth’s legacy IT and cybersecurity infrastructure. OLIVER will run concurrently with MassMapper through the end of the calendar year According to a press release from EOTSS, MassMapper offers a number of new features including, but not limited to: •

Map Markup: Users now have markup capabilities to customize the map, including the ability to add text, draw boundaries, etc.

•

Geo-Fencing: Ability to geo-fence an area by drawing a boundary to pull data from a targeted location on a map – a task that is particularly helpful when downloading data for a targeted location into Excel/ CSV files.

•

PDF Work Product: Users can now create a PDF of a customized map for an improved final work product for users to share with their customers.

The interactive mapping tool’s new capabilities were developed through extensive outreach to solicit user feedback from the public and private sector, as well as thorough product testing prior to its launch. MassMapper can be accessed on any device: computer, tablet, or mobile phone.

MassGIS also offers Muni Mappers, a by-request, custom-built mapping service that incorporates local data provided by the municipality for a more customized mapping tool at no cost to the municipality. This service is largely leveraged by smaller municipalities in the Commonwealth with limited resources for IT services, making the procurement of expensive commercial products infeasible.

To access the new MassMapper tool, please visit: https://maps.massgis.digital.mass.gov/MassMapper/ MassMapper.html continued on page 19

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Legislative Update continued from page 17

EPA Administrator Regan Announces Comprehensive National Strategy to Confront PFAS Pollution

T

he middle of October saw EPA Administrator Michael S. Regan unveil the agency’s comprehensive Strategic Roadmap (Roadmap) to confront PFAS contamination nationwide. The Roadmap is the result of an analysis conducted by the EPA Council on PFAS that was established in April 2021.

EPA’s Roadmap is centered on three guiding strategies: (i) increasing investments in research, (ii) leveraging authority to restrict PFAS chemicals from being released into the environment, and (iii) accelerate the cleanup of PFAS contamination.

Of particular note, the Roadmap lays out: •

Timelines to set enforceable drinking water limits under the Safe Drinking Water Act;

•

Including a hazardous substance designation under CERCLA;

•

Timelines for action—whether it is data collection or rulemaking—on Effluent Guideline Limitations under the Clean Water Act for nine industrial categories;

•

Increased monitoring, data collection and research;

•

Continued efforts to build the technical foundation needed on PFAS air emissions to inform future actions under the Clean Air Act.

In addition to the release of the Roadmap, the EPA announced a new national testing strategy that requires PFAS manufacturers to provide the agency with toxicity data and information on categories

of PFAS chemicals. The PFAS to be tested will be selected based on an approach that breaks the large number of PFAS today into smaller categories based on similar features and considers what existing data are available for each category. EPA’s initial set of test orders for PFAS, which are expected in a matter of months, will be strategically selected from more than 20 different categories of PFAS. This set of orders will provide the agency with critical information on more than 2,000 other similar PFAS that fall within these categories.

The EPA engaged with a wide range of stakeholders to continue to identify collaborative solutions to the PFAS challenge, including two national webinars held on October 26 and November 2. Additional information on the Strategic Roadmap: www.epa.gov/pfas. continued on page 21

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Municipal Election Season

A

s previously covered in Construction Outlook, a wide variety of Mayors announced their intention not to seek reelection for the upcoming term. Their departures led to a changing political landscape for many regions as longtime incumbents sought work in other arenas or began planning for higher elective office. The myriad of races for the top municipal position created local and regional news throughout the Commonwealth.

While not an exhaustive list, some of the interesting municipal races included the following: • Boston. Well covered in local, state and national news, City Counciler Michelle Wu defeated fellow City Councilor Annisa EssabiGeorge in the Mayor’s race. In the race for Boston City Council at Large seats, Ruthzee Louijeune and Erin Murphy won the tight race for at-large councilors along with incumbents Michael Flaherty and Julia Mejia topping the ballot, respectively.

• Framingham. Incumbent Mayor Yvonne Spicer lost to former Selectman Charlie Sisitsky. Spicer was Massachusetts’ first popularly elected black female mayor and was also the city’s first mayor, elected in 2018 when Framingham transitioned away from a government with town meeting members, selectmen and town manager.

• Everett. Incumbent Mayor Carlo DeMaria, Jr. narrowly defeated challenger Fred Capone, a city councilor who has been in city government for almost two decades. DeMaria will serve a sixth term after securing 51.2% of the vote.

• Somerville. City Councilor Katjana Ballantyne emerged victorious over City Councilor Will Mbah to replace Joseph Curtatone after his

•

•

•

• •

• •

18-year tenure. Unofficial results indicated Ballantyne took roughly 55% of the vote.

Lawrence. Interim Mayor Kendrys Vasquez was defeated by Brian DePeña, a two-term former at-large city councilor who took nearly 53% of the vote to Vazquez’s 46%. Vasquez was endorsed by Senator Elizabeth Warren and the Boston Globe in the weeks leading up to the November election.

Lynn. Three-term School Committee member Jared Nicholson received 63% of the vote to rival Darren Cyr’s 36%. Outgoing Mayor Thomas McGee, who took office in 2018, chose not to run for a second term and endorsed Nicholson.

Gloucester. Former School Committee member and City Councilor Greg Verga will replace Gloucester Mayor Sefatia Romeo Theken in January. Verga took 59% of the vote to Romeo Theken’s 41%.

Salem. Mayor Kim Driscoll won her fifth term as Salem's mayor defeating Steve Dibble a city ward councilor.

North Adams. Political newcomer Jennifer Macksey defeated Lynette Bond by just under 200 votes to become the first woman Mayor in the City’s history. Current Mayor Tom Bernard chose not to run for re-election.

Holyoke. Joshua Garcia defeated Michael Sullivan. Mayor-Elect Garcia will become the city's first Latino mayor.

Northampton. Gina-Louise Sciarra defeated Marc Warner as outgoing Mayor David Narkewicz's also opted out of a re-election effort. n

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UCANE Joins 7th Annual “Imagine a Day Without Water” Campaign to Raise Awareness About the Value of Water On October 21, UCANE once again joined elected officials, water utilities, community leaders, educators, and businesses from across the country as part of the seventh Annual “Imagine a Day Without Water” Campaign, a nationwide day of education and advocacy about the value of water. Led by the Value of Water Campaign, a thousand organizations from across the country raised awareness about not taking water for granted and the crucial need for investment in our nation’s water systems.

T

urning on the tap for clean, safe drinking water, and flushing the toilet with no second thought about what happens to wastewater, are actions most Americans take for granted every day. But again this year as our community continues to deal with the public health crisis from coronavirus, we saw that reliable water service is something we depend on to protect our health and our economy. Our nation’s water infrastructure is aging and in need of investment. A day without water service would be a public health and an economic disaster…a single nationwide day without water service would put our entire economy at risk.

Investment in our drinking water and wastewater systems is a pathway to economic recovery. Renewing our aging infrastructure will create jobs, protect public health, and avoid massive costs that will come if we allow these systems to continue to deteriorate. UCANE joined the Imagine a Day Without Water Campaign to draw attention to the continued $18 billion to $20 billion water infrastructure gap in Massachusetts.

“We're thrilled that UCANE is once again a part of Imagine a Day Without Water. This

NOVEMBER, 2021

national day of action educates our neighbors and public officials about the essential role water plays in all of our lives,” said Radhika Fox, CEO of the U.S. Water Alliance and Director of the Value of Water Campaign.

“This year showed us the critical importance of water service to safeguard public health and the economy. But the infrastructure and service it takes to bring water to our homes and businesses and take it away is not free and can’t be taken for granted. We all need to educate ourselves about where our water comes from and the investment these critical systems need.”

Imagine a Day Without Water is an opportunity for diverse organizations, from environmental advocates to coffee shops, aquariums to car washes, city halls to water utilities, to talk about why water is important to them. Over the past six years, it has provided a platform for educating the public and advocating for leaders to prioritize investing in water today, so in the future no American will have to imagine a day without water. Learn more at imagineadaywithoutwater. org and follow the conversation on social media at #ValueWater. n

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Albanese D&S, Inc. Completes Last Phase of Important MWRA Water Project 200,000 residents in six towns North of Boston now have redundancy (backup) for the 75-year-old Northern Intermediate High Service Pipeline

Albanese D&S Family (L-R): Pietro Ciano, Andrea Ciano, Giovanni Albanese, Andrea Ciano, Jr., and Gilda Albanese

Albanese D&S, Inc. Sets its Sights on the NIH Pipeline UCANE member Albanese D&S, Inc. has a long history of performing successful water and sewer projects for the Massachusetts Water Resources Authority (MWRA) since the company was founded in 1991. When the MWRA started designing and planning to create redundancy for the Northern Intermediate High (NIH) water system, Albanese D&S took notice. According to company president Giovanni Albanese, “We were pleased to see that the MWRA recognized the value of these needed improvements.”

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The Need for Redundancy Creating redundancy for the NIH water system has been a priority of the MWRA since the design for it started nearly 20 years ago. The lines were old, the pipes were large (up to 48” in diameter), some of the pipe materials were suspect, and the demand for MWRA water North of Boston was increasing. If any part of the old 5-mile transmission system experienced a sudden failure, the ability to provide drinking water to some or all of the six MWRA communities could be severely limited - or lostuntil emergency repairs could be made. The typical demand for the six MWRA communities that rely on the NIH is 10 million gallons per day.

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Finding a route for a large diameter pipeline through the heavily congested urban areas North of Boston was a difficult task. Major disruptions to traffic and interference with local businesses would be unavoidable, and was not well received by any community. Making matters worse was the fact that preliminary borings along every potential route revealed heavy bedrock that would require considerable blasting. MWRA and town officials reluctantly realized how the Town of “Stoneham” got its name.

After years of community meetings and agreements to include as many mitigation requests as reasonably possible for the type of work involved, MWRA officials finally made their case to the impacted communities, and established the pipeline route. Between design, management, inspection, and construction costs, the MWRA design consultants estimated the NIH redundant pipeline to total $85 million. The first of the four projects that would ultimately create a redundant pipeline - and water security to nearly 200,000 residents - broke ground in 2014.

The final design of the NIH redundant pipeline was comprised of four separate projects to be bid over a period of four years. The first project put out to bid was Contract 7066 and it included 2,400 feet of new 36-inch pipe extending from Stoneham to Reading along West St. That $2.5 million project was bid in 2014 and won by UCANE contractor P. Caliacco Corp.

Albanese D&S was the low bidder on the next three phases of the NIH redundant pipeline. continued on page 27 PROJECT NO. and DESCRIPTION Contract 7471 Woburn -Reading Section 110 8,800 ft of 36-inch Pipe Contract 7478 Stoneham and Conn.to Wakefield 7800ft - 48-inch; 3000ft -12-16"; Meter 96 Contract 7067 Stoneham Sect. 89 & 29; Conn.to Gillis PS 14,000ft - 48-inch Pipe

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Trailer delivering 48-inch pipe with poly wrap to crew.

Andrea Ciano and Giovanni Albanese

Installing 48-inch butterfly valve and vault on Route 28.

Andrea Ciano and Giovanni Albanese NOVEMBER, 2021

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Albanese D&S continued from page 25 Contract 7067 Contract 7067 was designed by Stantec’s Burlington office. “We were excited when the bids were read,” says Albanese D&S Estimator and Project Manager Pietro Ciano. “This project was complex in both scope and scale and our bid was competitive as we were only 3% below the second bidder. Our construction yard was all set up, and we had two years of experience with both the engineers and the communities under our belt.”

The massive project involved nearly 14,000 feet of 48-inch ductile iron pipe and nine large buried vaults containing 48-inch valves. There would also be 2,500 feet of

8-inch local water mains and 22 new 8-inch valves. All of that work would take place in Stoneham. A mile of the route would be along heavily traveled Main Street (MA Highway Route 28), which consists of mostly commercial businesses. Part of the route would be through residential streets and part would be through parkways (Pond Street and Woodland Road) controlled by the MA Department of Conservation and Recreation (DCR). Excavation depths for the large (48-Inch) pipe ranged from 10 feet to 22 feet. The deep cuts would necessitate blasting of bedrock along much of the route. Multiple crews with large excavators would be required along with extensive traffic detours on a daily basis. continued on page 29

Connection of 48-inch pipes on Main Street

NOVEMBER, 2021

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Albanese D&S continued from page 27 “We had permits from Stoneham, the MWRA, DCR, and MassDOT,” said Site Superintendent Andrea Ciano, Jr. “We had so many restrictions that it was difficult at times to make progress. We needed as many as 12 traffic details per day to set up our work zones and manage the detours.” Andrea credited MWRA Construction Coordinator Jerry Sheehan for his assistance with the communication between all the agencies and various police departments that kept the traffic (and the job) moving.

The Contract would not allow stockpiling of excavated materials or stringing of pipe along the roadways and roads needed to be open to traffic at the end of the day.

This required lots of trucks to haul material and two dedicated tractors and trailers with drivers to rehandle and deliver each piece of 48” X 20’ long pipe and all precast structures to the crews. Large pipe means large trench boxes and wide excavations. Making the site passable for traffic at the end of the often long workday was a daily challenge.

According to Giovanni Albanese, the toughest part of the project was dealing with the ledge removal that was required along about half of the 2.5-mile route. “Between the rock pre-drilling operations, the trench blasting operations, and the 15,000 lb. demo-hammers, we were not very popular with some of the abutters along the route,” said Giovanni. “Eventually everyone understood that these sometimes-unpleasant operations were necessary to get the pipe into the ground. We removed over 16,000 cubic yards of hard rock in Stoneham alone.”

Per Andrea Ciano, “The entire company put a lot of time and effort into these jobs and I think we gained a new level of respect from everyone associated with the NIH projects. We are extremely proud of how we handled

this work.” Giovanni Albanese was also quick to praise the performance of Albanese D&S Superintendents Paul Tierney, Pete Luciani, and David Laramee who all worked on the projects. “This Stoneham job required all hands-on deck,” said Giovanni. “Our crews once again proved they are among the best in the business.”

Project Manager Pietro Ciano also gave credit to other UCANE members who played key roles in the NIH projects. The massive precast concrete vaults were provided by Concrete Systems, Inc. (Nashua NH), the ductile iron piping and valves were delivered by E.J. Prescott, Inc. (Middleton), and castings were provided by EJ (Brockton). UCANE Contractor Albanese Brothers, Inc. (Dracut) provided a pipeline crew for the Stoneham job and the project signage and safety equipment was handled by Liddell Brothers, Inc. (Halifax). UCANE member Benevento Companies (Wilmington) supplied the concrete, sand and gravel, and the hot mix. “Our company tries to do business, whenever possible, with our fellow UCANE Associate members,” says Pietro, proudly.

With Contract 7471 starting up in April of 2016 and Contract 7067 being completed in June of 2020, Albanese D&S spent more than four continuous years working on the NIH water system for the MWRA. The company worked year-round on these three difficult projects and provided between two to five of their own main line crews plus multiple subcontractors to get all work completed within the contract’s time limits. Albanese D&S successfully installed approximately 32,000 feet of new large diameter water mains in some of the most congested streets north of Boston. For the MWRA communities of Stoneham, Reading, Wakefield, Woburn, Winchester, and Wilmington, the potential of losing water for residents and businesses due to a pipe failure is now dramatically diminished.

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Predrilling rock on Main Street

UCANE is proud to count Albanese D&S, Inc. as a 30-year member of UCANE. We congratulate them on their impressive performance on the MWRA’s NIH pipeline projects and we wish them continued success in the years ahead. n NOVEMBER, 2021

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An Interview with Alan Cathcart DPW Director Town of Concord, MA Can you provide us some insight into your background, education, and history that led you into your current position?

I graduated from Boston University in 1984 as a geology major. After a year of travel, I settled into my first job working for the Town of Littleton Water Department as a water quality intern, hoping to gain some experience before entering the private sector. Eleven years later, after obtaining a Masters Degree in Hydrogeology (from BU), while helping Littleton gain national recognition in the area of water resource protection, I had gained enough valuable experience in most operations associated with what it takes to manage a well run, progressive water utility. In 1996 I was hired by Concord Public Works (CPW) to be their Water and Sewer Division Superintendent. For more than 20 years, I oversaw a number of water and sewer improvement projects including the construction of a new groundwater treatment plant, development of new groundwater supplies, the rehabilitation/upgrade of a 1.2 MGD Wastewater Treatment Plant (the first full-scale CoMag ballasted flocculation system in the world), refurbishment of every groundwater and sewer pumping station, and replacement/rehabilitation of tens of miles of water distribution and sewer collection mains. During this time, I’ve had the opportunity to work with many qualified UCANE contractors, each offering valuable insight and experience as to how to get the work done.

Throughout my career I’ve also been involved in several industry Associations including Massachusetts Water Works Association (co-chair of the Legislative Committee), New England Water Works Association, Massachusetts Municipal Association (Environmental Policy Committee), and Massachusetts Coalition for Water Resources Stewardship (Board of Directors). Over the years, I have provided a municipal perspective and voice in numerous water and wastewater legislative and policy forums and have been a NOVEMBER, 2021

long-standing member of MassDEP’s Safe Drinking Water Advisory Committee.

In 2019, a newly appointed Town Manager asked me to step in and serve as acting Director of Public Works during a period of significant transition. Pleased to have the opportunity to expand my role and the opportunity to further develop my management skills, I gladly accepted the challenge. In early 2020, I was formally appointed to serve in this capacity.

Can you give us a brief description of Concord in regards to the make-up of the DPW, population, and infrastructure statistics?

Concord is located approximately 25 miles northwest of Boston and has a population of approximately 18,000. It is a unique community with a mix of residential, commercial, agricultural, and institutional land uses. The historic nature of Concord is exceptional with pre-colonial and colonial, archeologically significant sites such as the Minuteman National Historical Park. It is home to some significant environmental resources and sites as well, such as Walden continued on page 33

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Public Works Pipeline continued from page 31 Pond and the Great Meadows National Wildlife Refuge. These attributes, coupled with a rich cultural history have made Concord a popular destination for hundreds of thousands of visitors, each year. It is bisected by Route 2, provides for two MBTA commuter rail stations, and serves a portion of Hanscom Airfield with water supply.

As Director of Public Works, I lead a dynamic and high performing staff of 50 employees working in four divisions. Public Works is responsible for maintaining approximately 108 miles of public roads, curbs and sidewalks catch basins, storm drains, culverts, and outfalls; traffic islands; guardrails; street signs and traffic signals. We take care of public shade trees; several dozen Town parks (common areas, playgrounds), over a dozen ball fields - probably 5060 acres all together. Town cemeteries, the Town's compost site, and the closed landfill are under Public Works as well. Concord’s water system includes 130 miles of distribution piping and a mix of sources (one surface water source and six groundwater sources).

The municipal sewer system includes 34 miles of collection main, multiple pumping stations, and a tertiary wastewater treatment plant. About 35% of the residences in the Town (1,900 customers) are on Town sewer. CPW Public Works is also tasked with main-

taining our own buildings and facilities and all of the various pieces of heavy equipment vehicles needed to support our departments.

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

A recently convened capital planning task force, appointed through Concord’s Selectboard and Town Managers office, have recommended that all town departments identify and prioritize their individual capital needs in one master planning document.

This document will allow the community to be aware of competing and complimentary needs and interests so they may be addressed in a comprehensive and fiscally responsible manner.

Concord Public Works is doing its part by utilizing several state-of-the-art asset management tools to identify, prioritize and equally importantly, educate our community as to much needed capital improvements. The Water and Sewer Division manages each respective utility as enterprise systems guided by 10year financial proformas, which include all anticipated capital improvements. In FY22, the Water Division is continued on page 35

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Public Works Pipeline continued from page 33 scheduled to complete the rehabilitation of a 2.5-million-gallon water storage reservoir and will be moving forward on the second phase of a surface water intake structure rehabilitation. In addition we will be completing a multi-million dollar overhaul of two large sewer pump stations, and ongoing water main and sewer collection system rehabilitation activities.

and Recycling programs are supported by fees and charges directly related to the services provided.

Each enterprise is intended to operate in a fiscally self-sustaining manner with respect to operating expenses, capital expenses, and long-term liabilities; and they are expected to provide for the continuous renewal of all related investments in plant and equipment.

How does your municipality normally fund infrastructure projects?

Does the Town utilize the SRF Loan Program through MassDEP for water infrastructure projects?

While most capital investments are financed by cash reserves, larger improvement projects are generally funded through the issuance of bonds administered through the Town’s finance department, bundled with other municipal borrowing needs. Whereas Concord has historically retained a favorable triple A bond rating, the Water and Sewer Divisions have not solicited loans through the Clean Water Trusts (State Revolving Fund) for a decade or more. More recently, in anticipation of moving ahead with a long-anticipated installation of a federally compliant surface water treatment facility, Concord did submit and was placed on the Intended Use Plan for an SRF loan for this facility. This project, estimated to cost between $25 million – $30 million, will be on the street in the near future.

As noted previously, the Water and Sewer programs, as well as the municipal Solid Waste

As is the case with most utilities that are seeking continued on page 37

The Engineering Division recently retained the services of a third-party contractor to perform an automated roadway condition survey and evaluation as they periodically update the Town’s roadway network.

This asset management software tool is used for programming road repairs, updating the pavement condition index (PCI), and making recommendations on the treatment type for each road segment. A typical Capital Improvement Plan for Concord Public Works would be about $5 million - $10 million dollars annually, of which most, if not all of this work goes out to public bid.

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Public Works Pipeline continued from page 35 state and federal financial support, there is hope that the Trust will be successful in passing along much anticipated infrastructure dollars being discussed at the federal level through this SRF program. As an industry, given the rising financial burdens that continue to be imposed directly on our ratepayers, we should be advocating for such loans to be issued with no-interest or possibly even principal forgiveness.

Right of Way improvements including roads, bridges, and culverts are funded primarily through the Town’s general fund contributions (taxes) and supplemental State Chapter 90 funding. Over the past year, Concord was successful in securing a Complete Streets grant for approximately $400,000. To be eligible for this funding, Concord had to develop and formally adopted a Complete Streets Policy along with a Prioritization Plan identifying projects that could provide safe and accessible options for all travel modes walking, biking, transit, and vehicles.

There is much talk in Washington about a bipartisan “Infrastructure Bill” soon to be enacted. Governor Baker and the legislature are also currently working to prioritize $5 billion in American Recov-

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ery Plan Act (ARPA) Grants in hand with about $1 billion of those funds dedicated to state and local infrastructure projects.

Is Concord weighing in at the statehouse for ARPA funds and does the DPW have some “shovel-ready” projects available if necessary?

As a co-chair of the Massachusetts Water Works Association’s legislative committee, I work closely with Executive Director Jennifer Pederson and fellow co-chair Phil Guerin (and president of the Massachusetts Coalition for Water Resources Stewardship), in advocating for water and wastewater infrastructure investments at the state and federal level.

While we were pleased that Governor Baker has recently proposed the allocated $400 million from federal ARPA funds to modernize water and sewer infrastructure, we just learned the legislature is looking to reduce this funding to $100 million. While every dollar in state aid is appreciated, regrettably, those in the industry know full well that this represents a fraction of the costs needed to ensure consistency in service for public health and safety, environmental protection, and improved water quality resources. continued on page 38

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Public Works Pipeline continued from page 37 The Water Infrastructure Finance Commission, created by the Massachusetts Legislature reported back in 2012 that Massachusetts, like other states, faces a substantial water infrastructure gap. At that time, the Commission estimated the Commonwealth conservatively faced a $10.2 billion gap in resources for drinking water and an $11.2 billion gap in resources for clean water (wastewater) projects over the next 20 years. More recent developments and understanding in the area of climate change, PFAS (forever chemicals), lead service line replacements, and combined sewer overflows are only adding to this investment gap.

Public works managers continue to be asked to expand service without having the necessary funding to do so. The best we can do in such an environment is to try to better understand our systems, evaluate our needs, prioritize these needs, and most importantly, educate our communities and leaders as to what those needs are. I’m sure all public works managers in Massachusetts are awaiting Washington’s passage of the long-awaited Infrastructure Bill. Concord has several projects under various design stages and we will be “shovel-ready” if we hear that Washington is mailing out checks. n

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UCANE’s Annual Christmas Party & Holiday Auction Wednesday Evening December 8, 2021 Sheraton Four Points Hotel

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Safely Lifting Materials: Rigging and Signaling No matter what services you perform on a jobsite, you are bound to need to lift something. There are multiple ways to lift materials and equipment. One of those ways is using chains, wire rope, or straps to lift the equipment/materials with a crane or piece of equipment. Let’s discuss how to get this task done safely.

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reparing a load for lifting requires it to be rigged. All personnel performing this work shall be trained in rigging practices. The most popular rigging equipment used are chains, wire rope, and nylon/polyester slings. Each type of equipment has its advantages and disadvantages, but it must be thoroughly inspected before each use. The rigger checks the piece of equipment for any signs of wear and damage. If there’s any doubt on the condition of the chain, wire rope, or sling, it needs to be replaced. The rigger chooses the equipment based on the environment it will be used in, the method of rigging, and the weight of the object that will be lifted.

Once the material or equipment that will be lifted is properly rigged, the next question would be if a tag line is required?

A tag line is typically a rope attached to the lifted load to stabilize it during the material handling operation. Whether or not OSHA requires it depends; however, we all strive for best practices, and that would always be to use a tag line. The tag line allows someone to help control the load and adjust its orientation from a distance. OSHA’s stance on when a tag line is required is whenever the rotation NOVEMBER, 2021

of the load would be hazardous.

The tag line does not need to be held the entire time of the lift. The purpose of it is to help control the load and its orientation. That can be accomplished when the load is first lifted off the ground and then when it’s coming into land in its location.

When the load is lifted, and the operator (crane or equipment) cannot visibly see the load for the duration of the lift, then a signal person must be used.

Before lifting the load, the operator and signal person must agree on the method of signaling to be used and the meaning of the gestures. There are continued on page 43

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Safety Corner continued from page 41 some standard hand signals and phrases; however, you always want to review them before the lift with the operator. Even if radios are used for communicating between the signal person and the operator, always be prepared to use hand signals due to possible radio interference or malfunction.

Only the necessary people to rig a lift and get it lifted into the air shall be in the area whenever a lift is conducted—the fewer obstacles to contend with, the better for the operator. Various other rigging accessories can be used in conjunction with the chains, wire ropes, and slings mentioned here, and they all need to undergo the same pre-use inspec-

tion. There shall never be anyone underneath a lifted load for any reason. Open communication and proper pre-planning are vital in keeping the area clear of unnecessary personnel, using the appropriate equipment, and maintaining a clear path around and beneath the load at all times. n

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Trouble viewing this ema

Welcom e t o Nat ional Gr id’s Tips of the Trade. Nat ional Gr id is com m it t ed t o your saf et y, and t hese t ips ar e int ended t o help you w or k saf ely near our f acilit ies.

Please r eview t hese t ips w it h your cow or k er s at your t ailgat e or t oolbox m eet ings bef or e w or k begins.

Protect exposed natural gas pipelines Natural gas and propane pipelines that are exposed during construction activities can shift, separate or be damaged when they are not adequately supported by the soil around them, so protecting them is critical. Properly supporting and protecting these pipelines ensures their continued safe operation and helps protect your crew and the public from the very serious risk of a fire or explosion.

There are several ways to safely support exposed pipelines. The best method for your jobsite depends on the type and condition of the pipeline, the depth of construction activity and the nature of the surrounding soil.

Exposed WelcomProtect e t o Nat ional Gr id’s Tips of the Trade. Nat ional Gr id is com m it t ed t o your

Gast ips Pipelines saf etNatural y, and t hese ar e int ended t o help you w or k saf ely near our f acilit ies.

Natural and propane arecow ex- or k er s at your tWelcom Pleasegas r eview t hese tpipelines ips w it hthat your ailgat eeor oolbox t o tNat ional Gr id’s Tips of the Trade. posed during construction activities can shift, sepasaf et y, and t hese t ips ar e int ended t o help m eet ings bef or e w or k begins. rate or be damaged when they are not adequately Please r eview t hese t ips w it h your cow or k e supported by the soil around them, so protecting m eet ings bef or e w or k begins. them is critical. Properly supporting and protecting these pipelines ensures their continued safe operation and helps protect your crew and the public from theNatural very serious risk of a fire or pipelines explosion. that are exposed during construction activities can shift, gas and propane There are several ways to safely support ex-adequately supported by the soil around them, separate or be damaged when they are not posed pipelines. The best method for your jobsite deNatural gas and propane pipelines that are expos so protecting is critical.ofProperly supporting and protecting these pipelines ensures pends on the typethem and condition the pipeline, the Work carefully separate around exposed or bepipelines damaged when they are not adequ pipelines have been safely supported, exercise caution the when working depth construction activity, and the nature the Once theirofcontinued safe operation and helpsof protect your crew and the public from veryaround them: protecting themwork is critical.

Properly • Do NOT so weld or do other involving open supporting surrounding soil.

• Do not walk on, climb on, strike or attempt to move exposed pipelines. Even a serious risk of a fire or explosion. flames in the vicinity of exposed gas pipelines their continued safe operation and slight impact or load can separate pipeline joints, damage protective coatings or helps protect y Work Carefully Around without the consent of National Grid and impledestabilize supports. serious risk of a the fire or explosion.

• Protect the pipeline’sof coating.

The coating on required pipeline is critical to preventing mentation safeguards to ensure the Pipelines Any woodenThe beams best in contactmethod with the pipelinefor mustyour be structurally sound There areExposed several ways to safely support exposedcorrosion. pipelines. integrity of plastic pipes and protective coatings. and free of nails, and they must be removed prior to backfilling. Cover or pad any Once depends pipelines have been safely jobsite on the type andsupported, conditionexof the• pipeline, depth construction activity support materialthe dense polyurethane padding.

There areorofseveral ways safely support exposed Assure with that all rubber backfill materials aretofree of rocks, • Supporting slings must be made from nylon and in good condition. Each sling ercise caution when working around them: jobsite depends on the type andat intervals condition of the p and the nature of the surrounding soil. and sharp mustconcrete be properly rated for the load.

Allobjects. slings must be carrying equal loads no greater than the maximum allowed span of unsupported pipe.

• Do not walk on, climb on, strike or attempt to and natureopen offlames the insurrounding soil.

• Do NOT weld or do other the work involving the vicinity of exposed move exposed pipelines. Even a slight impact or Report All Damages gas pipelines without the consent of National Grid and implementation of safeguards required to ensure the integrity of plastic pipes and protective coatings. load can separate pipeline joints, damage protecEven a backfill slightmaterials gouge, scrape dentand tosharp a pipeline • Assure that all are free of rocks,or concrete objects. tive coatings or destabilize supports. or its coating may result in eventual corrosion and all • Protect the pipeline’s coating. The coating on the Report cause a damages break or leak in the future. Any damage to a slight gouge, scrape or dent to a pipeline or its coating may result in eventual pipeline is critical to preventing corrosion. Any Even the tracer to or theto corrosion and causewire a breakattached or leak in the future.

Anyrunning damage to thealongside tracer wire attached wooden beams in contact with the pipeline must orpipe runningwill alongside the pipeitwill make it impossiblefor for locators to find the the make impossible locators topipeline findin the Check the pipeline regularly for nicks, dents or other damage. When your excavation be structurally sound and free of nails, and they future. pipeline inandthe future.

Check the pipeline regularly work is complete before you backfill around the pipeline, check it again.

Report anyfor must be removed prior to backfilling. Cover or damage to National crews can inspect the lineWhen and makeyour the necessary repairs. nicks, dentsGridorsoother damage. excavation pad any support material with dense rubber or work is complete and before you backfill around the Please help us im pr ove our saf et y t ips t o m eet Take survey polyurethane padding. your t r aining needs.itTak e our t w opipeline, check again.

Report any damage to Nam inut e sur vey.

• Supporting slings must be made from nylon and tional Grid so crews can inspect the line and make in good condition. Each sling must be properly the necessary repairs.

For more contractor safety information, visit ngridsafety.com. rated for the load. All slings must be carrying For more contractor safety equal loads at intervals no greater than the maxiTo report emergencies, call 911 In case of gas emergencies: In case of electric emergencies: and National Grid immediately. information visit: ngridsafety.com. mum allowed span of unsupported pipe.

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Construction Safety & Compliance: An Interview with Glen Hartmann Foreman, R. M. Pacella, Inc.

UCANE’s Construction Outlook magazine editors recently caught up with Glen Hartmann at a busy construction site in Dedham, Massachusetts. Glen is a foreman with UCANE member firm R. M. Pacella, Inc. of Plainville, MA. We were able to get a few minutes of Glen’s time to talk about the importance of Safety in today’s heavy construction industry.

What is your background in construction, and how long have you been with R. M. Pacella, Inc.?

When I was very young, I began working for my uncle who owned and operated a large earth moving company. Even at a young age, I was always interested and fascinated with spending as much time as I could on jobsites. After graduating from Massachusetts Bay Community College with a degree in Engineering Design, the economy and work relating to heavy construction was very sparing. This led me to spend almost 8 years working in the waste industry operating heavy equipment, and later taking a role as an Environmental Engineer. Fast forward to 2018 when I was fortunate enough to be offered a job with R. M. Pacella as a Field Engineer. In my current role as a crew foreman, keeping my site and my crew safe is obviously at the forefront of my dayto-day operations.

What type of work does R. M. Pacella focus on and what are some of the safety training methods/techniques that you emphasize for your field employees?

R. M. Pacella’s main focus of work would be roadway and drainage improvements. I believe the key to a safe workday/workplace is good communication. Before each shift, I explain the day’s goals to each person on my team. This provides an opportunity for individual questions pertaining to each task at hand, as well as a chance to identify any specific NOVEMBER, 2021

safety related concerns before the task has started.

In my opinion when everyone feels informed, it raises your threshold of success.

The COVID-19 Pandemic continues to require contractors and their safety professionals to react quickly to a changing array of safety protocols in order to protect employees.

How did you and your company adapt to this unique situation and keep the employees informed and focused? continued on page 49

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Safety & Compliance continued from page 47 Throughout the course of the pandemic, management has worked to implement new and revised policies and procedures to ensure safety and compliance in the workplace. After each revision to federal and state mandates, we would have a company management meeting to ensure everyone was informed of the changes and had the proper equipment at their disposal. This information would then be distributed to the remaining employees during our tailgate talks before each shift.

The Federal Government and some state governments have issued mandates that will require many private employers and all Federal contractors to have 100% of their employees vaccinated against COVID-19. Do you think these mandates will impact your company operations?

is critical to allow crews to be productive while, at the same time, safe and in compliance.

As a member of UCANE’s Safety Committee, do you think contractors as well as their workers can benefit from participating in industry organized and OSHA endorsed events like Trench Safety Week and other similar Safety Stand Downs?

Absolutely. Safety is always evolving in our industry and staying informed is one of the best methods to set yourself and your company up for success. We always need to be critiquing ourselves and trying to do better, and that starts with organized events designed to help capture the attention of every crew member. n

The heavy construction industry was struggling to find enough tradesmen before the pandemic and our company, like many others, continues to see a shortage of young workers entering the construction field. I believe these 100% mandates will be challenging for the industry and especially for small businesses like ours. Further reducing the available workforce is the last thing we need right now and could lead to some project completion delays or possibly higher prices at bid time. Any reduction in experienced workers will certainly increase jobsite safety concerns. As difficult as the mandates may be, our company will have to meet the challenge, adapt as may be required, and complete our projects both on-time and safely.

Aside from COVID related safety issues, what other safety issues/concerns received the most focus by you and your company in 2021?

There is no shortage of safety concerns that apply to our industry on an everyday basis. Trench safety is usually in the forefront of any excavator’s daily and weekly planning. By having every team member know what the work entails, not only for tomorrow, but for next week allows both the crew and the foreman to make sure we have the proper safety equipment on hand. Forethought and planning ahead

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Cashman Family Foundation Leads Haiti Earthquake Relief Efforts UCANE recently joined longtime member Jay Cashman at a luncheon to support the Cashman Family Foundation's earthquake relief efforts in Haiti. As the country rebuilds from the devastating August 14 earthquake, they are in desperate need of equipment, technical assistance, and financial support. UCANE is proud to support this noble cause, and would like to thank Jay for his continued leadership and charity. This is a large and ongoing effort, and if you or your company can help, please go to https://cashmanff.org or email the Cashman Family Foundation directly at info@cashmanff.org n

(L-R): UCANE Executive Director Jeff Mahoney, UCANE Administrative Assistant Paula Galvin, Jay Cashman, Representative Bill Galvin

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Badger Daylighting Assists Worcester Fire Department with Trench Rescue Training 50 Firefighters Take Part in Week Long Exercise UCANE member Badger Daylighting manufactures and operates the largest fleet of vacuum excavators in North America. Badger’s branch office in Worcester, run by Area Manager Scott Robinson, is home to 26 Badger Hydro-Excavators and employs 30+ people. The New England District deploys 50 units on a daily basis and employs over 70 people including operators, salesmen, client managers, and mechanics.

Rob Koumbis, the District Manager manager for Badger’s Northeast Region, has lived in the Worcester area most of his life. He had heard that the Worcester Fire Department (WFD) was looking to do some Trench Rescue Training, so Rob approached WFD to see if he could help with the coordination of the training sessions as a public service. The WFD gladly accepted the offer and Rob began scrambling to put everything together.

“I made a commitment,” said Koumbis, “and with the help of a few friends and fellow UCANE members, we made it happen. Our friend and landlord, Joe Amorello ( A.F. Amorello & Sons, Inc.) let us use a piece of his property in a nice off-road location to

dig the trench. I secured an excavator from my friend Mark Langevin (owner of Phoenix Communications in Shrewsbury), and my brother Craig Koumbis (at National Trench Safety) made arrangements to get a trench box and some other samples of shoring equipment out to the site for demonstration purposes. Of course, Badger made the Hydro-Excavator and an operator available, and we were ready to go for the week of October 18.”

So, on a beautiful fall morning in New England, a group of 14 Firefighters from the Worcester Fire Department were all business as they listened intently to instructions given by firefighter Nathan (Nate) Schirner assigned to Worcester Fire’s Rescue Company 1, Nate is a Technical Rescue Trainer for WFD’s Special Operations Team. Today his job was to instruct this group of firefighters on how to respond to an emergency call for a person trapped in a trench.

Having just been taken out of the impressive Special Ops Emergency Response Trailer Unit, all kinds of specialty equipment was laid out in front of the crew. Nate went through the need for, and the continued on page 55

Badger Manager Rob Koumbis (R) with Badger operator Chris Mercadante at Worcester Trench Rescue training site

Trainer Nate Schirner instructs Worcester Firefighters on rescue equipment

NOVEMBER, 2021

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Badger Daylighting continued from page 53

24 H our Rep air

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•

Badger operator Chris Mercadante demonstrates Hydro-Excavator’s “soft-dig” capabilities to Worcester Firefighters

Put ou

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Badger’s Manager Rob Koumbis addresses Worcester Firefighters

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function of, each piece of equipment in a fast-moving interactive session. Nate held the attention of his fellow firemen by firing intermittent questions at each one by name, with nobody wanting to get the stare from Nate should they not know the answer.

After getting the crew familiar with these new tools, Nate and his boss, Captain Paul Laino from Rescue Company 1, moved the men over to the preprepared trench where Nate engaged them again with more instructions. He reminded the crew of the potential dangers associated with approaching any trench – including the training trench in front of them. Although time is always an important factor in any rescue, Nate emphasized that the team must proceed cautiously when it comes to trench rescues and ensure that the rescuers themselves remain safe at all times.

Rob Koumbis then gave the crew an overview of how the Hydro-Excavator, with its powerful vacuum, works and how it could assist in a rescue effort. He relayed to the crew about two recent “happy ending” rescues that Badger was involved with in Canada and that are documented on YouTube. Badger takes part in trench rescues all across North America and is happy to bring this community service to the Northcontinued on page 57

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Badger Daylighting continued from page 55 east. Badger operator Chris Mercadante, coincidentally also a Worcester Firefighter, demonstrated the productive, yet “soft digging” technique possessed by the powerful Hydro-Excavator and vacuum that can be so important in a rescue.

The last phase of the training was a lengthy (and often strenuous) hands-on demonstration of a trench rescue complete with heavy timber panels, blocking, beams, and hydraulic shoring jacks. Nate assigned specific tasks to each member of the team and everyone participated.

The same procedure was repeated for four days that week with 12-16 different firefighters drawn each day from some of the 10 Fire Stations across the City. According to Schirner, the Worcester Fire Department tries to include trench rescue training on an annual basis. “Trench rescues and sadly to say trench recoveries although rare, are not unknown to the City,” says Schirner. “But the logistics of getting a real trench for the training is sometimes a challenge.

Nothing beats hands-on for training purposes and this year’s training setup was the best one yet.”

District Chief Kurt Richard heads up the Special Operations Division and checked on the training continued on page 59

WFD setting up shoring panels and hydraulic jacks

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Badger Daylighting continued from page 57 sessions throughout the week. He had high praise for Nate Schirner in his dedicated and serious approach to trench rescue training, as well as to the other training that Nate does. “I also want to thank Rob Koumbis and Badger Daylighting,” said Chief Richard at the end of the session. “They facilitated a very successful training week that benefited not only our firefighters, but the entire City as well.” To that, a tired group of potential trench rescuers gave a round of applause. n (L-R): Worcester Fire’s Technical Rescue Team District Chief Kurt Richard, Rescue Company 1 Captain Paul Laino, and Special Op’s Technical Rescue Trainer Nathan Schirner

Trainer Nate Schirner instructing WFD crew on trench safety

10 Sobering Trench Statistics 1. There are typically 20-25 construction worker deaths and hundreds of serious injuries every year due to trench cave-ins (Nationally).

2. OSHA requires trenches OVER 5 feet deep to be shielded (using Trench Boxes), shored, or sloped if a worker needs to enter the trench.

3. Some trenches LESS THAN 5 feet deep can be deemed dangerous depending on soil and site characteristics, and need to be shored or sloped.

4. Collapsing soil typically weighs 120lbs per cubic foot = over 3,000lbs per cubic yard.

5. Trench collapses can occur suddenly and can severely injure, entrap, or bury a person who is working in an unsupported trench.

6. All excavators are required to have a “Competent Person” on the jobsite who is responsible for understanding OSHA Regulations, soil characteristics, and when trench shielding, shoring, or sloping is needed.

7. OSHA instituted a National Emphasis Program focusing on increased Trench Inspections in October of 2018 and it is ongoing today.

8. Most trench cave-ins or collapses involving entrapped workers occur in unsupported trenches between 6 feet and 10 feet in depth.

9. 75% of trenching accidents occur on private property while 25% occur in public streets and highways.

10. Most fire department responses to a worker trapped in a trench cave-in turn quickly from a Trench Rescue Mission to a Recovery Mission.

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How Small is Too Small for Specialized Equipment Maintenance Software?

As specialized software for managing equipment maintenance gains traction, many contractors grapple with a basic question. ‘How big do we need to be to benefit?’ The answer is not as simple as counting assets.

F

or large companies, switching to software as an alternative to paper and spreadsheets is becoming almost a given, according to John Kane, product manager at B2W Software. “The issue is not ‘if’ but ‘how’ and which software to use,” he explains.

At the other end of the spectrum, the cost and the effort of implementing a software application might be prohibitive for a company with only handful a of assets or one that outsources maintenance of a small fleet. That leaves a lot of smaller and mid-size companies that could be underestimating the ROI value.

What Does Maintenance Software Do? Specific features vary, but every computerized maintenance management system (CMMS) essentially helps maintenance teams prevent problems rather than just fixing them; complete maintenance work more efficiently; and leverage data to make better decisions.

Software automates preventive maintenance by taking in data on utilization, such as engine hours, and generating notifications in advance when maintenance intervals are approaching. This increases the likelihood that the work will be done. Online applications and visibility bring efficiency to evaluating and prioritizing work requests, scheduling and completing work orders, processing mechanic payroll hours, managing parts, and other standard processes in the maintenance workflow.

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A centralized system also provides easy access to complete information about each asset, including repair history. Reporting and analytics allow more informed decisions on things like utilization, mechanic staffing, or the cost effectiveness of replacing an asset versus continuing to maintain it.

What should you consider?

Fleet size is a starting point in assessing the feasibility of maintenance software. The type of equipment and the work it does also factors in, as some assets require more frequent, intensive, and complicated maintenance than others.

“The minimum threshold varies, but even companies with a dozen or so assets could benefit, and any company with 25 pieces of equipment should at least continued on page 63

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Technology in Construction continued from page 61

maintenance schedule, allowing them to assign and move equipment with maximum efficiency.

Finally, growth plans are another factor to consider. Small companies that don’t intend to stay small can benefit when they implement maintenance software to create a proactive maintenance culture from the outset. n

evaluate a CMMS,” says Kane. That evaluation should hinge on relatively straightforward ROI calculations and not just the sticker price of the software, he adds.

Spending 10 percent or more of overall revenue on equipment maintenance is common among construction companies that do not have maintenance software.

Follow-on costs of unplanned downtime, jobsite disruptions, and replacement equipment add to that.

Est. 1926 “Getting that KPI to five percent or lower is common for companies that adopt maintenance software,” says Kane. “In that scenario, a $10-million company that goes from 10 percent to five percent could save $500,000 per year, making the cost of the Insurance & Bonding Professionals software itself seem extremely minimal.”

Company culture and comfort level with technolLou Tonry | Commercial Insurance ogy should also be considered. Succeeding tends to Kris Bibbo | Personal Insurance not be as simple as buying software and handing out Kristin Erickson | Bonds tablets. Contractors that get the best and the fastest ROI are the ones that adjust maintenance processes BRAINTREE to optimize the software and commit to a more proac150 Grossman Drive Suite 200 tive, data-driven culture. The good news is, good apBraintree, MA 02184 plications are user friendly, even for employees that (617) 773-9200 are not especially adept with computers or technology.

Proud A software system for maintenance management LEXINGTON UCANE Member since 1954 238 Bedford Street might seem overwhelming but, as with a piece of Lexington, MA 02420 equipment itself, contractors do not need to use every (781) 861-1800 TONRY.COM feature right away to justify it. Automation of preventive maintenance is a great place to start. Once maintenance intervals and requirements are entered, the software system can trigger work orders. Contractors can then bring KPI and warranty tracking, parts inventory management, mechanic payroll integration, and other software capabilities online over time and as required.

Communication across workflows is another benefit of a CMMS Call Your Nearest GENALCO Warehouse that tends to be overlooked. Managing maintenance processes with For These Supplies HYDRAULIC GRADE 8 STROBE LIGHTS software opens up opportunities for OIL NUTS & BOLTS WEATHER CAPS online collaboration and visibility AIR CLEANERS that are impossible when that inGREASE FITTINGS BUCKET TEETH formation is on paper or in a mainHYDRAULIC HOSE BUCKET LIPS tenance manager’s head. Repair EQUIPMENT PAINT requests, for example, can be reBUCKETS ceived directly from a field tracking CUTTING EDGES CHAIN application, and managers in the SLINGS field can track the status of those BACKUP BELLS AIR, OIL & FUEL AND ALARMS repairs to better plan how they can FILTERS EXTREME ROTARY PRESSURE GREASE ASPHALT CUTTERS utilize the equipment. Equipment inspections completed with electronGENALCO inc. 1-877-436-2526 70 years of service to New England Industry ic forms can deliver data directly to www.genalco.com the maintenance software. SchedNeedham Heights, MA Springfield, MA West Haven, CT Warwick, RI FAX 781-449-6643 FAX 413-781-3771 FAX 203-934-2580 FAX 401-736-9769 ulers and dispatchers can see the

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Yarmouth Voters Approve Wastewater Investments and Zoning to Allow New Businesses WEST YARMOUTH — Town meeting voters recently gave officials the go-ahead to begin the long and expensive process of building a sewage system and treatment plant that will transition the town away from the septic systems that are degrading local water quality.

T

his year’s special fall town meeting was postponed by one week because of the powerful storm that toppled hundreds of trees and plunged the Cape into days of darkness. But on November 2, 283 town meeting voters dutifully filed into the Mattacheese Middle School for the meeting’s 6 p.m. start and later gave police, fire and public works employees a round of applause for their storm response.

In addition to approving three articles that form the financial foundation of a “Yarmouth-centric” wastewater plan, town meeting voters OK’d spending to fix aging drinking-water pump stations. They also approved money to build an inclusive playground and splash pad at Sandy Pond, as well as some zoning changes that could bring new businesses to town.

Taken together, three wastewater articles passed by voters represent historic progress on a massive infrastructure project years in the making, town officials said.

In his opening statement before voting got underway, Board of Selectmen Chair Mark Forest described wastewater infrastructure investment as critical to the town’s future.

“Clean water has enormous impacts both in terms of public health and in terms of the prosperity of our own community,” he said.

Stefanie Coxe, acting chair of the town’s Finance Committee, echoed that sentiment when she addressed voters.

“The environment is our economy,” she said. “If we don’t have good water quality, then nobody is going to want to come here.”

NOVEMBER, 2021

Although a couple of residents took to the auditorium’s microphones to express concern about the cost of the massive infrastructure project — which some have compared in scale to bringing electricity to town in the early 20th century — many more voiced strong support for a project they argued is long overdue.

“We cannot wait,” said Rick Bishop, executive director of Friends of Bass River. “There are parts of Bass River that are so ill because of nitrogen that Mass. Division of Marine Fisheries has prohibited shellfishing and fishing. It is absolutely a disaster.”

Bishop said Friends of Bass River partnered with the Center for Coastal Studies and Stonehill College in 2020 to start a water-quality sampling program.

“I can tell you absolutely the nitrogen problem has not improved — it is incrementally increasing every year, and we must work on this today,” he said to a thunder of applause.

Article 4 approved the creation of a wastewater enterprise fund that will segregate sewer-related revenues and expenses from the town’s general fund.

Article 5 approved the appropriation and transfer of $1.65 million — funds taken from short-term rental revenue, septage host fees, free cash and septage betterment payments — to the wastewater enterprise fund created with the passage of Article 4.

Article 6 authorized the town to borrow $4.5 million to pay for the design, engineering and permitting of a sewage treatment plant at 99 Buck Island Road, as well as bid and project management services recontinued on page 66

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65

Spotlight on Cape Cod continued from page 65 lated to the plant project.

Money placed in the wastewater enterprise fund with the passage of Article 5 will be used to pay off debt incurred through the passage of Article 6 when those payments are due.

Town officials will return to voters in future years for more wastewater funding, including user fees that would be set after there is a clearer picture of the plant’s operating costs. The first phase of the project is estimated to cost $162.3 million.

Town Administrator Robert Whritenour has repeatedly emphasized that the town wants to minimize the cost of the massive infrastructure investment for Yarmouth taxpayers, which is one reason town officials pushed to get the wastewater articles on the warrant for this year’s special fall town meeting.

Finance Committee members stressed last summer — after it became clear that Dennis and Harwich were not ready to commit to a tri-town wastewater project — that further delay could result in higher construction costs, lost state and federal funding opportunities, and the possibility of a costly lawsuit from the Conservation Law Foundation, which has been closely monitoring rising nitrogen levels in Yarmouth’s embayments.

Written by Jeannette Hinkle. Reprinted from the Cape Cod Times. n

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Bioretention Soil? Who makes that?

Stabilized stonedust? Who makes that?

CU-Structural soil? Who makes that?

Green roof soil? Who makes that?

Reinforced soil? Who makes that?

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NOVEMBER, 2021

How Do You Develop Your Future Leaders?

Whenever I ask my business coaching clients if they have anyone in their construction company who could potentially move up from field foreman or superintendent to estimator or project manager, the typical answer is “no!” The same answer is usually replied when asked if they have anyone in their entire field operation who has the potential to become a foreman or superintendent.

Some have also told me out of their team of four or five full-charge project managers, none of them have the potential to become vice president of operations.

B

osses tend to see their employees where they are and not what they can become or grow into. Most all of my clients have several dozen or more long-term field employees who do a great job on a regular basis. You can’t tell me out of four or five managers, or twenty to sixty field workers, not one of them has the potential to move up to the next level, wants to grow and learn, or is willing to accept more responsibility (and make more money!).

I have also observed in several companies where there are crew bosses who actually protect their role, responsibility, control, and territory by discouraging their employees from doing more or taking on additional accountability. It seems that they don’t want people to take their jobs and move them out if work gets slow.

On the other hand, I attended a large electrical contractor’s quarterly estimating meeting. The meeting consisted of ten estimators each from one of their regional offices in six states. I asked what their back-

NOVEMBER, 2021

grounds were. Eight of these estimators started out in the field as an apprentice, got promoted from there to journeyman, and then to foreman. And then eventually the company asked if they wanted to come into the office as an assistant estimator. Now, they are all full-charge commercial electrical contractor estimators, each bidding and pricing over $25 million worth of jobs yearly. Who says field workers don’t have potential to become leaders? All it takes is a company culture of training and promoting from within.

Your Future Leaders Work for You Now! On the other side of the coin, a few of my clients work hard to build and develop future leaders. They have designed step-by-step company wide programs to encourage their current leaders, foreman, supervisors, and managers to train and promote people who continued on page 69

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Future Leaders continued from page 67 work for them to grow to the next level. They maintain a ‘promoting from within’ culture that doesn’t allow for foremen, superintendents, or managers to discourage their people from wanting to become crew or team leaders.

An example of a successful promotion from within culture is a large and successful civil contractor client of mine in the northwest USA. They have developed a promotional and training ladder for employees to clearly follow and be aware of what it takes to move up and become a crew leader, foreman, or supervisor. They offer ongoing regular training for field crew employees to move from general Boston Area labor, to pipe installer, Locations to performing layout, to operating equipment, to ordering material, to reviewing

job cost labor reports, to becoming foreman and then full-charge supervisor. Their step-by-step plan is formalized and written with detailed job descriptions and training modules for each step along the way. Also required are classroom training sessions led by a senior manager every month. At each level, there are tests and reviews to see if participants are ready to move up to the next level. In addition, each advancement receives a standard pay raise along with added responsibility. This training people and promotion system has generated an ongoing supply of crew members wanting to improve, and a wait list of new people seeking employment at this contracting firm.

Another great example of investing in people: I had the opportunity to work with a premier commercial general contractor recently with well over 100 employees in the Midwest USA. 2 Dexter Street Everett, MA 02149 This company has become the Boston Area Boston Area leader in their market because of Locations Locations 431 Second Street the two owners’ visionary leadEverett, MA 02149 ership, integrity, professional2 Dexter Street 2 Dexter Street

ism, insistence on expert craftsEverett, MA 02149 Everett, MA 02149 manship, promoting the highest safety standards, and focusing 431 Second Street 431 Second Street on building a great place to work Everett, MA 02149 Everett, MA 02149 that attracts and retains the best BOSTON AREA LOCATIONS

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Future Leaders continued from page 69 committed to invest in people as stated in their company vision statement: “Develop well trained and productive team players in a rewarding work environment. Create a safe atmosphere where employees thrive personally and professionally with honesty and integrity.”

To accomplish their vision, they hold several half day and full day training sessions on a regular basis.

These include all team building, participative, open interactive training, educational and informational workshops and meetings. They bring in outside consultants and professional experts, as well as their managers to present on a variety of topics. Topics include equipment, technology, safety, best practices, construction methods, leadership, management, supervision, documentation, and scheduling. They also invest dedicated regular time to work with and mentor potential leaders to build a culture of excellence and promotion from within. For three days I worked closely with their senior leadership team, accounting staff, project managers, field supervisors, foremen, and field crews. During each session, the multiple topics always included sessions on how to become winning coaches and team leaders, better continued on page 71 Untitled-6 1

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3/7/2016 3:49:21 PM

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Future Leaders continued from page 70 managers, and inspirational results-driven supervisors.

Another contractor I know encourages a culture of teaching and training subordinates. As part of the employee review process, they weigh potential supervisors and manager pay raises and bonuses available by their personal dedication and commitment they perform mentoring and training employees they supervise. As encouragement to participate in this program, they offer attendance at state and national conferences like the World of Concrete or International Roofing Exposition where educational programs, workshops and peer sessions are available. When people see how other managers and leaders perform, it inspires them to also grow and improve themselves, and those who work for them.

Invest in People to Achieve Better Results!

As a construction industry presenter and business coach for over 20 plus years, I see who makes the most money and builds the best companies. Guess what? In every case,

companies who really invest in their people, always make more money, win the better contracts, and have less trouble finding and keeping great people. A small investment in training, mentoring, teaching, and developing your people for one hour per week per employee only costs 2.5% of your total employee expense. This is nothing compared to the return on investment potential available to you. So, the challenging question for you is “What are you doing about developing your future leaders and managers? n George Hedley CPBC is a certified professional construction BIZCOACH and popular speaker. He helps contractors build better businesses, grow, increase profits, develop management teams, improve field production, and get their companies to work. He is the best-selling author of “Get Your Construction Business To Always Make A Profit!” available on Amazon.com. To get his free e-newsletter, start a personalized BIZCOACH program, attend a BIZ-BUILDER Boot Camp, or get a discount at www.

HardhatBIZSCHOOL.com online university for contractors, Visit www.HardhatPresentations.com or E-mail GH@HardhatPresentations.com.

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Advertisers’ Index ATS Equipment, Inc. ...............................................................6 American Shoring, Inc........................................ Ins. Back Cvr. B2W........................................................................................38 Badger Daylighting................................................................12 Benevento Companies..........................................................21 Boro Sand & Stone Corp.......................................................60 Brennan Consulting...............................................................60 Dennis K. Burke, Inc..............................................................64 C&S Insurance Agency..........................................................48 Concrete Systems, Inc...........................................................16 Core & Main.............................................................................4 Cumberland Quarry Corp......................................................64 Dagle Electrical Construction Corp.......................................20 Darmody, Merlino & Co., LLP................................................54 Dedham Recycled Gravel......................................................33 DeSanctis Insurance Agency, Inc. ........................................58 Dig Safe System, Inc.............................................................56 Jack Doheny Company..........................................................60 The Driscoll Agency...............................................................70 Eastern States Insurance Agency, Inc.................................. 11 Eastpoint Lasers, LLC...........................................................56 T. L. Edwards, Inc..................................................................19 Ferguson Waterworks............................................................57 Genalco, Inc...........................................................................63 Gorilla Hydraulic Breakers.....................................................70 L. Guerini Group, Inc..............................................................15 Henniker Directional Drilling, LLC......................................... 17 Hinckley Allen LLP...................................................................8 John Hoadley & Sons, Inc.....................................................62 Hydrograss Technologies Inc................................................37 Ideal Concrete Block..............................................................22 Industrial Safety & Rescue....................................................13 JESCO...................................................................................35 P. J. Keating Company...........................................................40 P. A. Landers, Inc...................................................................54 Lawrence-Lynch Corp............................................................71 Lorusso Corp.........................................................................62 Lorusso Heavy Equipment, LLC............................................ 14 Mass Broken Stone Company...............................................19 Milton CAT...............................................................Back Cover Monroe Tractor.......................................................................54 NSI Contracting .......................................................................9 National Trench Safety..........................................................30 Norfolk Power Equipment, Inc...............................................13 North American Crane & Rigging LLC..................................28 North East Shoring Equipment, LLC.......................................2 Northland JCB/Alta Equipment Company....... Ins. Back Cover Northwestern Mutual................................................................9 Ocean State Oil......................................................................43 Palmer Paving Corp...............................................................66 Pawtucket Hot Mix Asphalt....................................................58 E. H. Perkins Construction Co., Inc.......................................72 Pittbos LLC.............................................................................43 Podgurski Corp......................................................................38 E. J. Prescott, Inc................................................Ins. Front Cvr. Putnam Pipe Corporation......................................................55 Rain For Rent-New England..................................................46 Read Custom Soils................................................................66 Ritchie Bros. Auctioneers......................................................10 Rodman Ford Sales...............................................................44 Scituate Concrete Products Corp..........................................34 Scrap-It, Inc............................................................................69 Shea Concrete Products, Inc. ...............................................42 SITECH New England............................................................32 Starkweather & Shepley Ins. Brokerage, Inc........................36 Taylor Oil Company...............................................................62 Tenna.....................................................................................50 Tonry Insurance Group, Inc...................................................63 United Concrete Products.....................................................68 United Construction & Forestry, LLC.......................................1 United Rentals Fluid Solutions..............................................68 United Rentals Trench Safety................................................18 Watertown Ford Commercial.................................................49 Webster One Source.............................................................56 C. N. Wood Co., Inc. .............................................................26 Woodco Machinery, Inc.........................................................52

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