Construction Outlook September 2020 by Ucane

SEPT | 2020

P. Gioioso & Sons, Inc. Constructs New Route 18 Bridge in Weymouth for MassDOT

UCANE Interview :

Representative L enny Mirra

Cover photo by Alec Dubois, Upper Visuals

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OFFICERS President MARCELLA ALBANESE Albanese Bros., Inc.

President-Elect RYAN McCOURT

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Treasurer BRIAN COONEY

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Secretary CHRIS VALENTI

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NICK BIELLO

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MIKE BISZKO, III

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ANDREW DANIELS J. Derenzo Co.

GEORGE DeFELICE

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JERRY GAGLIARDUCCI

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JOE GIOIOSO

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DAN HORGAN

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IN THIS ISSUE 5 President’s Message: Funding Water Infrastructure is More Important Now Than Ever Before 7 Legislative Update:

• Primary Day: Massachusetts Decides for Incumbency • EPA Awards Coastal Restoration Grants for Massachusetts and Rhode Island Communities • Baker-Polito Administration Announces $7.8 Million for Infrastructure and Planning Projects to Boost Local Maritime Economies • AG Healey Appoints New Chief of Fair Labor Division • Baker-Polito Administration Announces $500,000 in Grants to Support Projects for Polluted Stormwater Runoff

21 UCANE Interview:

Representative Lenny Mirra (R-W. Newbury)

23 Legal Corner:

Compliance Issues During the COVID-19 Pandemic

26 UCANE Member P. Gioioso & Sons, Inc. Tackles Route 18 Project in Weymouth 43 Chronic Underinvestment in America’s Water Infrastructure Puts the Economy at Risk 47 Heavy Rain Causes Release of More Sewage Into Merrimack River 49 Safety Corner:

Competent Person Exam

53 A Special Thank You to Our Members! 57 How to Improve Safety for Nighttime Road Work 61 Put the Right Players in the Right Positions!

BRIAN RAWSTON

Jay Cashman, Inc.

FRED ROGERS

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

ERIK SVEDEN Milton CAT

JORDAN TIRONE

DeSanctis Insurance Agency, Inc.

DAVID WALSH

Pawtucket Hot Mix Asphalt

Editor: Jeff Mahoney, Associate Editor: Suzanne Hatch, Magazine Designer/Assistant Editor: Sherri Klayman 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: aklayman@ucane.com; Website: www.ucane.com. Statements of fact and opinion are those of the authors alone and not necessarily those of UCANE and the Construction Outlook editorial board and staff. Subscriptions are included in dues payments for UCANE members. Presorted Standard postage paid at Brockton, MA. POSTMASTER, please send form #3579 to Construction Outlook, Crown Colony Office Park, 300 Congress Street, Suite 101, Quincy, MA 02169.

JEFF MAHONEY

Executive Director

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Funding Water Infrastructure is More Important Now Than Ever Before Throughout the past six months, UCANE has emphasized the importance of water infrastructure during the pandemic. Access to clean water and functioning wastewater systems has allowed people to work from home, and has also allowed several industries to continue with business as usual, which has mitigated the economic impact of COVID-19. Yes, things have been bad, but they could have been a lot worse without the great work being done by UCANE members and our drinking and wastewater professionals throughout the Commonwealth who kept our underground infrastructure up and running.

nd now a recent report confirms what we already knew, funding water infrastructure has to be part of the solution going forward. The report, “The Economic Benefits of Investing in Water Infrastructure: How a Failure to Act Would Affect the U.S. Economy Recovery,” was sponsored by the American Society of Civil Engineers (ASCE) and the Value of Water Campaign (See article page 43). It is no secret that our country’s water infrastructure is outdated. Just last month, I highlighted the increasing number of water and sewer main breaks that have been occurring in Massachusetts and nationwide. The report backs up those numbers. It states that between 2012 and 2018, the rate of water main breaks in the U.S. rose by 27 percent to roughly 300,000 breaks per year. That equals a break more than every two minutes. The cost of these breaks is not only in the emergency repairs and business disruptions, but also in the lost revenue for utilities. Breaks and leaks in old and outdated pipes cost water utilities millions of dollars every year in “lost” water. The revenue problem will certainly be exacerbated this year by the pandemic. Since many businesses were shut down, income from water usage will take a significant hit this year, and billing is the main source of revenue for water utilities to maintain operations. This funding does not take into account any capital programs. That is why SEPTEMBER, 2020

UCANE, along with the Water Infrastructure Alliance, is strongly advocating for these water utility systems to receive financial assistance this year. To highlight the critical importance of water infrastructure, UCANE will once again be participating in “Imagine a Day Without Water,” which is a national education campaign that brings together diverse stakeholders to highlight how water is essential, invaluable, and in need of investment. This year, it will take place on October 21, and will include events, resolutions, student contests, social media engagement, and more, all across the country. I would encourage anyone who cares about our water infrastructure to participate this year to help get the word out. You can sign up and get more information at https://imagineadaywithoutwater.org. In order to address the water infrastructure funding needs of our municipalities in the coming months and years, local, state, and federal officials will have to cooperate and reach a consensus on how to come up with a solution. Report after report identify the need for investment, and survey after survey show the public’s willingness to pay for new water infrastructure. Now is not the time to back off from that commitment. Now is the time to listen to the people of this country and make a commitment to repair and replace our underground infrastructure! n

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Primary Day: Massachusetts Decides for Incumbency

hile the 2018 election cycle produced significant change as incumbents across the nation were roundly defeated, the question lingered as to whether it was a sign of things to come. While the general election is not until November, the September primary for the 2020 Massachusetts election cycle provided an early indication that incumbency still has its benefits. In one of the most closely watched races in the Nation, United States Senator Ed Markey defeated United States Representative Joe Kennedy III for the right to face Republican Kevin O’Connor. Senator Markey resisted a spirited fight from Congressman Kennedy for a six-year seat that rarely opens up. With the potential for a Biden-Harris presidency, political eyes will continue to watch United States Senator Elizabeth Warren, who could very well be appointed to a high-level Administration position. Any such move would free up the other Senate seat, immediately making Congressman Kennedy the frontrunner to claim the seat. In a variety of Congressional races, incumbents handily beat back challenges from progressive candidates who continued to challenge the so-called “establishment.” Congressman Rich Neal, Congressman Stephen Lynch, and Congressman Seth Moulton dispatched of their opponents as progressive candidates were unable to gain enough traction. While the other incumbent Congressional seats had no meaningful opposition to speak of, the open seat being vacated by Congressman Kennedy drew a slate of candidates. While Newton City Councilor Jake Auchincloss appears to have squeaked past JesSEPTEMBER, 2020

se Mermell, the former President of the Alliance for Business Leadership, a potential recount may be in the not-too-distant future given the number of ballots submitted through the mail. At the State level, incumbents continued to flex their political muscle as Democratic Representatives Kevin Honan, Jerald Parisella, Frank Moran, Danielle Gregoire, David Linsky, James Murphy, David Rogers, Christine Barber, John Rogers, Mark Cusack, Paul Donato, and Daniel Ryan, and Republican Representative Nicholas Boldyga all won. The only incumbents to lose were Senator Jim Welch and Representative David Nangle. The Massachusetts legislature, which has seen a large number of retirements or decisions to “not run again” this session, will have a number of new, but familiar faces potentially filling seats. Former Boston City Councilor Rob Consalvo bested his primary opponent for the shot to claim his former boss’’s (Representative Angelo Scaccia’s) seat. Meghan Kilcoyne, Legislative Director for House Chairman Hank Naughton, advanced to the general election where she will meet a Republican candidate. As the Massachusetts legislature pivots to its fall calendar, with upcoming budget deliberations and conference committee reports, among other items, keep an eye on whether certain campaign issues lead to action in the State House in an effort to bolster incumbent candidates. While voter turnout during Presidential years is normally quite high, the number of contested primary races may have provided a snapshot into voter engagement in November. continued on page 9

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Legislative Update continued from page 7

EPA Awards Coastal Restoration Grants for Massachusetts and Rhode Island Communities

s reported in a press release from late August, the United States Environmental Protection Agency (EPA), along with Restore America's Estuaries (RAE), announced the awarding of $1.8 million in new funding to local organizations working for clean water and healthy coastal ecosystems in Southeast New England. The funding is provided by EPA under the 2020 Southeast New England Program (SNEP) Watershed Grants, a collaboration between EPA Region 1 and RAE. The grant program builds and supports partnerships that tackle the region's most pressing environmental issues, such as nutrient pollution and coastal habitat loss. In 2012, Congress charged EPA with conserving and restoring southeast New England's coastal environment, and, in 2014, began providing funding to develop a Southeast New England Program. As EPA's pass-through organization, Restore America's Estuaries is now working with EPA to manage the SNEP Watershed Grants program, funding local organizations that are restoring clean water

and healthy coastal ecosystems while strengthening local communities. This year’s awards will support 11 important initiatives, including dam and culvert removal, shellfish restoration, and urban community resilience planning. The awards—$1.8 million in Rhode Island and Massachusetts—were selected through a rigorous competitive process, with the advice of an independent, interdisciplinary committee of coastal scientists and managers. RAE received more than 40 grant applications totaling more than $10 million in requests from which the 2020 grants were selected. With non-federal match, these SNEP grants will result in more than $2.3 million in new project funding for Southeast New England's coastal ecosystems and communities in 2020. Awarded projects in Massachusetts include: • Pleasant Bay Alliance: Nitrogen Management in Pleasant Bay ($132,178). Pleascontinued on page 11

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Legislative Update continued from page 9

•

ant Bay is the largest estuary on Cape Cod. This grant will support a partnership among the Towns of Chatham, Orleans, Harwich and Brewster to implement innovative solutions to reduce pollution and ensure clean water for residents and visitors to Cape Cod. Buzzards Bay Coalition: Multi-Community Collaboration to Reduce Nitrogen in Upper Buzzards Bay ($118,275). This grant continues funding to the Buzzards Bay Coalition to lead a large-scale partnership among the Towns of Wareham, Bourne, Plymouth, and Marion, MA, and the Mass. Maritime Academy, to complete engineering and other studies aimed at expanding the capacity and service area of the Wareham wastewater treatment plant. Friends of Bass River: Upper Bass River Watershed Restoration ($253,779). With this award, a local watershed organization will complete engineering and permitting to reconnect historic cranberry bog wetlands with the riparian system of Cape Cod's largest river by replacing failed road crossings in Yarmouth, MA.

SEPTEMBER, 2020

•

Mt. Holyoke College: Bioreactors for Nitrogen Removal in Coastal Cranberry Farms ($232,352). This project will implement and study the effectiveness of an innovative, lowtech method for reducing nitrogen pollution to coastal waters from cranberry farming operations with installations in Barnstable, MA • Center for Coastal Studies: Ecosystem Research Conference for Pleasant Bay ($8,984). This grant will support a conference to inform stakeholders about the state of the science on Pleasant Bay, Cape Cod's largest estuary. • Mass. Audubon Society: Protecting Salt Marshes ($150,000). This awarding of funds will provide a variety of science and restoration activities at coastal sanctuaries on Buzzards Bay in Wareham and Dartmouth, MA to study the impacts of sea level rise on salt marshes; implement innovative restoration techniques to address such impacts; and monitor the results of the work. For more about EPA’s Southeast New England Program and SNEP Watershed Grants, please visit: www.epa.gov/snecwrp and www. snepgrants.org continued on page 13

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Legislative Update continued from page 11

Baker-Polito Administration Announces $7.8 Million for Infrastructure and Planning Projects to Boost Local Maritime Economies

t the end of August, the Baker-Polito Administration announced more than $7.8 million in Seaport Economic Council grants to support 17 projects across the Commonwealth. Through these grants, the Seaport Economic Council (SEC) will help coastal communities capitalize on their unique assets to advance economic growth, create jobs, and prepare for the impacts of climate change.

Council continues its support for programming that exposes young people in urban neighborhoods to maritime careers and puts them on a path to continuing education. According to the Baker-Polito Administration, the Seaport Economic Council has invested over $52 million through 113 grants in 47 coastal communities, funding projects ranging from local priorities to shared Commonwealthwide initiatives since its re-inception in 2015. Some of this year’s awards include the following projects:

The SEC provides grant funding to eligible coastal • City of Revere: RiverFront Masterplan ($100,000). communities and other entities in support of innovative This award will fund a land use planner and a mariideas and projects that promote job creation and ecotime engineer to assist in developing a master plan nomic growth, transformative public-private partnerfor the 19.4-acre waterfront Revere RiverFront. The ships, educational opportunities for young people, local master plan will examine issues and opportunities, economic development planning efforts, and coastal inestablish a phased implementation timeline, and frastructure improvements. The projects supported in this identify public and private resources available to faround range from major infrastructure projects in New cilitate the plan’s implementation. Bedford, Fall River, and Yarmouth, to planning grants that will help South Shore communities like Cohasset and • FRRA & City of Fall River, City Pier Phase 3, Kingston prepare for economic development and climate ($1,000,000). This grant funding will be used to Burke Lubricants half-pageAdditionally, ad 7-31-20.qxp_Dennis K Burke Inc 8/2/20 7:45 PM Page 1 change, respectively. the Seaport Economic continued on page 15

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Legislative Update continued from page 13 fund Phase 3 of the City of Fall River’s waterfront revitalization efforts, which will ultimately enhance public accessibility to the waterfront and City Pier, strengthen recreational and commercial maritime uses, create full time and seasonal employment opportunities, and facilitate significant private investment. The City of Fall River plans on leveraging $1,600,000 in matching funds from the Fall River Redevelopment Authority (FRRA) to complete this project. Phases 1 and 2 were completed in 2017 with $3.2 million in funding from MassWorks, MassDevelopment, and the Seaport Economic Council, matched by $2 million in funding from the FRRA. • City of Gloucester and Fishing Partnership Support Services, ($170,000). This grant award will translate data from the Fishing Partnership Support Services (FPSS) and other findings into a feasibility study that will seek to stimulate economic growth in the commercial fishing industry and coastal communities. The study will identify assets and best practices in support of a multi-year plan to foster coastal economic resilience and protect the safety of commercial fishermen in Massachusetts. • Mass Maritime Academy, Aquaculture and Marine Science Laboratory Facilities and Technologies Update, ($990,000). This grant funding will upgrade the existing Massachusetts Maritime Academy (MMA) Aquaculture and Marine Sciences (AMS) Laboratory facility, add modernized instrumentation, improve clean lab culture capabilities, and install a renewable energy storage system. Once upgraded and fully operational, the AMS Laboratory will provide local, regiona,l and national scientists a platform to focus on economically important species and habitats. • New Bedford Port Authority, North Terminal Expansion, Pier Repairs & Fendering, ($1,000,000). This grant will strengthen the Port of New Bedford’s commercial fishing piers and South Terminal, as well as extend the North Terminal to provide additional berthing space for commercial fishing and offshore wind vessels. Seaport Economic Council grants are awarded on a competitive basis, and offer flexible funding to empower communities to bring forward the best ideas and projects for cultivating and stimulating the maritime economy and job growth. Generally, five types of grants are encouraged and prioritized with maximum awards of about $1 million. Most grants, however, are anticipated to be much smaller. For more information about the Seaport Economic Council, please visit: https://www.mass.gov/service-details/learn-moreabout-the-seaport-economic-council-grant-program. continued on page 17

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Legislative Update continued from page 15

AG Healey Appoints New Chief of Fair Labor Division

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n August, Attorney General Maura Healey named Lauren Moran, Esq. Chief of the Office of the Attorney General’s Fair Labor Division, the portion of the office charged with enforcing wage and hour, public construction, and child labor laws. As Chief of the Fair Labor Division, Ms. Moran will oversee the Division’s enforcement of Massachusetts laws that protect workers including the payment of minimum wage, prevailing wage, overtime, and public construction bid laws, as well as the state’s Earned Sick Time Law and Domestic Workers Bill of Rights. The Fair Labor Division has broad powers to investigate and enforce violations of these laws through criminal prosecutions and civil enforcement actions. Ms. Moran has served as the Deputy Chief of the Fair Labor Division since October 2015. Prior to her appointment as Deputy Chief, Moran

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Legislative Update continued from page 17

Baker-Polito Administration Announces $500,000 in Grants to Support Projects for Polluted Stormwater Runoff

he outset of August saw the Baker-Polito Administration award $500,000 in grants to support local efforts to address polluted stormwater runoff to protect coastal water quality and habitat. The grants, provided by the Office of Coastal Zone Management (CZM), were awarded to the towns of Arlington, Barnstable, Kingston, Milton, and the City of Salem. The Coastal Pollutant Remediation (CPR) Grant Program seeks to improve water quality and protect coastal habitats by reducing or eliminating nonpoint sources of pollution, the leading cause of water quality impairment in the nation. This type of pollution primarily occurs when contaminants are picked up by rain, snow melt, and other flowing water and carried over land, in groundwater or through drainage systems to the nearest body of water and ultimately out to sea. Nonpoint source pollution reduces water quality, negatively impacts habitat for coastal wildlife and reduces opportunities to harvest shellfish and swim due to mandated closures. The following five projects have been funded through this year’s grants: • Town of Arlington ($184,774). The Town of Arlington, in partnership with the Town of Lexington and the Mystic River Watershed Association, will construct multiple infiltration trenches to treat stormwater runoff entering the Mystic River Watershed. The Mystic River has one of the largest herring runs in Massachusetts and this project will expand on a multiple year effort to improve water quality in the watershed. • Town of Barnstable ($173,255). The Town of Barnstable, in partnership with the Association to Preserve Cape Cod, will construct stormwater green infrastructure to treat runoff at South County Road through a nature-based approach. This project builds on a multi-year effort by the Town to improve water quality within the Three Bays watershed, with a goal to improve water quality for coastal habitat, swimming and shellfishing. • Town of Kingston ($73,000). The Town of Kingston will finalize the design of a system to treat nutrients and pathogens in stormwater runoff. This project continues Kingston’s long-term work to treat bacterial pollution to help expand opportunities for shellfish harvesting in the Jones River and Kingston Bay. • Town of Milton ($23,870). The Town of Milton will finalize the design of stormwater infrastructure to treat nutrients and bacteria from road runoff. The goal of the project is to help improve water quality in Unquity Brook, an important habitat for Rainbow Smelt. • City of Salem ($45,100). The City of Salem, in partnership with Salem Sound Coastwatch, will develop a series of videos that demonstrate operation and

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maintenance of stormwater green infrastructure, such as rain gardens. The videos will be shared widely and will be designed to be transferable to other communities to help build green infrastructure capacity across the Commonwealth. CZM is the lead policy and planning agency on coastal and ocean issues within the Executive Office of Energy and Environmental Affairs. Through planning, technical and grant assistance, and public information programs, CZM seeks to balance the impacts of human activity with the protection of coastal and marine resources. The agency’s work includes helping coastal communities address the challenges of storms, sea level rise, and other effects of climate change; working with state, regional and federal partners to balance current and new uses of ocean waters, while protecting ocean habitats and promoting sustainable economic development; and partnering with communities and other organizations to protect and restore coastal water quality and habitats. For more information on CZM, please visit: https:// www.mass.gov/orgs/massachusetts-office-of-coastalzone-management. n

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SEPTEMBER, 2020

Representative Lenny Mirra (R-W. Newbury)

Prior to getting elected in 2012, Representative Mirra worked in the construction industry at Mirra Co. Inc., a family owned construction company in Georgetown, MA. The company specializes in underground utilities, doing work for Verizon, Comcast, National Grid, Eversource, and other utilities. This has proven helpful in passing legislation to identify and repair natural gas leaks while also improving safety standards. He stopped working there in 2014 and is a full time legislator now. Representative Mirra got involved in state government because he saw a lot of waste and inefficiencies in state spending. He was also very concerned about a stunning lack of balance in the state legislature. Beacon Hill has a reputation of corruption and a terrible lack of openness and transparency, something he attributes in large part to too many years of one party rule. “We desperately need more balance in the legislature and we need more people with experience in small business,” said Representative Mirra. “Many people in office are unaware of how taxes and regulations can hinder the growth of small businesses and can make it difficult for new companies to get started. People in small business understand this.”

What do you believe are the biggest challenges for your district and region with regard to economic recovery?

The economic damage caused by the pandemic can be hugely alleviated with investments in infrastructure, something that should be an immediate priority in the next session. This would not only create jobs for the blue collar workers most affected by the pandemic, but would also improve the lives of all who live here. Our aging water and sewer systems need to be upgraded to accommodate a growing population and by doing so we can stop the dumping of untreated sewer into our rivers, something that is very concerning for those who live near the Merrimack River. That river is not only a source of recreation but also contributes to our tourism, and it provides drinking water to hundreds of thousands of residents.

As we recover from this crisis, please give your thoughts on how the state will continue to support local aid to cities

SEPTEMBER, 2020

and towns to help support basic municipal services, specifically water infrastructure.

One of the biggest challenges to this will be the funding of these infrastructure repairs and upgrades, and this is where we need better communication and cooperation between state and federal governments. Future federal stimulus spending should include sufficient funding of infrastructure; this would help states like ours continue to invest in local aid to cities and towns.

Q: A:

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

All of this is made all the more challenging as we have to adhere to social distancing rules and work remotely. But at the same time, doing meetings through zoom or other platforms allows us to meet more often, and more readily, with people in different parts of the state and country. n

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Compliance Issues During the COVID-19 Pandemic In the January issue, we discussed how legal compliance is a necessary part of running a successful business. Amidst a global pandemic, legal compliance remains as important as ever. While the pandemic and its impacts have created additional challenges when it comes to issues of legal compliance, the existence of the pandemic does not excuse employers from potential investigations, citations, or enforcement actions.

hat said, the practical impacts of the pandemic have not been lost on some enforcement agencies. For example, this past Spring, the Environmental Protection Agency (EPA) and the Occupational Health and Safety Administration (OSHA) issued temporary policies addressing discretionary enforcement during the pandemic. Information concerning these policies is available here: EPA: https://www.epa.gov/newsreleases/epaannounces-enforcement-discretion-policy-covid19-pandemic (last visited Sept. 2, 2020) OSHA: https://www.osha.gov/ memos/2020-04-16/discretion-enforcementwhen-considering-employers-good-faith-effortsduring (last visited Sept. 2, 2020) In short, these policies were designed to enable EPA and OSHA to temporarily exercise discretionary authority when it came to regulatory enforcement in light of the extremely unusual circumstances presented by the pandemic. According to EPA, its “temporary policy is designed to provide enforcement discretion under the current, extraordinary conditions, while ensuring facility operations continued to protect human health and the environment.” EPA advised that it “expects regulated facilities to comply with regulatory requirements, where reasonably practicable, and to return to compliance as quickly as possible.” Similarly, SEPTEMBER, 2020

OSHA indicated that it would consider “good faith efforts” to comply with applicable requirements. Clearly, responsible and appropriate recordkeeping remains vital. Indeed, the EPA policy made clear that, to be eligible for EPA enforcement discretion, facilities must: (1) document decisions made to prevent or mitigate noncompliance; and (2) demonstrate how the noncompliance was caused by the COVID-19 pandemic. Similarly, under the OSHA policy, employers must be prepared to demonstrate that they: (1) “thoroughly explored all options to comply with the applicable standards”; (2) implemented interim alternative protective measures; and (3) took continued on page 25

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Legal Corner continued from page 23

and implemented changes – to decrease the need for N-95s without exposing employees to additional hazards; • Monitored respirator supplies and made “objectively reasonable efforts” to obtain NIOSH-approved respirators; • Explored options to obtain and use other types of acceptable respirators when N-95s were not available; and • Monitored fit-testing supplies and made “objectively reasonable efforts” to obtain fit-testing supplies. Here again, detailed recordkeeping is essential.

steps to reschedule required annual activities as soon as possible. While the temporary OSHA policy remains in effect as of the date of this article, the EPA’s temporary policy expired on August 31, 2020. As a result, contractors should be mindful of their various compliance requirements and take appropriate steps to maintain and perform their obligations. In addition, contractors should also keep in mind that “discretion” is subjective. What might have been deemed a reasonable or good faith effort back in the Spring may not still be viewed as such months later as we approach the Fall. As a result, contractors should Contractors impacted by the pandemnot assume that discretion will always be exercised ic should consider whether and to what in their favor. extent applicable enforcement agenLastly, while many may be experiencing “pandemic fatigue,” contractors must continue to keep cies may be exercising discretion wheabreast of continued developments, announcements, nit comes to enforcement of compliance policies, and/or guidance. For example, in response matters. If so, contractors looking to avail to increased demand for – and decreased availabilthemselves of that discretion will need to ity of – N-95 respirators, OSHA published temporary make sure that they have complied with enforcement guidance for its Compliance Safety and Health Officers (CSHOs) on August 28, 2020. See the enforcement agency’s guidance and/ “Understanding Compliance with OSHA’s Respiratory or requirements. But even then, rememProtection Standard During the Coronavirus Disease ber: the fact that an enforcement agency 2019 (COVID-19) Pandemic,” available here: https:// retains discretion does not necessarily www.osha.gov/SLTC/respiratoryprotection/respiramean that the enforcement agency must tory-protection-covid19-compliance.pdf (last visited Sept. 2, 2020). Like its temporary enforcement discreexercise its discretion in a particular way. tion policy, OSHA’s guidance allows CSHOs to exerAs a result, contractors should contincise discretion in cases where an employer can demue to prioritize compliance matters as a onstrate that it made “unsuccessful but objectively necessary part of a successful business reasonable efforts to comply with OSHA’s Respiratomodel. n ry Protection standard.” According to OSHA, an employer’s ability to demonstrate that it made “objectionably reasonable efforts” turns on “documentation and other available information Call Your Nearest GENALCO Warehouse showing that the employer”: For These Supplies HYDRAULIC GRADE 8 • Utilized strategies to priSTROBE LIGHTS OIL NUTS & BOLTS WEATHER CAPS oritize and conserve the AIR CLEANERS use of N-95 respirators GREASE FITTINGS BUCKET TEETH in accordance with CDC HYDRAULIC HOSE guidance; BUCKET LIPS EQUIPMENT PAINT • Maintained a “fully comBUCKETS pliant” written respiraCUTTING EDGES tory protection program CHAIN SLINGS that covers, among other BACKUP BELLS AIR, OIL & FUEL things, procedures for AND ALARMS FILTERS EXTREME ROTARY medical evaluation of emPRESSURE GREASE ASPHALT CUTTERS ployees, respirator mainGENALCO inc. 1-877-436-2526 70 years of service to New England Industry tenance and care, and www.genalco.com employee training; Needham Heights, MA Springfield, MA West Haven, CT Warwick, RI FAX 781-449-6643 FAX 413-781-3771 FAX 203-934-2580 FAX 401-736-9769 • Looked for opportunities – SEPTEMBER, 2020

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UCANE Member P. Gioioso & Sons, Inc. Tackles Route 18 Project in Weymouth Four mile long project for MassDOT includes extensive traffic controls, coordination with abutters, and a massive new bridge over active MBTA commuter rail

Route 18 Bridge – Phase 2: Superstructure framework and deck (looking Southwest) Drone photos by Alec Dubois, Upper Visuals

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SEPTEMBER, 2020

P. Gioioso & Sons, Inc. is no stranger to difficult and complex infrastructure projects. Since their humble beginnings in 1962, the company has been in a steady growth mode and has earned high marks from engineers, municipalities, and from the largest public works agencies in Massachusetts including MWRA, BWSC, MBTA, and MassDOT. continued on page 29

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P. Gioioso & Sons, Inc. continued from page 27

Gioioso’s Weymouth Team (L-R): Joe Gioioso, Chris McRae, Adam Sardella, Marco Gioioso,Jr., Mike Ruta, Mike Masztal, and Greg Matchett

ounded in 1962 by Pelino Gioioso and his five sons, the family from Abruzzo, Italy wasted little time in becoming a serious competitor in the greater Boston underground construction market. Never afraid of hard work, long hours, or tough projects, the brothers Tommaso, Gino, Pepino, Sergio, and Francesco wore lots of hats in the early days including laborer, truck driver, operator, and foreman – whatever it took to get the work completed. By always diversifying the type of work under pursuit, gradually increasing annual workload, and by securing talented key employees along the way, P. Gioioso & Sons, Inc. has grown to be a solid and well-established general contractor concentrating on heavy civil projects throughout Massachusetts. With annual revenues exceeding $50 million, the company employs over 150 tradesmen, mechanics, engineers, and managers, many of whom have been dedicated to the firm for 20 years or more. A member of UCANE since 1967, this well-respected family business has recently made a seamless transition into second-generation ownership. If you visit any of Gioioso’s multiple jobsites, you are sure to encounter either a second-generation family member directing the work or a third-generation family member learning from the ground UP – or from the ground DOWN – as the case may be. The first generation Owners (except for Pelino and Tom Gioioso, who have passed) are enjoying more time off these days, but they are still not too far from the action and are available to provide advice to second generation Gioioso owners Joe, Gino, Marco, John, and Frank Jr. First generation owner Francesco (Frank) Gioioso, the youngest of the five founding brothers, is well known to all UCANE members and still remains actively involved in the business.

SEPTEMBER, 2020

ROUTE 18 PROJECT – Bid Opening On June 20, 2017 MassDOT opened up the sealed bids for the Route 18 Transportation Project. With a bid of $56.7 million, Gioioso edged out several other bidders (and fellow UCANE contractors) to become the lowest responsible bidder for the work. When recently speaking with company President (and currently Project Manager for the Route 18 project) Joe Gioioso, he remembered that day very clearly. “Like all bid openings, there was an anxious feeling prior to the bid,” recalled Joe. “But when we were read as low bidder, we were more excited than normal because this would become not only our largest single job, but it was literally in our front yard. We own 20 acres of commercial land right in the middle of the project and we knew its ability to serve as our construction yard for the 5-year project would help us win the bid. That was a very memorable bid opening!” Gioioso also explained that with over 50,000 tons of hot mix asphalt required for the project, the company chose to joint venture the project with D&R Paving from Melrose. “We have done a lot of business over the years with D&R and we knew (owner) Bob Rotundi and his firm to be trusted, professional, and well respected by MassDOT,” said Joe. “We were happy when Bob agreed to joint venture with us on the job. We work together as needed to make the job efficient and it’s been a great relationship.”

ROUTE 18 PROJECT – Overall Scope The primary goal of the Rte. 18 Project is to widen the roadway in order to accommodate increased traffic volumes and to improve safety for both travelers and continued on page 31

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P. Gioioso & Sons, Inc. continued from page 29 abutters. The Route 18 worksite runs four miles between Route 3 and Route 139, with most of the work being in Weymouth and some in Abington. Most of the route has commercial abutters with some residential areas mixed in. The project will add a second travel lane in each direction and also a bike lane, granite curbing, and new sidewalks on both sides. The overall right of way width along Route 18 will typically be increased to 66 feet meaning some property takings, temporary disturbance of private property, relocations of utility poles, sidewalks and guardrails, and new driveway entrances will be required along the entire 4-mile route. By far, the most significant and challenging part of the project is the complete rebuilding of MassDOT Bridge No. W-32-013 that carries Route 18 over the MBTA Commuter Rail. The bridge and approaches will be completely reconstructed (including new foundations) and widened – all while maintaining the existing vehicular and commuter rail traffic flows! Due to the logistics required to move existing utilities (including poles), the need to keep traffic flowing and businesses open, and a very complex bridge in the middle of the job, the project was designed based on a 5-year schedule with final paving and restoration wrapping up in 2022.

THE PROJECT TEAM 1. P. Gioioso & Sons, Inc.: Joe Gioioso is the Project Manager on-site overseeing all operations; Greg Matchett is the chief Superintendent for Roadway and Utility Operations who oversees four other Gioioso Supervisors and the Gioioso in-house survey team; Chris McRae is Gioioso’s Bridge Superintendant handling the foundations, approaches, and the myriad of subcontractors involved with the Bridge superstructure. 2. D&R Paving: Joe Rotundi is the Operations Manager coordinating hot mix laydown for this Melrose based road contractor established in 1967. 3. MassDOT: Ed Moschella is the Resident Engineer in charge of the work. A 37-year veteran of MassDOT, Ed oversees a crew of four inspectors assigned to various elements of the work. Assisting MassDOT with the Roadway plans is TetraTech from Marlboro and the “Accelerated” Bridge design is by HNTB’s Boston office. 4. Regina Villa Associates: Kate Barrett is in charge of Public Relations and Communication. Keeping abutters and Town Officials informed and satisfied while staying ahead of the construction crews is the constant goal. continued on page 33

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P. Gioioso & Sons, Inc. continued from page 31

MAJOR COMPONENTS OF THE PROJECT Traffic Control and Community Coordination – $5 million. With traffic counts averaging 40,000 vehicles per day, and with nearly 200 abutting properties being impacted by the road widening, proper coordination between construction crews, the traveling public, and active businesses is paramount. Temporary traffic signage, police details, barrels, cones, and median barriers are deployed at multiple crew locations and reassigned on an almost daily basis. New signalized intersections, relocation of existing commercial signs, and permanent signage is substantial. Communications with abutting businesses, Town officials, and State and local police is constant and is handled professionally by Gioioso’s consultant, Regina Villa Associates. The traffic controls and signage are being handled by UCANE member Liddell Brothers, Inc. Both firms were the first subcontractors on the project and will be the last ones to leave. Utility Installations – $10 million. Relocation of utility poles and overhead lines are required along most of the route. Old gas lines are being upgraded with new installations being performed by UCANE member Riley Brothers, Inc. 2,000 feet of new water mains, 20,000 feet of drains, 300 manholes and catch basins, and hundreds

of new service lines have been installed by Gioioso crews and their fleet of excavators. UCANE members Scituate Concrete Products Corp., MBO Precast Inc., EJ, and Core & Main supplied the bulk of the underground products to Gioioso. As of September 2020, this work is about 85% complete. Road Widening – $15 million. The existing roadway layout was typically widened from 50 feet to 66 feet, adding a second lane in each direction. Full depth construction over much of the route and relocation of miles of granite curbing and sidewalks is involved. Gioioso crews perform all of the demo work and excavation, as well as the curb setting. Final grading for sub-base, and grading of processed material is contracted out to UCANE member Walsh Contracting Corp. With over 60,000 cubic yards of excavation required, the material handling, crushing, and transport is a major part of the work. Gioioso’s 20-acre yard in the middle of the site is the ideal setup to stockpile, separate, crush, and screen as needed. Manholes, pipe, and excavator buckets of all sizes have their own designated locations within this super-sized staging area. By the end of 2020, the road-widening portion will be close to 75% complete. Bridge No. W-32-013 – $25 million. The new bridge has a steel superstructure that will be 365 feet long and 80 feet wide. Approaches on each side are 400 feet long continued on page 35

Road widening at 1200 Main Street

Precast MSE Panels for bridge approaches

SEPTEMBER, 2020

Drainage along Rte.18: Headwall by Oldcastle Infrastructure

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SEPTEMBER, 2020

P. Gioioso & Sons, Inc. continued from page 33 with much of the distance being laterally supported by precast MSE retaining walls supplied by UCANE member Oldcastle Infrastructure. The Bridge design calls for a five phase construction procedure: Phase 1, completed in 2018, involved a 10-foot width expansion of the old bridge on the West side so that traffic lanes could be pushed 10 feet West. Piles, footings, foundation columns, steel framing, and modifications to existing approaches were all required for this first Phase. Phase 2, (started in 2019, ongoing at the time of this article, and scheduled to be completed by December 2020), consists of creating an extensive (but temporary) bridge foundation system capable of supporting the new steel bridge; erection of the 600 ton steel frame and 800 cubic yard deck; realignment of the approaches; and then transferring traffic flows onto this “temporary” bridge. “Phase 2 has been the most meticulous phase of the bridge due to the close proximity of the new foundations to the tracks,” explained Bridge Supt. Chris McRae. “There is no room for error on either line or grade in this phase.” Upon completion of Phase 2 the Bridge will be approximately 70% complete.

Temporary foundations to support bridge June 2020 Phase 3, scheduled for 2021, is to then completely demo the old bridge (to the West) including the old foundations and then build a complete new foundation system capable of receiving the superstructure constructed in Phase 2. continued on page 37

Route 18 Bridge – Phase 2: Superstructure over MBTA Commuter Rail (looking Southwest)

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P. Gioioso & Sons, Inc. continued from page 35

Adding a lane at Main Street and Shea Blvd. Phase 4 is the “Accelerated” portion of the bridge construction and could be the most challenging. In summer of 2021, during a weekend – shutdown and detouring of both the Route 18 traffic and the MBTA trains, a system of hydraulic jacks, rollers, and steel plates will be used to “slide” the massive bridge deck in a west direction off of the temporary foundation built in Phase 2 and onto the permanent foundation built in Phase 3. According to MassDOT Resident Engineer Ed Moschella, “The design calls for us to horizontally move this entire bridge frame and deck, weighing six million pounds, a distance

of 60 feet West to its final resting place. This is the first design of its kind for MassDOT and obviously the most crucial part of the entire job. We’ll have 48 hours to get the bridge into its new position and then open it up for traffic and trains.” Phase 5 of the bridge construction will be to demolish the elaborate “temporary” foundation system built in Phase 2, remove access roads and fill, expose the permanent retaining walls along all approaches, and restore the disturbed areas along the 1,500 foot bridge work zone. continued on page 39

Cold Planing along Route 18

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P. Gioioso & Sons, Inc. continued from page 37

CONCLUSION

In conclusion, it is clear that MassDOT and the Joint Venture team of Gioioso/D&R will be maintaining their field offices in Weymouth for another couple of years. The project is on schedule, with no major problems to date, and with a great team of professionals managing and performing the work. On our recent site visit, there was activity of some sort from one end of the job to the other. The Bridge was very active with multiple concrete, welding, ironworker, and carpentry subs busily creating the massive bridge deck. They were using a fleet of manlifts and mobile work platforms rented from UCANE members ATS Equipment, Inc. and United Rentals. Shiny new excavators recently purchased from UCANE members C. N. Wood Co., Inc. and Milton CAT were busy loading trucks on road widening operations. Another crew scurried around a large Wirtgen milling machine supplied by UCANE member

Schmidt Equipment. Total on-site workers numbered about 80, with approximately half of them Gioioso employees. You could see progress being made at each location despite 40,000 cars whizzing by and 24 commuter trains passing under the bridgework every day. The project is an amazing display of coordination. The Gioioso family has been one of the longest continuous members and most ardent supporters of UCANE for more than 50 years. Over those years multiple members from both generations have served as UCANE Officers and Board of Director members, won distinguished awards, and given up their personal time to improve and strengthen our industry. It is only fitting that this fine family business has achieved their well-deserved success and moved to another level within this very competitive heavy construction industry. continued on page 41

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P. Gioioso & Sons, Inc. continued from page 39

UCANE is proud to count

P. Gioioso & Sons, Inc. as one of its most valued members. We want to congratulate the Gioioso family on reaching another milestone by winning the Route 18 project, and we wish them continued success on all of their current projects and long into the future!

Full depth road reconstruction. Grading by Walsh Contracting Corp.

SEPTEMBER, 2020

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enefits

CAMPAIGN

Chronic Underinvestment in America’s Water Infrastructure Puts the Economy at Risk

cture

ect the

New economic study finds that the cost of water and wastewater fail-

ers (ASCE) and the In the coming months and years, public officials at every ures will be seven times higher in 20 years for American households. report at a time when level of government will consider policies and investments causing economic to jumpstart economic recovery. in the nation’s Closing the investment gap Investment would create 800,000 new jobs and houseed and scale hold in the disposable aging waterincome infrastructure—composed drinking would rise ofby morewater, than $2,000 per household. s by the millions as wastewater, and stormwater systems—can spark a new States is underinvesting in a nation, we have put off crucial investment d gross domestic he United era of job creation and economic growth while “As protecting our vital water resources for too long and we’re its drinking water and wastewater sysnation’s economic public health and improving the quality of life for families tems—putting American households and seeing the results play out now,” said ASCE Presiacross the United States.

Thereport Economic dentBenefits K.N. Gunalan “Guna”, Ph.D., P.E. C“The 2019 the economy at risk, according to a new AMPAIG N recently released by the American Society of investment gap of $81 billion outlined in this report of Investing in has held back businesses, hurt American pocketCivil Engineers (ASCE) and Value of Water Cam-Infrastructure Water ing on water books and threatened public safety. Investing in paign. The report, “The Economic Benefits of InHow a Failure to Act Would Affect the vesting in Water Infrastructure: How a Failure to US Economic Recovery water infrastructure provides a path to economic on short recovery that we desperately need as a result of Act Would Affect the U.S. Economy Recovery”, The American Society of Civil Engineers (ASCE) and the In the coming months and years, public officials at every g needs and finds that as water infrastructure deteriorates the COVID-19 pandemic. Our leaders must act Value of Water Campaign release this report at a time when level of government will consider policies and investments thecosts COVID-19 to public healthnow crisis isto causing economicour to jumpstart economic recovery. Investment in the ensure systems do not continue tonation’s deand service disruptions increase, annual trends disruption at an unprecedented speed and scale in the aging water infrastructure—composed of drinking water, American households due to water and wastewateriorate and bare greater costs in years to come.” United States. Workers are losing jobs by the millions as wastewater, and stormwater systems—can spark a new will grow to confidence, retail sales, and gross domestic era of job creation and economic growth while protecting ter failures will be seven times higher inconsumer 20 years “Investing in our water infrastructure as a naproduct plummet. It is clear that the nation’s economic public health and improving the quality of life for families than they are today —from $2 billion inrecovery 2019 to will be long and difficult. across the United States. tion allowed communities to flourish. It dramatically $14 billion by 2039. improved public health and set our economy up for In 2019,with total capitalsuccess. spending on At water America’s water infrastructure is aging, a time when so much is at stake, we ap 1;2;3 infrastructure fell $81 billion short many drinking water systems and wastewater cannot continue to ignore the urgency of the situaof the capital need. If funding needs and tion. Communities can not shoulder the burden of treatment facilities nearing the end ofinfra their restructure investment trends continued on page 45 spective design lives (75-100 years),continue, causing Water infrastructure capital spending the annual gap will grow to $136 billion by 2039. contamination and economic disruptions to communities. Between Water Infrastructure Capital Spending Gap ($ million) 2012 and 2018, 2019–2039 the ratecumulative of waterinvestment gap: $2.2 trillion Water infrastructure capital need Water infrastructure capital spending main breaks in the U.S. rose by 27 $250,000 percent to roughly 300,000 breaks 2019–2039 cumulative investment gap: $2.2 trillion per year— equivalent to a break $200,000 more than every two minutes. The US lost an estimated $21.7 mil$150,000 lion of treated water in 2019 due to 2039 annual investment gap: 2039 leaks, which is projected to reach $136 billion annual investment gap: 2019 $100,000 $48 million by 2039 with current inannual investment gap: $136 billion $81 billion vestment trends. In addition to the 2019 $50,000 impact to investment households, annual gap: American businesses most reliant on water $81 billion $0 will spend $250 billion in 2039 on water service disruptions.

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Value of water continued from page 43

trillion. Failing to invest would cause reductions in wages and disposable income; by 2039, 636,000 jobs would be lost annually. The report also notes that the future does not have to look this bleak. If investment is increased to address these shortfalls now, the US GDP would grow by $4.5 trillion in 20 years. This investment would create 800,000 new jobs and household disposable income would rise by more than $2,000 per household. n

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capital improvements and maintaining aging water systems all by themselves. We have to come together as a nation and prioritize investing in our water infrastructure once again,” said Radhika Fox, CEO of the US Water Alliance, which coordinates the Value of Water Campaign. In 2019, water service disruptions resulted in a $51 billion economic loss for 11 water-reliant industries such as education, health services, retail, construction, manufacturing, and more. With the current trajectory, The federal share of capital investment service disruptions will cost waterfell from 31% in 1977 to 4% in 2017. reliant businesses an estimated Federal vs. State and Local Share of Water Capital Investment: 1975–2017 $116 billion by 2029 and will soar State and local share Federal share to $264 billion by 2039. With dam100% age and flooding from increasing storms, in addition to water shutoffs 80% and deteriorating infrastructure, 60% production costs for businesses and prices for consumers are ex40% pected to climb. The report finds that more than $625 billion in busi20% ness sales (gross output) would 0% be lost over the next 10 years. By 2039, that number will near $3.9 There is no industry that does not need water. If we fail to invest in water infra structure, the businesses that are most reliant on water will spend $250 billion in 2039 on water service disruptions.

or Insurance Problems? Bond or Insurance Problems? ondLetBond or Insurance Problems? LetLetupon ususimprove upon improve uponyour yourcurrent currentprogram. program. us improve your current program. As water infrastructure deteriorates, street flooding, water service disruptions, and damage from storms will increase. Costs incurred by American households due to water and wastewater failures would be seven times higher in 20 years than they are today.

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SEPTEMBER, 2020

Heavy Rain Causes Release of More Sewage Into Merrimack River It happened again. Heavy rains in mid-August caused sewage to discharge into the Merrimack River, with treatment plants in Haverhill and Greater Lawrence reporting releases.

he incidents are the latest in a series of such discharges. The problem has caused federal officials to order communities with old sewer pipe systems to make repairs — at a cost of tens of millions of dollars. The discharges also have state officials and communities along the river creating a system to notify the public quickly when a sewage discharge happens. The system is designed to warn people who use the river — boaters, kayakers, even swimmers and people whose dogs go into the waterway — to stay away from the Merrimack for a period of time after a discharge. The discharges happen when heavy rains run into pipes carrying both storm water and sewage, resulting in too much fluid for the system to handle. Such systems are known as Combined Sewage Overflow systems, or CSOs. In the incidents last weekend, eight out of 13 sewage outfall pipes in Haverhill were activated for 25 minutes starting at 4 p.m. on Sunday, according to the Merrimack River Watershed Council. In the Greater Lawrence Sanitary District, three out of five outfall pipes were activated from 4:07 p.m. until 5 p.m. Sunday. An unknown amount of sewage was released into the river in those two events, the watershed council said. Health officials recommend that people avoid direct contact with river water for 48 hours after a sewage discharge, the watershed council said. State Sen. Diana DiZoglio of Methuen who also represents Haverhill is among the local leaders calling on the federal government to creSEPTEMBER, 2020

ate "sustainable solutions" to clean up the river. "Legislative action on the numerous bills that would provide CSO (combined sewage overflow) notification and prevention are long overdue," DiZoglio said. "While the pandemic has interrupted a lot of the work being done locally to help clean up the Merrimack River, there is still so much that could be done in the legislature that has been unnecessarily stalled. We need to take action yesterday." Congresswoman Lori Trahan, who represents much of the Merrimack Valley, has proposed legislation that would provide billions of dollars in grants to communities to modernize their storm water systems. The improvements would prevent the overflow of storm water mixed with raw sewage into rivers, lakes and, in the case of coastal communities, the ocean. In 2019, Trahan proposed the Stop Sewage Overflow Act, which would increase money for the Environmental Protection Agency’s grant program for communities to address CSOs. Written by Allison Corneau. Reprinted from the Eagle Tribune. n

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SEPTEMBER, 2020

Patrick W. Saltmarsh Corporate Safety Director J. Derenzo Companies

Competent Person Exam “Knowing the edge of your competency is important. If you think you know more than you do, you will get in trouble” ~ Warren Buffett

ompetency-based assessment tools are often utilized in today’s corporate world, and are also widely used to assess competency in the healthcare field. So why are they not being utilized more in the construction industry? To ensure your company’s expectations are being met, and to assess the quality of your safety training programs, the competency of your employees must be established and well documented. By creating an assessment tool, organizations can measure critical competencies of their “Competent Person” and take necessary steps to address any areas that may require further education and training. As a follow-up to UCANE’s Trench Safety Stand Down, I offer the following assessment tool that you can either take yourself and determine your “competency,” or present it to your work crews, so that you may assess and evaluate their competency against those required for the job. Good Luck! 1. Which of the following are REQUIRED methods of protecting employees while working in an excavation or trench? a. Sloping b. Shoring c. Trench Shield d. All of the Above 2. When preplanning excavation work, the following factors should be considered: a. Work zone protection SEPTEMBER, 2020

J. Derenzo Co. Foreman Paul Duarte (Competent Person) overseeing the assembly of a large trench box.

b. Overhead and underground utility locations c. Type of shoring or protective system that may be required d. All of the Above

3. Which type of soil is the least stable? a. Type A b. Type B c. Type C d. Type D continued on page 51

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Dave Pateuk / Owner Email: dave@northeastshoring.com Website: www.northeastshoring.com

• • • •

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SEPTEMBER, 2020

Safety Corner continued from page 49 4. OSHA requires a ladder or ramp to exit a trench if the depth of the excavation is_______or more. a. 3 feet b. 4 feet c. 5 feet d. 6 feet 5. All materials and equipment should be NO CLOSER than 2 feet from the edge of the trench or excavation. a. True b. False 6. Ladders shall extend____feet above the edge of the trench. a. 1 foot b. 2 feet c. 3 feet d. 4 feet 7. Trench ladders or ramps shall be no further than____feet from workers in a trench at any time. a. 30 feet b. 25 feet c. 20 feet d. 15 feet 8. What is the maximum distance allowed between the bottom edge of the trench shield and the lowest point of the excavation? a. 1 foot b. 2 feet c. 3 feet d. 4 feet 9. When locating underground utilities, hand-digging is required within_____inches of suspected utility. a. 10” b. 12” c. 18” d. 24” 10. Underground utility markings and utility flags that get disturbed or erased due to construction activities: a. Not important to the overall job b. Contact utility company to request remarking c. Retain photos of markings and maintain whenever disturbed d. B & C are correct SEPTEMBER, 2020

So how did you do? Ready to present something similar to your work crews? Competency assessments like this can help determine the efficiency of your training, and/or the skill gaps within your work force. This data will allow you to assess and improve your training content or its delivery methods. Looking towards working safer today than we did yesterday, competent person exams will help point your organization in the right direction. n Answer Key: 1.D 2.D 3.C 4.B 5.A 6.C 7.B 8.B 9.C 10.D

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SEPTEMBER, 2020

A Special Thank You to Our Members! Because of COVID-19 concerns, UCANE’s 41st Annual Golf Tournament had to be canceled. Unfortunately, our members will have to wait until next year to get together with friends and business associates to enjoy this much anticipated event. But we would be remiss if we didn’t take the time to thank those who were once again going to sponsor various segments of our Tournament. To say THANK YOU just doesn’t seem enough, but we want you to know how much we appreciate your intentions to support this event…it has not gone unnoticed.

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TAYLOR OIL COMPANY $10,000 Putting Contest DAGLE ELECTRICAL CONST. CORP. Chevy Silverado “Hole in One” McLAUGHLIN CHEVROLET Golf Ball Cannon Shoot C&S INSURANCE AGENCY “Closest to the Pin” against Former N.E. Patriot Player CORE & MAIN Photo’s with Celebrity Golfer RITCHIE BROS. AUCT./IRON PLANET Additional Golf Carts ATS EQUIPMENT, INC. NORTHWESTERN MUTUAL Gorilla Hammer “Hole in One” GORILLA HAMMER HYDRAULICS Barbecue Lunch MABBETT & ASSOCIATES, INC. NORTHWESTERN MUTUAL

E. J. PRESCOTT, INC.

Social Hour HUB INT. NEW ENGLAND LIDDELL BROTHERS, INC. UNITED RENTALS TRENCH SAFETY Cold Drink Carts FERGUSON WATERWORKS GVC CONSTRUCTION, INC. NATIONAL TRENCH SAFETY RELIABLE EQUIPMENT, LLC T-QUIP SALES & RENTALS, INC. UNITED CONCRETE PRODUCTS, INC. F. W. WEBB COMPANY Golf Prizes ALBANESE D&S, INC. BADGER DAYLIGHTING BARLETTA HEAVY DIVISION DeFELICE CORPORATION Guest Sponsors JAY CASHMAN, INC. (4) All Signage ROADSAFE TRAFFIC SYSTEMS

continued on page 55

Darmody, Merlino & Co., LLP CERTIFIED PUBLIC ACCOUNTANTS AND CONSULTANTS

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SEPTEMBER, 2020

Golf Sponsors continued from page 53

GOODY BAG SPONSORS:

RAFFLE SPONSORS: BROOKMEADOW COUNTRY CLUB Golf for 4 FED. CORP. Pair of Anti-Gravity Lounge Chairs MJ-HAMMER Cornhole Game/Poker Chips NORTHWESTERN MUTUAL Two Boxes of Golf Balls RAIN FOR RENT - NEW ENGLAND YETI Cooler RELIABLE EQUIPMENT, LLC 55-Inch Smart TV SCRAP-IT, INC./MINICHIELLO BROS., INC. Set of Golf Clubs

P. GIOIOSO & SONS, INC. Goody Bags ACME SHOREY PRECAST CO., INC. Travel Mugs C&S INSURANCE AGENCY Golf Cup Inserts CENTINEL FINANCIAL GROUP, LLC Golf Towels DAGLE ELECTRICAL CONST. CORP. Utility Light Bars DIG SAFE SYSTEMS, INC. Hats, Pens, Rulers, & Key Chains MABBETT & ASSOCIATES, INC./VBS Golf Towels MILTON CAT Guzzle Bottles & Golf Balls

PUTTING GREEN SPONSORS: Albanese Brothers, Inc. (2) American Shoring Inc. (2) Barletta Heavy Division Biszko Contracting Corp. Jay Cashman, Inc. Commonwealth Const. & Utilities, Inc. DeFelice Corporation DeSanctis Insurance Agency, Inc. Doering Equipment Co. Equipment Corp. of America (ECA) W. L. French Excavating Corporation Hinckley Allen LLP I.U.O.E. - Local 4 K & K Excavation Co., Inc.

KJS, LLC Kistler & Knapp Builders Lorusso Heavy Equipment, LLC S. M. Lorusso & Sons, Inc. Ludlow Construction Co., Inc. Massachusetts Ready Mix LLC Milton CAT (2) Pawtucket Hot Mix Asphalt (2) E. J. Prescott, Inc. Taylor Oil Company C. N. Wood Company, Inc. The Zanelli Enterprise, Inc. Tim Zanelli Excavating, LLC

PUTNAM PIPE CORP. Pocket Hand Sanitizers RITCHIE BROTHERS/IRON PLANET Koozies STILES COMPANY, INC. Hand Sanitizer & Pads of Paper T-QUIP SALES & RENTALS, INC. Tape Measures TAYLOR OIL COMPANY Golfers Caddy

TEE SPONSORS: APJ Equipment Corp. Allegiance Trucks A. F. Amorello & Sons, Inc. B2W Software, Inc. (2) Baltazar Contractors, Inc. A. R. Belli, Inc. (2) Benevento Companies Dennis K. Burke, Inc. C. C. Construction, Inc. C.J.P. & Sons Const. Co., Inc. C&S Insurance Agency Celco Construction Corp. (2) N. Cibotti, Inc. (2) CleanBasins, Inc. (2) Concrete Systems, Inc. (2) Cullen, Murphy & Co., P.C. (2) Dagle Electrical Const. Corp. (2) J. Dâ&#x20AC;&#x2122;Amico, Inc. (2) Darmody, Merlino & Co., LLP (2) The Dow Company (2) Eastern States Ins. Agency, Inc. (2) FED. CORP. (2) Feeney Bros. Utility Services (2)

Ferguson Waterworks GTA Co., Inc. Gagliarducci Const., Inc. (2) Genalco Inc. L. Guerini Group Inc. (2) I. W. Harding Const. Co., Inc. HUB International New England (2) Hayes Pump, Inc. P. A. Landers, Inc. Lawrence-Lynch Corp. Liddell Brothers, Inc. (5) Lorusso Corporation MBO Precast, Inc. Metro Equipment Corp. (2) Northwestern Mutual (4) Ocean State Oil (2) Robert B. Our Co., Inc. (2) R. M. Pacella, Inc. (2) Podgurski Corp. J. A. Polito & Sons Co., Inc. (2) Power Line Contractors (2) E. J. Prescott, Inc. H. R. Prescott & Sons, Inc. (2)

Putnam Pipe Corp. RJV Construction Corp. (2) Rain for Rent - New England (2) Rapid Flow/Vacuum Excavation, Inc. (5) Scituate Concrete Products Corp. (2) Schmidt Equipment, Inc. Scrap-It, Inc./Minichiello Bros., Inc. Shea Concrete Products (2) Starkweather & Shepley Insurance Brokerage, Inc. Stiles Company, Inc. Taylor Oil Company Tonry Insurance Group, Inc. (2) Travelers (2) Twelve Points Retirement Advisors Umbro & Sons Construction Corp. United Concrete Products, Inc. (2) WES Construction Corp. (2) Walsh Construction Co. W. Walsh Co., Inc. Woodco Machinery, Inc. (2) R. Zoppo Corp. (2)

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SEPTEMBER, 2020

How to Improve Safety for Nighttime Road Work

ighttime road work and highway improvements have increased in recent years, with many road construction companies now choosing to undertake improvements overnight. While operating overnight provides clear benefits for those using the roads, minimizing disruption and reducing diversions for commuters, there are serious implications for construction workers’ safety due to poor visibility and worker fatigue. Construction is a hazardous occupation and road construction is ranked as one of the most dangerous occupations in the world. Research has shown that 55 percent of incidents occur within the work zone itself, with the majority of worker deaths and injuries involving a moving vehicle. Blind spots on vehicles are a major contributing factor to collisions and are often the main reason construction workers are killed or injured. Poor visibility, due to working overnight, dusty worksites, and difficult weather conditions, all exacerbate this issue. Meanwhile, construction workers who are required to wear hearing protection cannot always hear a vehicle approaching. Vehicle safety systems are helping to address this issue. While passive systems, such as mirrors

SEPTEMBER, 2020

and cameras, will help assist a driver to spot objects in a vehicle’s blind spot, active systems, including operator alerts and back-up alarms, ensure that drivers receive an immediate warning that an object is present and pedestrians are aware instantly that a vehicle is nearby. Corey Heniser, of vehicle safety system manufacturer Brigade Electronics, explains the importance of active systems for nighttime working. “Work sites present a number of challenges when it comes to visibility,” Heniser says. “Not only are they dusty and dirty places to be, but when this is combined with nighttime hours or difficult weather conditions, it can become increasingly dangerous for construction workers to be spotted by those operating moving vehicles. “Active safety systems are therefore crucial to assisting drivers and enhancing safety for workers operating in these conditions,” Heniser says. “This is why we always recommend that a combination of both passive and active systems, such as cameras and alarms, are fitted to vehicles for the ultimate safety solution.” These types of systems include Brigade’s Backcontinued on page 59

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Nighttime Road Work continued from page 57 eye 360, which provides the driver with a complete surround view of the vehicle in real time in a single image. The system combines images from ultrawide-angle cameras, resulting in a ‘bird’s-eye view’ of the vehicle and surrounding area, meaning drivers can clearly see people and objects as they maneuver their vehicles. Active technology like the Backsense radar obstacle detection can detect stationary and moving objects even in harsh environments, including in darkness, giving the driver an audible and visible warning when objects are within a certain distance. Heavy-duty radar systems, which are waterproof and smoke resistant, can even operate in high or low temperatures, and can easily be heard in noisy environments. One construction company which has benefited from installing safety technology on its vehicles is U.K.-based business Day Aggregates. It fitted a heavy-duty radar sensor system onto its fleet of shovel loaders, telehandlers, and trucks. In the last few years of recording incidents, which are split by “damage” and “near miss,” the company has reported that this technology has been key to reducing incidents and improving safety.

SEPTEMBER, 2020

“It [the radar] is an extra back up when looking in numerous mirrors and using reversing aids,” says Day Aggregates operator Darren Harfield. “If you’re distracted, for example because someone suddenly asks you a question on the radio, it can be trying to take in too much at one time. The radar system prevents this. There’s an in-cab display that presents different colors and beeps when anything comes within a certain distance of the vehicle, so it’s not just visual prompts, but audible alerts too.” Reprinted with permission from Construction Equipment, www.constructionequipment.com n

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SEPTEMBER, 2020

Put the Right Players in the Right Positions!

To win more games than their opponents, NFL football head coaches must have specific defined positions and hire the best and most talented players available for each position. If players don’t perform or follow the plays, they have no choice but to replace them with better players if they want to win. The same is true in the construction business. The owner, as head coach, has to strive to fill each position with the best players available who have the required experience, talent, attitude, and ability to win. And if players won’t follow the plays, achieve expected results, or have the required talent, they must be trained, benched, or replaced.

Don’t Hire Cheap and Hope it Works Out! A common problem occurs when business owners micro-manage and control every decision throughout their operation including: scheduling crews and equipment, ordering materials, meeting customers, deciding which supplier or subcontractor to use, approving change orders, doing cost estimates, determining final bid mark-up, presenting proposals, reviewing contracts, approving invoices, and almost everything else. When these control-freak managers hire people and don’t let them do their jobs, make decisions, be accountable, or take on responsibility, the company can’t grow. And good people eventually leave and find a better place to work. Finally when frustrated, stuck business owners eventually decide to get some help and hire experienced managers with strong resumes. Unfortunately

SEPTEMBER, 2020

deciding and doing are two different actions. Continuing their frustrations, they hire inexperienced low priced people for key positions. When this doesn’t work out, they try again and hire an assistant, untrained field supervisor, or junior project manager with little experience in the position they need to fill. Or even worse, rather than taking enough time required to find the right person, they hire a relative or friend who won’t be able to fill the position and do the required work effectively. The top reason for making wrong hiring decisions is FEAR - fear of making a mistake or spending too much money. You avoid the pain by not hiring the right person who costs more and can do a great job. Therefore you make an easier decision and hire the WRONG person - a weaker, less expensive, junior trainee, and hope it works out. What happens when you hire untrained cheaper people with little or no continued on page 63

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SEPTEMBER, 2020

Put the Right Players continued from page 61 management experience to assist you? You spend all your time keeping them busy, answering their questions, and showing them how to do simple tasks. In other words, you’ll do your job plus theirs, which causes you to work more, achieve less, stay stuck, and go nowhere!

Don’t Fill POSITIONS with the WRONG People! Most business owners are not very good at managing people because they think they’re the only person capable of handling every task required to keep their company going. So they continue to multi-task Boston Area and constantly performLocations roles they shouldn’t. When I was building my business, I thought I was a pretty 2 Dexter Street Everett, MA 02149 Boston Area Boston Area Locations Locations 431 Second Street Everett, MA 02149 2 Dexter Street 2 Dexter Street Everett, MA 02149 Everett, MA 02149

good people manager. But I struggled to get employees to do what I wanted them to do. In reality, like most entrepreneurs, I was a poor manager, and had a very tough time making employees accountable and responsible. Because of this, my business suffered and we had significant employee turnover problems. This caused my company to get stuck as I tried to micromanage people with my controlling style. One of my biggest mistakes was not hiring an experienced construction operations manager sooner, which would have let me stick to what I’m good at: leadership, estimating, marketing, and sales. What about you? By deciding what you do best, want to do, don’t want to do, and should do, you can then find the right person to take over roles you shouldn’t handle. Define the position and job description for someone to take over those tasks, decisions, accountabilities, and responsibilities you want to delegate 100%.

Put the RIGHT Players in the RIGHT Positions.

Often some people are currently assigned to positions, but won’t or can’t do everything reEverett, MA 02149 Everett, MA 02149 BOSTON AREA LOCATIONS quired to grow your business and 100 Fremont Street make more money. Rather than 2 Dexter Street 431 Second Street Worcester, 01603 Everett, MAMA 02149 Everett, MA 02149 move or replace them, weak head coaches (business owners) keep hoping these underperforming players get better as they cover for their weaknesses. This is obviously the WRONG person in the WRONG position. Struggling head coaches, rather than face reality, continue to make excuses like saying they’re a great foreman who can get things built properly, but Minichiello Bros./Scrap-It, Inc., Minichiello Bros./Scrap-It, Inc. won’t do the required paperwork. Or as a project manager, they’re Serves over 2500 customers a week and is one of New England’s largest Serves over 2500 customers a week and is one New England's largest buyers, buyers, sellers, and processors of scrap metal. Forour overgoal 60 years goal sellers and processors of scrap metal. For over 60 years has our remained great at negotiating subcontracts remained the same - to in provide the best along prices in thetop industry along with the same - tohas provide the best prices the industry with notch but can’t deal with customers. Or top notch service! Fred Rogers at 617-595-5505 customer service! Callcustomer Fred Rogers at Call 617-595-5505 they are a great carpenter, but Minichiello Bros./Scrap-It, Inc., can’t work well with other teamMinichiello Bros./Scrap-It, Inc., mates on the crew. Or as an Serves over 2500 customers a week and is one New England's largest buyers, equipment sellers and processors of scrap metal. For overa60week years ourisgoal Serves over 2500 customers and onehas Newremained England's largest buyers, operator, they know how to move dirt, but can’t work he same - to provide the best in theof industry along with notch sellers and prices processors scrap metal. Fortop over 60 years our goal has remained customer service! the Callsame Fred -Rogers at 617-595-5505 with certain superintendents. to provide the best prices in the industry along with top notch customer service! Call Fred Rogers at 617-595-5505 You have to make tough deci sions and do what’s right for your company. You’ll continue to limp Turn your metal into money today! along if you don’t do what you Turn your metal into money today! need to do, now, today, and im431 Second Street 431 Second Street

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

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continued on page 65

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Put the Right Players continued from page 63 mediately. If you have a foreman who won’t learn to operate a tablet computer for daily job reports, payroll tracking, job communications, and keeping in touch with the office, he has to either learn his position’s required responsibilities, find a different position with lower pay, or find another place to work. Your job as head coach is to offer training and a reasonable timeframe to require people to step up or step out. To fill each position with the right people, you want players who’ll be 100% accountable and responsible to accomplish the tasks required and achieve the expected results. Accountable means just that – empowered to make decisions and be responsible to get things done without having to check with their boss first.

pany stuck at the same place forever. Realize you can’t continue to do it all yourself. So do whatever it takes! Sell your car, truck, or backhoe, lease a used one, then take the money and hire professionals to fill the positions. 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 Action Plan Boot Camp, or get a discount at www.HardhatBIZSCHOOL.com online university for contractors, E-mail GH@HardhatPresentations.com. n

What Position do You Need to Fill? Smaller companies, as they start to grow, often first need to hire a responsible combination office manager & construction administrator, a part-time bookkeeper, and a full-charge field foreman or supervisor. As growth continues, they next need more administrative help, an assistant or full charge project manager, and another field foreman or jobsite superintendent. When deciding who to hire and what position to fill first, decide which new player will help you get more done and be more effective accomplishing top priorities in your company. Remember, when you do $20 per hour work, you are not getting a high return on your time and your company won’t be able to grow.

Make Tough PEOPLE Decisions! You know what you have to do, so do it now. However large or small your company is, identify every position needed or required to manage your company effectively and the players required to continue to build a successful growing profitable business. Maybe you think you can’t afford it right now, but postponing hiring the right people will keep your comSEPTEMBER, 2020

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Advertisers’ Index ATS Equipment, Inc. .............................................................22 American Shoring, Inc........................................ Ins. Back Cvr. B2W Software..........................................................................9 Badger Daylighting................................................................32 BakerCorp..............................................................................62 Boro Sand & Stone Corp.......................................................56 Brennan Consulting...............................................................15 Dennis K. Burke, Inc..............................................................13 C&S Insurance Agency..........................................................14 Concrete Systems, Inc...........................................................30 Core & Main.............................................................................4 Cumberland Quarry Corp......................................................50 Dagle Electrical Construction Corp.........................................6 Darmody, Merlino & Co., LLP................................................54 Dedham Recycled Gravel......................................................67 DeSanctis Insurance Agency, Inc. ........................................64 Dig Safe System, Inc.............................................................48 The Driscoll Agency...............................................................59 Eastern States Insurance Agency, Inc..................................45 Eastpoint Lasers, LLC...........................................................15 T. L. Edwards, Inc..................................................................54 Ferguson Waterworks............................................................60 Genalco, Inc...........................................................................25 Gorilla Hydraulic Breakers.....................................................62 L. Guerini Group, Inc..............................................................66 Hinckley Allen LLP.................................................................18 Hydrograss Technologies Inc................................................58 Industrial Safety & Rescue....................................................52 JESCO...................................................................................54 P. J. Keating Company...........................................................24 Lawrence-Lynch Corp............................................................66 Lorusso Corp.........................................................................62 Lorusso Heavy Equipment, LLC............................................34 Mass Broken Stone Company...............................................59 Milton CAT...............................................................Back Cover NSI Contracting .....................................................................64 National Trench Safety..........................................................12 Norfolk Power Equipment, Inc...............................................56 North American Crane & Rigging LLC..................................28 North East Shoring Equipment, LLC.....................................50 Northwestern Mutual..............................................................51 Ocean State Oil......................................................................58 Palmer Paving Corp............................................................... 11 Pawtucket Hot Mix Asphalt....................................................60 E. H. Perkins Construction Co., Inc.......................................68 Podgurski Corp......................................................................19 E. J. Prescott, Inc................................................Ins. Front Cvr. Putnam Pipe Corporation...................................................... 17 Rain For Rent-New England..................................................46 Read Custom Soils................................................................67 Reliable Equipment, LLC.........................................................2 Ritchie Bros. Auctioneers......................................................56 Rodman Ford Sales...............................................................20 Schmidt Equipment, Inc...........................................................1 Scituate Concrete Products Corp..........................................42 Scrap-It, Inc............................................................................63 Shea Concrete Products, Inc. .................................................8 SITECH New England............................................................16 Starkweather & Shepley Ins. Brokerage, Inc........................40 Taylor Oil Company...............................................................48 Tonry Insurance Group, Inc...................................................67 United Concrete Products.....................................................52 United Rentals Trench Safety................................................38 Veterans Business Supply, Inc..............................................36 Watertown Ford Commercial.................................................65 Webster One Source.............................................................66 C. N. Wood Co., Inc. .............................................................10 Woodco Machinery, Inc.........................................................44

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