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Doors to Success

Invigorated.

That’s not the word many people would use to describe themselves after being in the same business, with the same company, for 34 years. But that’s precisely how Al Herringshaw feels about his most recent career move.

Specifically, he purchased Pella Windows & Doors of Western Massachusetts, a window and door sales and installation business headquartered in Greenfield, which he first joined as a teenager in 1985. It’s been a long and challenging road to ownership, one that required decades of experience in the field and lots of “homework,” as Herringshaw called it, to be ready to take that leap.

Despite the challenges, he would be the first to say he’s glad he decided to take the reins. The second would be Gary Sherman, former owner of Pella Windows & Doors, whom Herringshaw credits with not only showing him the ropes, but also providing support throughout the transition process.

“As succession occurred from Gary Sherman to me. I wouldn’t have done it without his support and without the support from all the employees,” said Herringshaw. “It wasn’t a one-man show. Gary wanted it to happen, I wanted it to happen, and it allowed Gary and I to provide a fairly seamless experience for the employees.”

Herringshaw said making this an easy transition for staff members topped his priority list — not only out of respect for them, but because he knows how it feels to be an employee. In fact, he held several positions in the company before ascending to ownership this past July.

“It feels really good that they’re, in my opinion, back to promoting innovation and coming up with unique things within the window and door industry that set us apart. They’ve really come up with some neat products over the last couple years.””

Herringshaw was only 19 when he started at Pella in the summer of 1985 as a sliding-door builder. He worked in the shop for two years before moving to commercial coordinator, as recommended by his shop supervisor. He spent two years there, then moved into an outside sales rep position in West Springfield for 10 years — all positions he says he enjoyed greatly.

“It’s good to spend time in the field,” he said. “You certainly learn a lot about a business in a sales position.”

In 2000, he came back to Greenfield as Sherman’s general manager and spent 20 years in this position before purchasing the business last year. He said the company had a great back end to 2019, and he’s excited to tap into his extensive experience to bring even more success to an already thriving business.

Opportunity Knocks

Herringshaw believes his experience within the company will help him bring many skills to the table in order to take Pella to a new level.

“I think it helps me garner some respect from the employees because I have seen a lot of the business,” he said. “I also think it gives me perspective on how to look at certain things when people come to me with issues, or even when a customer comes to me.”

Herringshaw said minimal changes were made to staff or location of employees during the transition, and he hopes to fill seven to 10 open positions in the near future.

And that’s only the beginning.

He says he has several ideas and goals he would like to implement to take Pella Windows & Doors to the forefront of the construction field.

“I think we need to add new talent to our business, and I think we need to grow our social-media profile,” he said. “I think those are two key things for our business to get us to the next level.”

Perhaps one of his biggest goals is to raise the Pella profile in the architect community.

“I think we do well there. I’d like to be awesome there,” he told BusinessWest. “I would like Pella products to be the number-one thought-of brand in an architect’s office.”

Al Herringshaw says his many years and layers of experience in the company will help him garner respect from his employees.

As for how to accomplish this, he said he’s excited about some new products that the Pella corporation is introducing to help stand out from the competition.

“It feels really good that they’re, in my opinion, back to promoting innovation and coming up with unique things within the window and door industry that set us apart,” Herringshaw said, adding that he is on a product board where he gets to give input to the company. “They’ve really come up with some neat products over the last couple years.”

For example, he hopes to become a business that is very focused on the ability to supply replacement windows, noting that this will be in high demand in the future.

“When you look at the inventory of homes we have in New England, there are a lot of old homes,” he said. “I think energy-efficient replacement is a big deal, and a good experience for customers is something that we have to focus on and be ready to supply.”

“My folks are very available, I’m very available, and we want to make sure people are happy with the end result. I think that’s a big deal for any company today — to be conscientious and to understand that that’s probably the one way you can truly make yourself unique.”

Standing out is difficult in this industry marked by stiff competition and often vulnerable to economic tides. But Herringshaw is confident that, by diversifying the business and continuing to provide excellent service to customers, Pella will be able to stand out.

“I think the innovation makes a big difference in standing out,” he said. “I truly believe that the overall quality of our products, the fit and finish, really is superior to anyone else’s. But I’ll also tell you, at the end of the day, I believe our customers would say that they do business with us because of the way we respond and take care of them.”

Looking Ahead

Installed sales manager Dan Wells is enthusiastic about the new ownership, noting that “Al has a way of keeping everyone engaged and focused on priorities. One of those priorities is supporting the communities where we live and work.”

A fixture in Western Mass. and Vermont since 1962, Pella has long been known for its customer-centric approach to business, Herringshaw noted, and he expects that to continue. “I have one goal — to make Pella of Greenfield the number-one place to purchase windows and doors, and the number one place to work.”

In short, with plenty of experience in the field, a mind full of ideas and goals, and a hardworking team ready to make it happen, Herringshaw is ready to take Pella Windows & Doors to the next level.

“My folks are very available, I’m very available, and we want to make sure people are happy with the end result,” he said. “I think that’s a big deal for any company today — to be conscientious and to understand that that’s probably the one way you can truly make yourself unique.”

Kayla Ebner can be reached at [email protected]

Construction

Powered Up

Mike Ostrowski says having the right tools and resources for each job matters, but so does a focus on the personal service and small details.

Mike Ostrowski says having the tools and equipment to be able to do any job is at the top of his priority list.

In fact, it has been that way since the day he started his business. 

Right after high school, Ostrowski went to work for an electrical company in Westfield. For 10 years, he gained extensive experience beyond what many believe is the typical job description of an electrician. 

“When people think of electricians, they think lights and plugs and stuff like that,” said Ostrowski. “While that’s part of it, my specialty and what I got into is automation controls and machinery.”

While he felt he gained an ample amount of experience at this position, he did not feel appreciated for what he brought to the table, so he left the company to start his own business in 2004.

“I went out to see my dad and said, ‘hey, can I borrow enough money to buy a van?’” Ostrowski told BusinessWest. “So, I went out and bought a van and put tools in it.”

“When people think of electricians, they think lights and plugs and stuff like that. While that’s part of it, my specialty and what I got into is automation controls and machinery.”

The rest is history.

This van — and Ostrowski’s dream‚ turned into Ostrowski Electrical, which became AMP Electrical in 2006. He gained a partner that year, and before they parted ways in 2010, they were still able to grow the company from seven employees to 35.

AMP has since downsized to 12 staff members, and while the company has taken some twists and turns over the years, Ostrowski continues to promote the same values he started with, specifically focusing on delivering strong personal service to customers.

“Quality and neatness still count for us,” he said. “Sometimes that’s missed in projects that I’ve seen. Even though we’re a smaller company, we have all the tools and equipment that it takes to do big projects, which a lot of smaller guys don’t have.”

Around the World

As Ostrowski said, many tend to view electricians as just that: people who install lights. But one way AMP Electrical is able to stand out from the crowd is its automation and support services, which have taken Ostrowski everywhere from local cities and towns to all the way to Egypt.

“I like watching the whole process run from start to finish,” he said. For example, beginning in 2005, he picked up a couple projects for Qarun Petroleum Co., based in Cairo, where he designed, built, and tested control panels and wired pump skids locally. He then shipped them off to Cairo, flew there himself, and ran the startup process.

While this is certainly not a regular occurrence, Ostrowski says this is a process that he encounters locally as well.

More recently, AMP Electrical worked on a bleach-dilution process for KIKCorp, a leading independent manufacturer of consumer packaged goods. Ostrowski and employees programmed the valves and controls so the bleach could be diluted to whatever temperature the company wanted.

Of course, AMP is capable of much more than these complex jobs. The company also offers complete electrical construction services, municipal water and wastewater controls, building electrical maintenance, telecommunications solutions, complete service to industrial manufacturing, electrical testing, and bucket-truck services.

The key, as Ostrowski said, is having the tools for every job.

But this field does not come without its challenges. With the wide array of services they offer, AMP has managed to stand out from area competition, but has struggled, as many in this and related industires have, with a lack of skilled workers. “There are not enough skilled people out there,” he said. “There’s a gap in knowledge.”

This, he noted, is partially due to the solar boom, which has created a deficiency in electricians. When people go into solar as apprentices, they come out with the skills to put solar panels on, but often lack basic electrical skills.

“The biggest challenge today, being in this field, is finding talented electricians,” he told BusinessWest. “The solar industry has created a lot of electricians that don’t have a lot of the basic pipe-bending skills and electrical knowledge that you would get working for a traditional electrical contractor.”

Ostrowski himself has quite a few more skills than the average electrician. Moving from business owner to employee, he’s had to do some research to strengthen his expertise in areas including finances, estimating, and business management, all without a college degree.

“I’m a licensed electrician that basically figured it out and made it happen,” he said.

Getting the Job Done

No matter what hat Ostrowski may wear at any given time, electrician or business owner, he makes sure his employees have the tools to get the job done and sets an example of what quality service should look like.

“You’re still going to see my face on job sites,” he said. “When the phone rings and everyone’s busy, my boots are in the corner. I’ll grab my tools and go out and fix somebody’s piece of equipment, or I’ll plug my laptop in and be able to look at somebody’s process and take care of them.”

Kayla Ebner can be reached at [email protected]

Construction

Building a Bridge

Cynthia DeSellier instructs Aleah Pannell, second from right, and other students in a classroom at STCC.

Civil engineers help design bridges, roads, and other critical infrastructure projects. In fact, “we make civilization possible,” Springfield Technical Community College (STCC) Assistant Professor Cynthia DeSellier tells her first-year students.

“You turn on the water in your house — a civil engineer made that possible,” DeSellier added. “Engineering truly does make civilization possible. Without us, the standard of living we enjoy wouldn’t be there.”

The civil engineering technology (CET) program at STCC prepares students for robust careers as technicians who help civil engineers to plan, design, and build highways, bridges, utilities, and other infrastructure projects. They play a key role in commercial, industrial, residential, and land-development projects.

With a two-year associate degree, a civil engineering technology graduate is poised to work in a growing field where the median pay in 2018 was $52,580 per year, according to the Bureau of Labor Statistics (BLS). Graduates typically search for jobs in industries such as construction, engineering, planning, design, and management.

The bureau projects that jobs for civil-engineering technologists will continue to grow over the next several years. “The need to repair, upgrade, and enhance an aging infrastructure will sustain demand for these workers,” according to the BLS.

“CET is a hallmark engineering technology program at STCC,” said Professor Beth McGinnis-Cavanaugh, an STCC graduate who chairs the department and earned a master’s degree in civil engineering. “The program was founded in 1968, and our graduates have always been in demand. That speaks to the consistency of overall demand and growth in the field. The need to build new infrastructure or upgrade existing infrastructure is constant. Local employers are eager to hire our graduates in a range of civil engineering sectors.”

First-year students enrolled in STCC’s civil engineering technology program will acquire skills in computer-aided design (CAD), construction estimating, and construction materials and methods. In the second year of the program, students will study structures, hydrology, surveying, quality control of materials like concrete, asphalt production, and roadway construction.

“Our graduates have always been in demand. That speaks to the consistency of overall demand and growth in the field. The need to build new infrastructure or upgrade existing infrastructure is constant.”

DeSellier graduated from STCC’s CET program in 2000. She went on to receive her bachelor’s degree in civil engineering technology from a four-year institution. After working in the field for several years, she joined STCC as an assistant professor. Since then she has been able to combine her passion for civil engineering with her love of teaching.

“I went into the civil engineering technology program as a young student at STCC not knowing anything about the field, but I came out with my degree loving it,” she said. “After working as a civil engineer for several years, I started teaching. Civil engineers specialize in areas such as structural analysis, transportation, soils and foundations, water resources, and environmental engineering. Our jobs are extremely important.”

While there have been great strides toward gender equality in the workforce, female engineers continue to be underrepresented at companies and in classrooms. According to the Society of Women Engineers, only 13% of working engineers are women, and only 3.7% of female college freshmen plan to major in engineering. Latinos and African-Americans make up about 12% of the engineering workforce, according to U.S. News & World Report.

McGinnis-Cavanaugh, who is the faculty advisor for the Society of Women Engineers, said the college would like to see more overall diversity in the classroom and in the field.

“We have several women teaching engineering at STCC, which is terrific,” she said. “There’s a misconception that civil engineering is a man’s field, but that’s not the case. Women successfully manage large construction and engineering projects and make significant contributions to the planning, design, construction, and sustainability of buildings, bridges, dams, water and wastewater facilities, and road and highway systems.

“The work of the civil engineer helps society by ensuring clean water, safe structures, and innovative transportation systems, among other civil works,” she added. “Women who enter this field are passionate about helping society and applying their knowledge and training to improve the quality of life for all. I would love to see more women and people of color enrolled in the civil engineering technology program. It’s important to bring diverse backgrounds to the field to offer different perspectives and better solutions to critical infrastructure and sustainability problems.”

Aleah Pannell, who graduated from STCC in May and was sometimes the only woman in a class, said women should not feel intimidated by engineering or any of the science majors.

“Some other programs might be easier than engineering, but I like the challenge,” Pannell said. “I would say to any woman — or anybody — take the chance. At the end of it, you will be able to say you accomplished something that was challenging.”

Construction

Slowing Trend

Dodge Data & Analytics recently released its 2020 Dodge Construction Outlook, predicting that total U.S. construction starts will slip to $776 billion in 2020, a decline of 4% from the 2019 estimated level of activity.

“The recovery in construction starts that began during 2010 in the aftermath of the Great Recession is coming to an end,” said Richard Branch, chief economist for Dodge Data & Analytics. “Easing economic growth driven by mounting trade tensions and lack of skilled labor will lead to a broad-based but orderly pullback in construction starts in 2020. After increasing 3% in 2018, construction starts dipped an estimated 1% in 2019 and will fall 4% in 2020.”

However, he was quick to note, “next year will not be a repeat of what the construction industry endured during the Great Recession. Economic growth is slowing but is not anticipated to contract next year. Construction starts, therefore, will decline, but the level of activity will remain close to recent highs. By major construction sector, the dollar value of starts for residential buildings will be down 6%, while starts for both non-residential buildings and non-building construction will drop 3%.”

The pattern of construction starts for more specific segments is as follows:

• The dollar value of single family housing starts will be down 3% in 2020, and the number of units will also lose 5% to 765,000. Affordability issues and the tight supply of entry-level homes have kept demand for homes muted and buyers on the sidelines.

• Multi-family construction was an early leader in the recovery, stringing together eight years of growth since 2009. However, multi-family vacancy rates have moved sideways over the past year, suggesting that slower economic growth will weigh on the market in 2020. Multi-family starts are slated to drop 13% in dollars and 15% in units to 410,000.

• The dollar value of commercial building starts will retreat 6% in 2020. The steepest declines will occur in commercial warehouses and hotels, while the decline in office construction will be cushioned by high-value data-center construction. Retail activity will also fall in 2020, a continuation of a trend brought about by systemic changes in the industry.

• In 2020, institutional construction starts will essentially remain even with the 2019 level as the influence of public dollars adds stability to the outlook. Education building and health-facility starts should continue to see modest growth this year, offset by declines in recreation and transportation buildings.

• The dollar value of manufacturing plant construction will slip 2% in 2020 following an estimated decline of 29% in 2019. Rising trade tensions has tilted this sector to the downside with recent data, both domestic and globally, suggesting the manufacturing sector is in contraction.

• Public-works construction starts will move 4% higher in 2020, with growth continuing across all project types. By and large, recent federal appropriations have kept funding for public works construction either steady or slightly higher — translating into continued growth in environmental and transportation infrastructure starts.

• Electric utilities and gas plants will drop 27% in 2020 following growth of 83% in 2019, when several large LNG export facilities and new wind projects broke ground.

Dodge Data & Analytics is North America’s leading provider of analytics and software-based workflow-integration solutions for the construction industry.

Construction

Beneath the Surface

Jeff Weinman stands on the former York Street Jail site, where a new, state-of-the-art pump station is being built.

The wastewater pump station at Springfield’s riverfront has done its job for more than 80 years, but it’s nearing the end of its useful life and lacks the capacity to keep up with the region’s growth — which threatens the cleanliness of the Connecticut River itself. That’s why the Springfield Water & Commission has launched a $115 million project to build a new station and three new pipelines across the river — a project that comes with some intriguing challenges and equally innovative solutions, including something called microtunneling.

When the wastewater pump station on York Street in Springfield was built 81 years ago, the city’s infrastructure was much different — and so were its sewage-treatment needs.

“The existing pump station is pretty old, though it’s still functional,” said Jeff Weinman, senior project manager Daniel O’Connell’s Sons (DOC), the contractor overseeing the construction of a new, much larger pump station at the site. “The capacity is the issue. As the city has expanded over the years, it’s kind of at its capacity right now, so they need to create additional pumping capacity there. In order to that, they needed to build a bigger pump station with bigger pumps, bigger piping, bigger everything.”

The $115 million project will serve 70% of the region’s population by conveying wastewater from Springfield, Ludlow, Wilbraham, and East Longmeadow across the Connecticut River to the Springfield Regional Wastewater Treatment Facility on Bondi’s Island. A new, higher-capacity wastewater pump station will be constructed, as well as three new wastewater-conveyance pipes across the Connecticut River.

The project is a cornerstone of the Springfield Water & Sewer Commission’s efforts to comprehensively plan projects that will meet multiple pressing needs such as combined sewer overflow reduction, climate resiliency, system redundancy, and infrastructure renewal. Construction is expected to last well into 2022.

“It’s part of a capital investment on the part of the commission to both increase their infrastructure and enhance water quality in the Connecticut River,” Weinman told BusinessWest. “It can reduce the potential for severe storms to impact water quality in the Connecticut River by having storm runoff or having the city’s sewer system overflow.”

A rendering shows the future pump station’s footprint both above and well below the ground.

The innovative project, expected to create about 150 construction jobs over the next three years, is designed to address four key issues, including:

• Infrastructure renewal (the new, modern station will replace an aging station nearing the end of its useful life and accommodating future growth in the region);

• Environmental protection (increased pumping capacity will prevent an additional 100 million gallons of combined sewer overflows from entering the Connecticut River in a typical year);

• System redundancy (three new pipes under the Connecticut River will add redundancy and improve service reliability for customers in Springfield, Ludlow, East Longmeadow, and Wilbraham); and

• Climate resiliency (flood-control protection will be increased by repurposing the old pump station).

The project is a culmination of years of planning — specifically through the commission’s Integrated Wastewater Plan (IWP). Adopted in 2014, the IWP was one of the first such plans in the country to integrate project planning for regulatory compliance — specifically, projects that fulfill an unfunded federal mandate to eliminate combined sewer overflows — and for renewal of aging infrastructure.

A Question of Capacity

The new station is being built on the former site of the York Street Jail and will connect to the Springfield Regional Wastewater Treatment Facility on Bondi’s Island through three new, 1,200-foot river crossing pipes. The additional pipes will supplement the two 80- and 50-year-old pipes under the river now, allowing for more regular maintenance and alternatives during emergencies.

“It can reduce the potential for severe storms to impact water quality in the Connecticut River by having storm runoff or having the city’s sewer system overflow.”

A $100 million low-interest loan from the Massachusetts Clean Water Trust State Revolving Fund (SRF) is the source of funding for the majority of the project. The SRF is administered by the Massachusetts Department of Environmental Protection with funding from the federal Environmental Protection Agency and from repayment of past loans.

The project also utilizes an innovative form of construction called ‘construction manager at risk’ (CMAR). Rather than designing a project and then sending it to bid for construction, CMAR incorporates the construction manager earlier in the process to help identify risks that may arise in the construction phase due to design. This garners more price certainty and minimizes project delays due to unforeseen circumstances.

“The delivery method is a little different,” Weinman said. “We did a technical proposal for the job, and based on that we were awarded the contract, then we worked with the design team during the final stages of development of construction documents, providing budgeting support and working with design team as they finalized documents and tailored them to the approach to the work that we thought best.”

The current, 81-year-old pump station is much smaller — and can thus handle much less wastewater — than the one coming online in 2022.

One of the interesting challenges of the project is where it’s sited, shoehorned between West Columbus Avenue and the flood-control wall and the infrastructure on York Street, including the main interceptor pipe for the city of Springfield.

“The pump station needs to be deep enough to work with the existing elevations of the infrastructure and also be able to have the capacity to handle the flow that it needs to handle,” Weinman said. “The bottom elevation of the pump station is 50 feet below existing grade. The site is so small, you have to go pretty much straight down with excavation to build the pump station.”

So, in a move uncommon in Western Mass., DOC will use a slurry wall for supportive excavation. “It’s a type of system usually used in downtown Boston and urban settings where you don’t have a lot of real estate. A concrete wall is built in the ground without using formwork,” he explained. “It’s kind of a unique process — the first time I’ve been involved with a project that employs that system.”

Another challenge involves running the new pipelines under the Amtrak tracks, Weinman noted. “So they’re going to be microtunneling under the tracks. We did a smaller supportive excavation for the launch pit for the microtunneling. That’ll be going on hopefully next summer — boring a hole beneath the flood wall and the railroad tracks out to the other side of the tracks down toward the river.”

Next summer will also see the start of the underwater pipe installation. That phase of the project should take about 12 months, as will DOC’s infrastructure upgrades at Bondi’s Island to expand the capacity of the sewage intake there. The construction of the pump station itself is the most involved part of the project; a groundbreaking took place in the spring, and it should be complete in May 2022.

Water Works

The river-spanning pipe installation — which DOC will subcontract to a firm that specializes in such work — is a relatively straightforward job, but the process of completing the work has become more difficult in terms of the regulatory aspects, Weinman told BusinessWest.

“There’s a lot more awareness now of the potential environmental impacts, so the planning of it becomes a lot more intensive. You work with regulators, MassDEP, the Army Corps of Engineers, and other regulatory agencies involved, making sure you’re tailoring your work in a way that complies with all the regulations and minimizes the impact,” he explained. “It’s an arduous process, and I understand why it’s there.”

Still, the entire project itself will have a major environmental benefit, and that’s keeping the Connecticut River cleaner while better meeting the region’s growing wastewater needs.

“The York Street Pump Station and Connecticut River Crossing Project is a sign of the commission’s smart and future-oriented approach to stewarding the region’s water and wastewater infrastructure,” Commission Executive Director Josh Schimmel said at the spring groundbreaking. “These types of projects may not always be the most glamourous, but they are critical to maintaining public health, service reliability, and environmental protection in the region for the 21st century. We are proud to initiate this project that will maximize ratepayer dollars by meeting multiple needs.”

To Weinman and his team at DOC, it’s another rewarding challenge, particularly in terms of innovative methods like the slurry wall and the trenchless tunneling under the railroad tracks, that promises to lead to a positive outcome.

“That’s the nature of construction,” he said. “There are so many different systems out there, and every job has different challenges and different solutions.”

Joseph Bednar can be reached at [email protected]

Construction

Training Ground

Jeff Napolitano says he hears from contractors weekly that they need more skilled workers to grow.

Every week, Jeff Napolitano hears from contractors, and the message is always the same: We need more help.

“Contractors are always looking for skilled labor,” said Napolitano, project director of Community Works, an innovative arm of the Worker Education Program at UMass Amherst funded by the Massachusetts Department of Transportation.

“With the building trades, you have an older, whiter, maler workforce that has been retiring because, really, the biggest push for the trades ended in the ’70s,” he explained. “Back then, the mantra was, ‘after you graduate high school, you go to college.’ Going into the trades has been less and less common. But we’re finding now that, whether it’s electricians to wire things or laborers to work on job sites or carpenters to construct things, there’s a need for skilled trades. That’s where our programs come in.”

Community Works is an adult pre-apprenticeship program for the construction trades and the transportation and highway industry, with a specific focus on women, people of color, and veterans, although people of all demographics may participate.

A six‐week course offered in Springfield and Holyoke to prepare qualified applicants for an apprenticeship in the building and transportation industry, Community Works uses classroom and hands‐on learning experiences to equip participants with the skills needed to be accepted into a state‐registered apprenticeship program or transportation-industry employment, from which they can build a career. Participants also receive case-management and placement services to help achieve their career goals.

Even though he works on a university campus, Napolitano admitted the program is, from a financial perspective, much different than the college pathway.

“There’s almost no debt that you really have to rack up,” he told BusinessWest from his office at UMass Amherst. “We call it the inverse four-year degree because apprenticeship programs generally take three to five years on average. And unlike going to college, where you need to take out a bundle of money in order to go, you get paid while you train, while you’re working, while you’re waiting to become a full plumber or full electrician or whatever. So people don’t have to take any debt; in fact, they get paid, with benefits, to train to become a journey-level tradesperson. That’s a lot better deal than college.”

The training — delivered by instructors experienced in the trades as well as guest presenters who have expertise in their field — replicates an actual work experience to increase the likelihood of successful placement into apprenticeship. Classes run Monday through Friday, from 7 a.m. to 3:30 p.m., to mirror a typical construction workday.

“We’re a workforce-development program on steroids, Napolitano said. “A lot of programs have a very narrow niche — afternoon training for a week to do one particular technique in one part of the industry. Our program is six weeks, five days a week, eight hours a day.

“We call it the inverse four-year degree because apprenticeship programs generally take three to five years on average. And unlike going to college, where you need to take out a bundle of money in order to go, you get paid while you train, while you’re working, while you’re waiting to become a full plumber or full electrician or whatever.”

“So our program is way more intensive, and people graduate with OSHA 10 certification, first-aid/CPR certification, highway flagger certification, and other certifications that are, by themselves, extremely valuable,” he went on. “Over those six weeks, it isn’t just classroom training, things like blueprint reading and construction math, but also a lot of hands-on training.”

For instance, last year, 14 participants spent a day at a Habitat for Humanity site in Holyoke and insulated the whole house, he noted. “Folks also spend a whole week at the official carpenters’ apprenticeship training facility in Millbury, learning, as other carpenter apprentices learn, how to hang drywall and do flooring and that sort of thing. So they get exposed to a wide range of tools and equipment and techniques.”

And not just in carpentry, as they also visit electricians, sheet-metal workers, and others who can provide hands-on training experience.

“Instead of this being a program that just narrowly focuses on ‘you need to manufacture these widgets, and this is how you do it,’ we actually train folks in a wide variety of things. We bring in the folks from the ironworkers, the plumbers, the glaziers, the operating engineers, the elevator constructors, to basically explain these specific trades and what’s involved in getting into them. We have a very broad focus, and despite having that larger focus, it’s still a very intensive program in terms of amount of time and detail and exposure to the work.”

Immediate Success

Community Works began in 2009 as Springfield Works, a 20-member employer/union partnership to address a gap in the regional workforce-development system: too many Springfield residents were in need of additional skills training for entry into apprenticeship programs. Within a year, the program had the highest job-placement rate in the state among pre-apprenticeship graduates.

The program was rebranded in 2013 with an expansion into Holyoke, and continues to target underserved populations in the construction and transportation trades, including women, people of color, and veterans.

“Our focus is on closing the demographic gaps. These industries are heavily male, heavily white,” Napolitano said, noting that some public-works projects mandate 5% or higher percentages of women on the job.

Beyond that, Community Works applicants must be at least 18 years old; have a high-school degree or equivalent; be authorized to work in the U.S.; pass a drug test; pass a physical test, consisting of a ladder climb and other tasks; be a proficient (if not perfect) English speaker; and have a valid driver’s license and a registered, working vehicle.

“You don’t need to have any experience,” he said. “It can definitely be a plus, but you don’t need any. I’ve had people who weren’t even familiar with a measuring tape go on to construction careers. We presume that folks don’t have that experience. At the end of the class, everyone’s in roughly the same place, ready to go.”

After the six-week course (the next one runs from Feb. 24 to April 3) comes the apprenticeship placement phase, and that’s where Napolitano comes in.

“When they graduate, I help them figure out where they want to apply, what jobs they want to do,” he said. “Our partners commit to taking a look at people. After MGM was finalized, there was a dip in the labor market, but it’s coming back now. Contractors are calling me in a weekly basis looking for graduates to be put to work.”

The goal is to place graduates into apprenticeships in the building trades or into careers in the transportation industry, and sometimes both, he explained. The skills required for most trades take years to learn and are usually developed through apprenticeships, which combine classroom instruction and paid on-the-job training under the supervision of an experienced tradesperson. The sponsoring apprenticeship program pays the costs of apprenticeship training, and, upon successful completion of the apprenticeship, the participant is credentialed as a journey-level tradesperson.

In fact, all the training is free, starting with the six-week Community Works course, Napolitano added, and people receiving unemployment benefits are not required to search for a job during the program to maintain those benefits. Furthermore, all participants — there are between 20 and 25 slots in each annual class — also receive a basic set of tools and equipment.

It’s the kind of opportunity that has some college graduates rethinking that degree.

“Apprentice program directors are seeing more and more people with college degrees, who have a lot of debt and can’t get a good enough job with just a college degree,” he noted. “I had a couple of people with master’s degrees in my program last year. So it’s pretty remarkable.”

Do Your Job

After listing the requirements to apply for Community Works — things like English proficiency and the ability to drive — Napolitano remembered the most important one.

“The thing that’s required the most is the enthusiasm and initiative to want to get into the construction industry,” he told BusinessWest. “It’s a physical job, and it requires some hustle. That’s really what we’re looking for in people.”

That’s why participants are bounced from the program for multiple absences and tardies. “We’ve been told that 95% of the industry is showing up on time. The other 5% is having a good attitude and being willing to learn something.”

After all, the construction and transportation industries, in dire need of new blood to replace an aging workforce, are certainly willing to teach a few things.

“It’s definitely an issue, particularly for the larger companies that are trying to expand their base of work,” he said. “They need an expanding group of workers who can do the job.”

Joseph Bednar can be reached at [email protected]

Construction

Hot Opportunity

From left, Gloryvee Diaz, internship coordinator at STCC; Elliot Levy, senior director of Workforce Development; and Barbara Washburn, interim dean of the School of STEM, stand in front of the asphalt lab with industry partners.

Springfield Technical Community College (STCC) plans to open a mobile lab on campus to meet a demand in the construction industry for trained asphalt technicians and inspectors.

Students will train in the mobile lab as they pursue certification as hot-mix asphalt plant technicians and hot-mix asphalt paving inspectors. The jet-black lab, which resembles a boxcar without wheels, is located next to a civil engineering technology classroom on the STCC campus.

The college plans to offer courses in 2020. The program is designed for students without prior asphalt training.

STCC will be the only community college in the state with asphalt certification training, said Jim Reger, executive director of the Massachusetts Aggregate and Asphalt Paving Assoc. (MAAPA), which provided funding for the mobile lab. The training is made possible through collaborative efforts with the Massachusetts Department of Transportation (MassDOT), MAAPA, and the NorthEast Transportation Technician Certification Program (NETTCP).

“There is a tremendous need for asphalt technicians,” Reger said. MAAPA represents owners and operators of hot-mix batching plants and quarries in Massachusetts.

Reger explained that new specifications from MassDOT will require more licensed technicians and inspectors who will be in demand for jobs working in the field or at asphalt-production facilities.

Janet Callahan, president of Palmer Paving Inc., initiated the idea of an Asphalt Academy while serving as chairwoman of MAAPA. She echoes Reger’s sentiments that the industry needs trained technicians and inspectors. Asphalt training has been available only in Eastern Mass.

“We really wanted to establish something for people in the western or central part of the state. This is critical for our industry,” Callahan said. “There are not enough inspectors in the market right now. As a business owner, I know how difficult it is to fill these positions.”

Students who enroll in the program will be able to choose between two courses, which will be taught by NETTCP instructors: hot-mix asphalt plant technician certification, which is for individuals responsible for the sampling and testing of hot-mix asphalt at a production facility, or hot-mix asphalt paving inspector, which is for those responsible for inspecting, sampling, and testing hot mix in the field.

Also in development is a 420-hour asphalt pre-apprenticeship program designed to introduce people to the asphalt industry. The program would align with MAAPA’s 2,000-hour asphalt apprenticeship program and would offer advanced certification.

For more information about the program, including prerequisites needed to enroll, visit www.stcc.edu/wdc/asphalt-academy or contact the Workforce Development Center at (413) 755-4225 or [email protected].

Construction

Sphere of Influence

Work continues on an intriguing and highly visible project to put a fresh, more watertight face on the sphere at the Basketball Hall of Fame. The project is a study in efficient teamwork and bringing intricate work to a polished finish — quite literally.

While the Campanile and the larger Court Square complex are perhaps the most recognizable landmarks in Springfield, the large sphere that encompasses the museum at the Basketball Hall of Fame has certainly joined that list.

And right now, that sphere has taken on the look of a giant jigsaw puzzle — with some pieces in place and many still missing — which, in many respects, is exactly what it is.

Indeed, the Hall of Fame is in the midst of a $4 million project to repair the outside of the dome, easily the most visible component of a larger project will modernize the Hall and make it far more user-friendly.

The dome work, which began in March, has become somewhat of a spectator sport because of the Hall’s high degree of visibility, especially from I-91 and even the MGM Springfield parking garage. What people can see is dramatic change between what would be considered the old and the new, even though the 900 panels that make up the sphere are not actually being replaced.

What people can’t see, though, is how intricate and challenging this reconstruction project is, and the high level of choreography involved as crews attempt to make a museum façade comprised of nearly 1,000 panels look like one very shiny globe.

Paul Dowd, president of Bloomfield, Conn.-based Managed Air Systems LLC, which is leading the initiative, explained that “what makes it unique is there are not many spherical buildings out there. This replication of a basketball is a unique structure in and of itself.”

“It didn’t give us the opportunity to really reflect all the content that’s out there, whether it was a long-time-ago hall of famer or an honoree just enshrined last year; we weren’t able to really bring them alive. The objective in our new Hall of Honor will be to provide as much information as we possibly can on all the hall of famers, no matter what era they came in, and have it be much more engaging.”

Elaborating, he said that, again, like a jigsaw puzzle, no two pieces of this dome are exactly the same, despite how things look to the naked eye and even the photographs on these pages. This means each panel must be marked when it is taken down in order to ensure that it is put in the same place when it is returned.

After they’re removed and marked, 10 pieces at a time are shipped to Managed Air Systems where they are sanded and painted — a process that takes several hours per panel.

Each panel is unique and must be marked before being taken off, repaired, and put in the exact same spot it came from.

Although his firm specializes in this kind of work — Managed Air applies protective or decorative coating to anything that needs it, from cars to planes to furniture — the Hall project is somewhat different in that requires a focus on timeliness and ensuring an ultra-high level of consistency across 900 individual panels weighing 110 pounds each.

“One of the big concerns going into this was having a coordinated effort from the people taking the panels off to the people doing the rubber membrane repair on the inside to us getting the panels repaired and back to them,” said Dowd. “It was a very large, coordinated effort to make this all go smoothly.”

For this issue and its focus on construction, BusinessWest takes an in-depth, up-close look at the Hall project and how it is a shining example, figuratively but also quite literally, of effective teamwork in construction — and reconstruction.

Round Numbers

By now, a good number of people across the region have seen John Doleva, president and CEO of the Hall of Fame, hold up and talk about what he affectionately refers to as a ‘spaceship.’

That’s his pet term for the individual lights that were affixed to the museum dome as it was constructed nearly 20 years ago — the lights that took on different colors for various occasions.

He calls them ‘spaceships’ because, well, they take on the 1950s-ish, sci-fi shape of a UFO.

There are — or were — 900 of these lights — one for each panel — and roughly half of them leaked, said Doleva, adding that the damage caused by these leaks inspired the $4 million reconstruction project which will restore the panels to the original luster and replace the spaceships with LED lighting.

The project commenced in the spring, and, as both Dowd and Doleva noted, it’s been an intriguing project that requires a high level of coordination among Managed Air Systems and a host of local contractors.

John Doleva says the $4 million dome reconstruction should be finished by the end of September.

That list includes Western Builders of Granby, Chandler Architectural Products Inc. of Springfield, Kent Brothers Excavating of Southampton, Superior Caulking & Waterproofing of Palmer, Collins Electric of Chicopee, Healey & Associates of Belchertown, and project management by Colebrook Realty Services of Springfield and Holyoke.

“That was a key element as we chose vendors,” said Doleva. “We wanted them to be qualified, but there are plenty of qualified vendors in our area, and we wanted to make sure that we were employing people from our region.”

Managed Air Systems spends about 10 hours, on average, refurbishing each of the panels. Some have been damaged over the years and need additional repairs, meaning they need to be kept overnight. Once the repair and reconditioning work is done, the panels are painted to give the dome a fresh, new look.

Doleva said construction is moving quickly, so when these panels aren’t quite ready to be placed back in their positions, they are stored in the garage located under the Hall of Fame.

Dowd said the board at Hoop Hall chose a high-gloss finish for the panels, which will provide long-term durability against UV rays and weather.

“It almost looks wet when you look at the panel, very similar to a freshly painted car part,” he explained. “That glossy finish helps protect it more long-term from the exposure to the sun and the elements.”

But there’s more to it than slapping some paint on. There are three different materials that go on the panels — a sealer that allows the paint to go on, a grey metallic coating, and a clear coat that encapsulates and seals the panel. Dowd says each panel is painted in a downdraft-heated paint booth that he compares to a giant convection oven. Once the panels are painted in the booth, the press of a button cures the panels at up to 200 degrees.

Perhaps the most intricate part of this process is making sure each panel looks the same as the rest, even though they are all slightly different sizes.

“From our end, the biggest challenge we have is to have the repeatability in the quality of finish,” Dowd said, adding that the company has had to redo some panels that weren’t quite right. “You want this globe, when it’s all done, if someone was to walk around it, to have the same luster and shine and quality on it to look consistent as if it was just one giant globe.”

Once the dome is finished, LED projection lighting will be installed to light the front of the building.

“I think it will attract a lot of attention,” Dowd said. “You can’t miss it when you drive on 91 — it should get some ‘wow’ factor.”

The Bigger Picture

That phrase ‘wow factor’ applies to the many other components of the Hall renovation project as well, said Doleva.

These include the new Hall of Honor, which recently opened. It allows visitors to view any hall of famer in a brand-new, digital manner.

“It didn’t give us the opportunity to really reflect all the content that’s out there, whether it was a long-time-ago hall of famer or an honoree just enshrined last year; we weren’t able to really bring them alive,” said Doleva in reference to the old display. “The objective in our new Hall of Honor will be to provide as much information as we possibly can on all the hall of famers, no matter what era they came in, and have it be much more engaging.”

This includes the next phase of the indoor construction: a complete remodeling of the top floor of the museum. Doleva says this exhibit, sponsored by the NBA Players Assoc., will feature 16 key moments in basketball displayed in graphics on the ceiling.

“We’re going to take advantage of the verticality of that space by having a big sailboat sail of graphics and then an exhibit in front of it,” he said, adding that, while they are taking a more digital approach, they are not totally abandoning the original values of the museum, which includes physical artifacts. “What we haven’t lost sight of is what makes a sports museum different than going on your telephone and looking up sports history.”

Meanwhile, the outside of this particular sports museum will have a different look and feel as well.

The refurbished sphere will reflect a new era at the Hall — in all kinds of ways.

Kayla Ebner can be reached at [email protected]

Construction

A Surge of Confidence

By Kathleen Prause and J.D. Harrison

Results from the USG Corp. and U.S. Chamber of Commerce Commercial Construction Index from the second quarter of 2019 indicate that more than half of contractors are highly confident that the market will provide sufficient new business opportunities in the next 12 months.

Overall, the Q2 composite score of 74 — up two points from 72 in the first quarter — shows a vibrant commercial construction sector, although contractors’ revenue expectations slightly decreased.

“The construction industry is a reflection of our country’s broader economic health, so contractor optimism is a great sign for everyone,” said Chris Griffin, president and CEO of USG Corp. “Even so, it is important that we think about solutions to our big challenges, like building a healthy pipeline of new workers and incorporating technology to make our job sites safer and more efficient.”

More than half of contractors (52%) are highly confident about the ability of the market to provide new business opportunities in the next 12 months, an 11% increase over last quarter’s findings. The backlog ratio — comparing contractors’ average current backlog of projects to the ideal amount of work companies would like to take on — reached 82, the highest since the Index launched in 2017. Hiring expectations also recovered between Q1 and Q2 2019, with most contractors (60%) anticipating employing more people in the next six months.

Furthermore, 60% of contractors report confidence that revenue will remain stable. They also expect access to capital to continue, with 66% believing access to financing will get easier or remain the same over the next six months.

In a notable shift from the last three quarters, the number of contractors who report “high concern” about the availability of skilled labor declined to 46% (down from 54% in the first quarter. While confidence in having access to skilled labor shows some improvement, 85% of contractors still express high concerns about the cost of that skilled labor.

For the third time since the launch of the Index in 2017, this quarter’s survey explored sustainability practices in construction. The findings show that the average share of green projects for contractors is declining. This finding is interesting, since other industry studies reveal no slowdown in the number of green construction projects. One explanation may be that the majority of green work is becoming more concentrated among a smaller group of specialized companies. The study shows that green projects are done more frequently by large contractors.

The Index also reports a mismatch between green standards and green incentives, with most contractors (84%) saying they must meet green standards on at least some projects, but fewer than half (47%) take advantage of green incentives. Finally, general contractors report that the most important green attributes swaying their purchasing decisions are energy efficiency (80%), materials without harmful chemicals (65%), and water efficiency (64%).

The Index comprises three leading indicators to gauge confidence in the commercial construction industry, generating a composite index on the scale of 0 to 100 that serves as an indicator of health of the contractor segment on a quarterly basis. The second-quarter results from the three key drivers were:

• Backlog: contractors’ ratio of actual to ideal backlog rose five points (to 82 from 77), hitting its highest point since the Index launched in 2017;

• New business confidence: the level of overall confidence rose three points (to 74 from 71), suggesting a return of optimism about the market’s ability to provide new business opportunities in the next 12 months; and

• Revenue: the revenue score dropped one point (to 66 from 67), although most contractors (60%) expect revenue to remain the same.

Kathleen Prause is director of Corporate Communications for USG Corp., a manufacturer of building products and innovative solutions. J.D. Harrison is executive director for Communications & Strategy at the U.S. Chamber of Commerce.

Construction

People Pipeline

Eighty percent of construction firms report they are having a hard time filling hourly craft positions that represent the bulk of the construction workforce, according to a national, industry-wide survey released last week by Autodesk and Associated General Contractors of America (AGC). Association officials said the industry was taking a range of steps to address the situation but called on federal officials to assist those industry efforts.

“Workforce shortages remain one of the single most significant threats to the construction industry,” said Stephen Sandherr, AGC’s CEO. “However, construction labor shortages are a challenge that can be fixed, and this association will continue to do everything in its power to make sure that happens.”

Of the nearly 2,000 survey respondents, 80% said they are having difficulty filling hourly craft positions, Sandherr noted. All regions of the country are experiencing similarly severe craft-worker shortages, with 83% of contractors in the West and South reporting a hard time filling hourly craft positions, slightly higher to the 81% rate in the Midwest and 75% rate in the Northeast.

Seventy-three percent of firms report it will continue to be difficult, or get even harder, to find hourly craft workers over the next 12 months. One reason for their worries is that contractors are skeptical of the quality of the pipeline for recruiting and preparing new craft personnel. Forty-five percent say the local pipeline for preparing well-trained and skilled workers is poor. And 26% say the pipeline for finding workers who can pass a drug test is poor.

Labor shortages are prompting many firms to boost pay and compensation. Two-thirds of firms report they have increased base pay rates for craft workers. And 29% report they are providing incentives and bonuses to attract craft workers. Firms are also taking a greater role in developing their own workforce. Forty-six percent say they have launched or expanded in-house training programs, and half report getting involved in career-building programs.

“Construction workforce shortages are prompting many firms to innovate their way to greater productivity,” said Allison Scott, head of Construction Integrated Marketing at Autodesk. “As the cost of labor continues to increase and firms look to become even more efficient, technology can enable better collaboration and ultimately lead to more predictable outcomes. There is also opportunity in untapped pools of talent such as tradeswomen, veterans, and young people looking for an alternative to the traditional four-year university.”

Scott noted that 29% of firms report they are investing in technology to supplement worker duties. One-quarter of firms report they are using cutting-edge solutions, including drones, robots and 3-D printers. Meanwhile, 23% of firms report they are taking steps to improve job-site performance by relying on lean construction techniques, using tools like building information modeling and doing more off-site prefabrication.

Association officials called on the federal government to boost funding for career and technical education. They also called on federal leaders to allow more immigrants to enter the country to work in construction, let construction students at community and career colleges qualify for federal Pell Grants, and make it easier for firms to establish apprenticeship and other training programs.