VOLUME 11, ISSUE 11 | NOV 2024 franchise success story born from a passion for cars Also in this issue TETRA TECH • CRM PROPERTIES • CONROE-NORTH HOUSTON REGIONAL AIRPORT Ghost Brands Climb to New Heights Pg. 59 WHERE PATIENT WELL-BEING IS THE TOP PRIORITY GLADES WEST NURSING & REHABILITATION CENTER
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EDITOR’S NOTES Dear Readers, A late fall chill is in the air as we look towards the Christmas season which is quite literally right around the corner. The autumn has flown by and it is hard to believe that we are just a matter of weeks away from a new year. At Business View Publications, it is always a pleasure to capture the change of season and lead-up to a new year. As late October leaves give way to frosty mornings, we consider it a privilege as always to bring our avid business readers an inside view into how municipalities, organizations of different sizes, and the many bustling airports throughout the continent are wrapping up their fall fiscal lineup as they gear up for 2025. For our November issue, we touched down at several leading regional airports and sat down with their Airport Directors including Conroe-North Houston Regional Airport and John Murtha Johnstown Cambria Airport to discuss each of their airport master plans, meeting continued aviation growth and the vital economic link to the community and region these air hubs serve. Looking at the municipalities we covered for our November issue, it is clear that continued best practices, bold initiatives, and critical infrastructure upgrades top the agenda at this time of the year. Civic officials continue to focus on key policies while adapting to economic challenges and putting residents first. In-depth profile features filled our pages with city officials from Athens, Alabama, Edson, Alberta, Forest Park, Georgia, Gatesville, Texas, Glens Falls, New York, Half Moon Bay, California, Mableton, Georgia, Perkins Township, San Leandro, California among other fast-growing municipalities. Each region is embracing the fourth fiscal quarter of 2024 by providing residents with what is on their wish list. Continued commercial and industrial growth coupled with residential growth have propelled these municipalities into representing some of the fastest-growing regions across North America. Companies profiled this month included CRM Properties, IPS Integrated Power Services, Prestige Pools, and Redline Athletics among other leading businesses and organizations. Looking ahead, all these companies show leadership and produce unparalleled projects to increase their business foothold, revving their economic engines towards further growth as we head towards 2025. As we continue to bring you the very best sector and industry-focused features, we hope that you take time for yourself to embrace the thought of the festive season that is just a few short weeks away as we, as always, provide you with the best business view. Karen Surca Editor in Chief 2 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 11
CONSTRUCTION 21 NORTH AMERICAN EXCAVATION SHORING ASSOCIATION Digging Deep into Trench Safety 31 PRESTIGE POOLS Innovative Experts of Luxury Pool Design ENGINEERING 43 TETRA TECH Helping Engineer Better Communities FACILITIES MANAGEMENT 55 AKINS FORD ARENA A First-Class Venue Fusing Entertainment & Opportunity 43 VOLUME 11, ISSUE 11 COVER GLADES WEST NURSING AND REHABILITATION CENTER 2 EDITOR’S NOTES 7 OPENING LINES TETRA TECH PRESTIGE POOLS 31 3 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 11
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HEALTHCARE 99 GLADES WEST NURSING AND REHABILITATION CENTER Where Patient Well-Being is the Top Priority REAL ESTATE 111 CRM PROPERTIES Indianapolis’ Premier Property Managers FINANCE 75 WALLKILL FEDERAL SAVINGS AND LOAN The Heart of Community Banking FRANCHISE 87 REDLINE ATHLETICS The Sports Performance Franchise of Champions VOLUME 11, ISSUE 11 GLADES WEST NURSING AND REHABILITATION CENTER REDLINE ATHLETICS 99 87 5 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 11
123 CONROE-NORTH HOUSTON REGIONAL AIRPORT Gearing up for Success 133 JOHN MURTHA JOHNSTOWN-CAMBRIA COUNTY AIRPORT Linchpin of Growth and Innovation BUSINESS VIEW CIVIL AND MUNICIPAL View these features in our newest magazine The articles in this publication are for information purposes only. Business View Publishing assumes no liability or responsibility for any inaccurate, delayed, or incomplete information, nor for any actions taken in reliance thereon. The information contained about each individual or organization has been provided by such individual or organization without verification by us. The opinion expressed in each article is that of its author and does not necessarily reflect the opinion of Business View Publishing. AVIATION VIEW View these features in our newest magazine CITY VIEW ATHENS, AL BELIZE CITY, BLZ CIBOLO, TX GATESVILLE, TX EDEN VALLEY, MN EDSON, AB ERIE COUNTY, OH PERKINS TOWNSHIP, OH STOW, OH WASHINGTON COUNTY, OH FOREST PARK, GA HALL COUNTY, GA MABLETON, GA VILLA RICA, GA GLENS FALLS, NY HALF MOON BAY, CA SAN LEANDRO, CA LEXINGTON, NC TRAVELERS REST, SC FLIN FLON, MB MORDEN, MB SPRINGFIELD, MB THOMPSON, MB ONEIDA COUNTY, WI SOUTHWEST RANCHES, FL WINCHESTER, TN EDUCATION CANDLER COUNTY SCHOOL DISTRICT FORT MCMURRAY PUBLIC SCHOOL DIVISION HORIZON SCHOOL DIVISION LLOYDMINSTER PUBLIC SCHOOL DIVISION PEWAUKEE SCHOOL DISTRICT JOHN MURTHA JOHNSTOWN-CAMBRIA COUNTY AIRPORT 133 6 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 11
OPENAI SHARES ITS FIVE-PILLAR BLUEPRINT FOR BUILDING AI INFRASTRUCTURE IN THE U.S. Opening Lines Source: https://www.americancityandcounty.com/, Ryan Kushner, First published 14th November 2024 Numerous local governments have taken huge strides in just the past year to embrace emerging artificial intelligence (AI) technology, whether applying it to streamline government tasks or simply establishing guidelines for its usage. But OpenAI believes the technology’s potential is bigger. The creator of ChatGPT and one of the leading purveyors of AI, OpenAI has shared what it described as its blueprint for building AI infrastructure in the U.S.—and federal, state and local community buy-in for the plan is key. The blueprint, published Nov. 13, includes five “ambitious” pillars that could reshape American cities and counties. In an interview with the Center for Strategic & International Studies Wednesday, OpenAI VP of Global Affairs Chris Lehane likened the AI company’s five pillars to major U.S. infrastructure initiatives such as the National Highway Act of 1956 and Telco Act of 1996. “We need to start to think big and act big in the same way that we have done in the past,” Lehane said. The influential company’s five pillars of building AI infrastructure included the following: The development of AI economic zones. The first pillar envisions federal and state initiatives to “speed 7 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 11
require expanding transmission, fiber connectivity, a natural gas pipeline and a framework for wireless AI connectivity. Lehane said such an Act would address the planning, permitting and payment needed to “build out a transmission grid [that] is optimized for the delivery of the type of commerce that can be generated by AI information and AI deployment,” said Lehane. Securing government backstops for high-value AI public works. For the infrastructure to take hold, the third pillar cites the need for investment. “The government can encourage private investors to fund high-cost energy infrastructure projects by committing to purchase energy and other means that lessen credit risk,” the blueprint states. “Such privately funded projects would serve the public as strategic national assets.” Lehane also pointed out the need to fund training.“There’s going to be a whole class of workers in and around the building of these facilities and serving of these facilities,” Lehane said. Develop a “North American Compact” for AI. The fourth pillar of the infrastructure blueprint suggests the U.S. team up with allies to better support its vision for AI and also to counter China’s emerging AI infrastructure.“Amongst the things that this compact could support was making our supply lines more resilient,” Lehane added. Reinvigorate the nation’s nuclear power sector. OpenAI views nuclear power as a key to powering AI technology in the future, and the company’s fifth pillar to building AI infrastructure seeks to strengthen and rebuild the country’s nuclear power capabilities. Lehane pointed to the U.S. Navy’s ongoing incorporation of nuclear power to power submarines as a sign of its potential.“Navy has been doing this for 75 years,” Lehane said.“They know how to do it. If we can put these things on subs, it seems like we should be able to figure out a way to put them in different places in the U.S. to help provide us that energy.” up permitting and approvals” for the development of wind farms, solar arrays and nuclear reactors that would be used to power AI infrastructure. “To help incentivize local communities, a portion of the compute [the computational resources required for AI systems to perform tasks] that would be generated by these data centers would be allocated for public use,” Lehane said.“It could support public universities. It could support the build out of developer ecosystems, so that those communities would really benefit from the economic activity in and around the AI data center.” The passing of a “National Transmission Highway Act.” To expand access to AI technology from sea to shining sea, the second pillar of OpenAI’s blueprint calls for a “nationwide ‘AI highway,’” that would 8 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 11
OPENING LINES Source: https://www.americancityandcounty.com/, Ryan Kushner, First published 04th November 2024 Political polarization is having a substantially negative impact on the nation, according to 87% of local government leaders recently surveyed by CivicPulse and Carnegie Corporation of New York. However, only 31% of those same city and county leaders felt that polarization was seriously impacting their local communities. In a politically divisive time nationwide, the limited negative impact of political polarization on local governments was a “surprising” discovery, according to Nathan Lee, founder and managing director of CivicPulse, a nonprofit research organization. “We find compelling evidence that the majority of local governments remain a haven for cooperative politics,” Lee said in a statement. The survey, conducted between August and September 2024 and published Oct. 23, polled 727 local civil service leaders and 685 local elected policymakers. “We are encouraged to see that in many respects, local government is navigating political polarization much better than federal government,” added Louise Richardson, head of Carnegie Corporation of New York, a philanthropic foundation. “Clearly there is much to learn from local leaders about how to make government work for all of us.” THE SMALLER THE LOCAL, THE LESS THE DIVIDE Population played a large role in polarization’s negative impact, according to the survey results. In communities of 50,000 or more, 46% of respondents viewed “substantial” negative impacts of polarization. In communities with LOCAL GOVERNMENTS ARE LESS IMPACTED BY POLARIZATION, SURVEY FINDS 9 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 11
NEWS DESERTS AND MISINFORMATION Poor quality reporting and a lack of local news outlets altogether have also heightened misperceptions about local government, according to survey respondents. “People just don’t exactly know what the facts are,” one elected New Jersey official stated.“Our local reporting is very poor, we [barely have] a newspaper, and it does not really ever give you a full picture. Even when you do try to stay up to date, stay informed, it’s just not always the clearest picture.” The turn to social media has also contributed to the spread of misinformation and polarized views about local government. “In person, it’s much more difficult to say the things that ‘Keyboard Warriors’ do via social media channels and outlets,” stated one head of economic development for a mid-sized city in Ohio.“I hope that we don’t devolve into a society where that in-person filter disappears.” HOW LOCALITIES COMBAT POLARIZATION The survey also pinpointed three ways local governments have found success tackling the challenge of political polarization, which have helped lead to a lessening of polarization’s impact within their communities: 1. Participating in local activities: “Both scheduled and unscheduled interactions among local government officials and staff create opportunities to identify commonalities and build mutual respect that foster effective policymaking,” according to the survey. 2. Focusing on local issues that improve the community: The survey noted that local officials “believe that their ability to focus on issues where the connection to community well-being is clear is a powerful force in reducing polarization.” 3. Reducing emphasis on political affiliation: “Several survey respondents expressed beliefs that, whether during local elections or day-to- day proceedings of government, deemphasis on party affiliations helps foster an environment where practical problemsolving and community-focused decision-making take precedence over partisan politics,” the survey stated. populations between 10,000 and 50,000, 29% of respondents reported negative impacts from polarization. Where populations ranged between 1,000 to 10,000, only 28% of respondents cited significant impacts. EFFECT ON RELATIONSHIPS ‘LIMITED’ Among city and county leaders surveyed, 16% said polarization was negatively affecting relationships between local government staff and constituents. Only 15% said relationships between elected officials and staff was negatively impacted by political polarization, and among government staff members, 11% said polarization negatively affected relationships. Party affiliation also plays less of a role in local government polarization than one might expect, according to the report. “In fact, the limited impact of polarization on elected officials’ relationships is consistent across Republicanmajority communities, Democratic- majority communities, and communities that have a similar number of Republicans and Democrats,” the report stated. DIVISIVE NATIONAL RHETORIC LEADS TO ‘MISTRUST’ Despite less negative impacts, divisive state and federal rhetoric still trickles down to local governments and can cause tension in communities, particularly during elections, according to many surveyed. “Polarizing statements lead to a lot of mistrust between constituents and county election offices,” a local elected official surveyed stated. Even if a local government “finds unity” across the table locally, polarization in state government can hamper a county’s funding and projects. “Our county is mostly Democrat and our state is Republican,” the head of economic development in a small Texas municipality stated in the survey.“We are constantly encountering hurdles whereby there is hesitation to promote and support projects in our county.” Heated national debates also “create flashpoints” of polarization in smaller communities. The head of communications for a municipality in Wisconsin found that conversations concerning LGBTQ+ programming have “become more of an inflection point” over the past four years. “Conversations about immigration and diversity initiatives have also taken a more polarized tone,” the respondent added. 10 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 11
IS THE PUBLIC SAFETY DEPARTMENT MODEL THE FUTURE OF MUNICIPAL EMERGENCY SERVICE? OPENING LINES Source: https://www.americancityandcounty.com/, Dr. Randall Bauer, First Published 30th October 2024 The undeniable fiscal constraints associated with local governance has challenged contemporary public administrators to achieve more with less. Budgets are stretched thin, and local government managers face increasingly complex service delivery demands from an electorate that loathes the idea of paying higher taxes. Traditionally solely a function of the police, contemporary public administrators are cognizant of the fact that community safety through effective emergency service delivery plays a prominent role in their citizenry’s standard of living. Additionally, they are very much aware of the reality that emergency service delivery is often their municipalities preeminent annual expenditure. One innovative option that stakeholders and municipalities have available to them is the adoption of the public safety department model. Wherein, a municipality’s police department, fire department and EMS agency is consolidated into a singular public safety department. Additionally, police officers, fire fighters and paramedics are replaced by public safety officers (PSOs) that are cross trained across all three vocations via their graduation from the police academy, fire academy and state certified emergency medical technician (EMT) program. A foreign concept in some states, others (such as Michigan) are amid a public safety department proliferation of sorts.And the concept of transitioning to the public safety department model of emergency service delivery continues to garner attention and gain traction nationally. The overarching goal of adopting the public safety department model is cost savings driven by the reduction of emergency service employees. Cross training employees to handle multiple forms of emergency services allows municipalities to hire less police/fire/ EMS personnel and thus utilize their limited resources more efficiently. In addition to cost reduction, additional benefits of the public safety department model include improved service delivery. PSOs that possess the ability to respond to multiple forms of emergencies equates to less nonproductive time among all three emergency services. Personnel will no longer be waiting around for the next fire, robbery or heart attack to occur. Rather, PSOs can respond to all these calls, which increases both response times as well as the number of individuals on scene at emergencies. The notion is not without merit, as police officers are often the first on scene at both fire and EMS calls simply because they are out patrolling as opposed to sitting at a station. If they are cross trained and thus take the appropriate action to control the blaze or address the medical concern, as opposed to simply radioing to incoming fire and EMS units the status of the emergency, property damage would lessen and lives could be saved. It is a more efficient use of a municipality’s emergency service resources. Resource allocation is of the utmost importance to contemporary public administrators, and this model is viewed as prudent in that respect. However, while the public safety department model certainly can be an efficient and cost-effective mode of municipal emergency service delivery, much must be taken into consideration by public administrators prior to its adoption. Completely altering the structural delivery of a municipality’s emergency services is a laborious process that takes years of planning, research, analysis and evaluation.Additionally, the decision also carries with it significant political consequences if the public safety department cannot meet emergency service demands. There is a myriad of factors that must be contemplated prior to any consolidation efforts: SIZE MATTERS Size is perhaps the most salient feature with regards to sustained public safety department model success. In a research project that I conducted in 2023, I interviewed current public safety directors, administered surveys to current public safety officers and acted as a participant observer within a fully consolidated public safety 11 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 11
service agencies value results over statistics, and their members describe themselves as having a guardian as opposed to warrior mentality. Enduring public safety departments are results driven agencies led by results driven individuals. The fully consolidated public safety department model does not lend itself to a statistically driven approach or attitude. PSOs switching job functions numerous times each shift (police/fire/EMS) simply do not have time to chase statistics via traffic stops, citations, arrests or medical transports. The rationale behind this conclusion is the fact that many of the services provided by PSOs are extremely time-consuming events (arrests/ active fires/medical emergencies). THE IMPORTANCE OF POLYMATH LEADERSHIp The unique nature of public safety director position requires any municipality considering adopting the public safety department model to place great emphasis on leadership development and succession management programs. It is undeniably a laborious post that requires an individual with a truly comprehensive skillset. This individual simultaneously oversees the operation of three emergency service entities. Thus, he or she is required to display superior knowledge, skill and abilities in all three vocations via verbal and written presentation. They must continuously stay up-to-date on the modern principles and practices of police/fire/EMS operations, prepare and administer an annual budget, and exhibit knowledge of the principles of effective administration with a focus on police, fire and EMS policies and practice. Additionally, he or she is forced to make three times the decisions of a singular police chief, fire chief or EMS director with regards to staffing, resource allocation and the overall wellbeing of the agency. An individual that has spent his/her entire career working in a municipal police department (like myself) may not be well suited to manage a public safety department with full time fire and EMS capabilities.Thus, it behooves these agencies to focus on succession management and internal leadership development. When adopted under the correct circumstances, the public safety department model can provide municipalities with efficient and cost-effective emergency services. However, it is not appropriate in all locales, and the ability of public administrators to properly future forecast their municipality’s growth potential is of the utmost importance. It will be viewed as a significant policy failure if stakeholders make the decision to consolidate their municipality’s emergency services, only to be forced into deconsolidation a few years later as the model cannot adequately meet their citizenry’s specific emergency service needs. department. The overall goal of the project was to determine the factors that contribute to the continued operation of the public safety department model within municipalities.The three most prominent themes derived via qualitative analysis of collected data all related to size. Those being small service area, low annual call volume and a small population to serve. What makes the public safety department model such an attractive option to smaller municipalities, the efficiency associated with one PSO’s ability to do the job of three, is exactly why the model is not appropriate in an urban setting or a sprawling jurisdiction. The model loses all its efficiency when PSOs are forced to respond distances regardless of the call type (police/fire/EMS). Proponents of the public safety department model tout the dynamism of PSOs and the fact these officers are never simply sitting at the station.Therefore, PSOs respond to all police calls for service in an extremely expeditious manner.And while working in a small service area, PSOs possess the ability to quickly drive to the station in their patrol car, jump into the fire engine or ambulance depending on the respective call for service, and respond accordingly. OUTCOME-BASED EMERGENCY SERVICE Both public administrators choosing to adopt the model as well as those chosen to lead the agency (public safety director/chief/etc.) must adhere to an outcome-based service delivery model. Outcome-based emergency 12 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 11
OPENING LINES COMMUNITY TRUST IS A FIREFIGHTER’S GREATEST ASSET Source: https://www.americancityandcounty.com/, Robbi King, First Published 5th November 2024 Firefighters are society’s first line of defense against natural disasters. When catastrophes like wildfires, floods or earthquakes ensue, these professionals aren’t just tasked with preventing the disaster from spreading; they’re also responsible for keeping community members safe from harm and maintaining order under high-stress situations. As climate change wreaks havoc on the planet, both the impact and frequency of severe weather events are growing by the day. Firefighters are leaders in their communities charged with setting expectations during emergency situations, but this takes significant relationship-building and cultivating the trust of residents. The burden on firefighters will only increase as climate change persists. That means they need ample resources and training to ensure they’re fully equipped to keep their communities safe when disasters unfold. Let’s explore how firefighters can use risk management strategies to stay prepared and build trust with the folks they’re responsible for protecting. WHY DOES TRUST MATTER? While firefighters are the ones doing the grunt work during natural disasters, the community at large has an important role to play, too. Preventing a fire from spreading or conducting a risky search and rescue is already difficult enough without facing pushback from community members. Nobody wants to evacuate their home before a storm, or be told that it’s unsafe for firefighters to enter a burning building because the flames have left it structurally unsound. But disaster response is a coordinated effort, which means it requires buy-in from everyone who might be affected. In my tenure as a firefighter, for example, I encountered homeowners who were unhappy to see firefighters cutting holes in their roof while a fire raged below. And I never blamed them—who wants to see even more damage done to their home during a fire? This is why it’s imperative for fire services professionals to be accessible members of the community. We attend public events and meetings as a way of both educating folks on the ins and outs of disaster response and making ourselves available to answer pressing questions. It’s a simple way to foster relationships with the people we serve, set expectations, and let them know that everything we do during a disaster is, ultimately, in their best interest. PREPARING THE COMMUNITY FOR EVERY SCENARIO As a former firefighter, I can confidently say that becoming better risk managers is crucial for navigating changing environmental conditions. Evaluating the potential impact of storms is the best place to start. As a department, begin by identifying the risks specific to your region. For coastal communities like mine, this looked like educating locals and our internal team on the risks of tropical storms and hurricanes. 13 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 11
organization/its community during a potential risk. As natural disasters become at once more common and more severe, risk management becomes an even greater necessity for emergency preparedness. KEY ACTIVITIES OF RISK MANAGEMENT INCLUDE: • Communicating and consulting • Establishing a context • Identifying • Analyzing • Evaluating • Treating • Monitoring • Reviewing Risk management should first and foremost be approached as a partnership.After a disaster ensues, re-entry teams, for example, might be made up of firefighters and law enforcement professionals. But it’s the utility companies in public works who are responsible for clearing the road when a power line is down or when a gas line must be shut off. This requires a significant amount of training that aligns with departmental and community needs. Firefighters can lay the groundwork for a coordinated response via community engagement and education, but it must be supplemented by ample training.When they have access to resources that train them on real-world scenarios, firefighters are better equipped to lead their communities and counterparts through emergency situations. Risk management requires community members and emergency responders to work together as a cohesive group, no matter what emergency they’re forced to face. As natural disasters increase in frequency and severity as a result of climate change, firefighters must develop an obsession with building trust in their communities in order to keep people safe. It’s an uncomfortable conversation to have, but we need to confront the realities of what happens when there’s no relief. When emergency preparedness groups and our personal circles are aware of what the worst-case scenario looks like, they’re more likely to get on board with the processes that ensure prevention. It’s not easy to tell your spouse, for example, that she might have to pack up and evacuate your home one day so that you can do your job effectively, but the emotional aspects of risk management cannot be ignored. Being honest about the harshest realities of navigating a natural disaster is key to building trust within your community. Locals want to know that their fire department is prepared for anything that might threaten their safety, so don’t sugarcoat for the sake of avoiding unpleasantness. THE POWER OF RISK MANAGEMENT Risk management can be defined as a series of coordinated activities to direct and control an 14 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 11
OPENING LINES Source: https://nbaa.org/, Editor, First Published 07 Nov 2024 The Department of Transportation’s (DOT’s) Aerospace Supply Chain Resiliency (ASCR) Task Force issued a congressionally commissioned report this week citing the industry’s essential role in the U.S. and global economies, and setting forth actionable recommendations offered by NBAA and other stakeholder groups represented in the work of the task force. The report comes as the industry has been beset by supply chain challenges, especially in the years following the COVID pandemic, caused in part by the sector’s unique attributes, which are noted in the study. For example, the report’s authors note that the “aerospace supply chain is vulnerable to labor shortages, obstacles in critical materials, and the health of supporting infrastructure.” Furthermore, the industry is among the nation’s most regulated sectors, subject to requirements from the FAA, DOT and a host of other government agencies. Additionally, aerospace is a global industry, accountable to interoperability requirements, multilateral agreements and other rules governing the critical flow of parts and products across international boundaries. The issue of supply chain disruption has been among the top concerns for business aviation – a topic in focus at NBAA’s National Business Aviation Convention & Exhibition and other events. NBAA has also brought together expert guidance offered in the association’s magazine, podcasts and other content. Doug Carr, NBAA senior vice president, safety, 15 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 11
NEW INDUSTRY SUPPLY CHAIN REPORT REFLECTS GUIDANCE FROM NBAA, OTHERS The Task Force also recommended implementation of a Congressional mechanism to ensure continuity of funding for the FAA and other federal agency functions, including funding for anticipated personnel needs and refreshed technology. Review the full Aerospace Supply Chain Resiliency Task Force Report to Congress (PDF) “While aerospace is the most regulated industry in the United States with obligations to aviation safety agencies internationally, it can also become the most resilient to shortages if the ability to pivot rapidly is allowed without undue consternation or restraint,” the task force concluded, adding that implementing the report’s recommendations will “enhance the American economy and the overall health, safety, and security of the nation.” security, sustainability and international regulation, participated in the work of the ASCR Task Force, and brought the industry’s perspectives to its work and recommendations. Carr commended the group for the study, which accurately diagnoses the main drivers of the supply chain challenge, and sets forth concrete solutions. “The task force proposed bold and critical recommendations that will set the U.S. up for continued aerospace leadership globally,” Carr said. “Of particular importance, the report focuses on workforce development beyond traditional sources of talent, and recommends making important investments toward modernization with processes including digitization of certificates and other streamlining initiatives.” 16 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 11
OPENING LINES BATTLING MAINTENANCE COMPLACENCY REQUIRES DOUBLE-CHECKS, ENGAGEMENT, ACCOUNTABILITY Source: https://nbaa.org/, Editor, First Published Nov/Dec Issue 2024 In the fast-changing, increasingly technical world of business aircraft maintenance, there’s simply no place for complacency or resting on past knowledge and practices. As anyone working in aviation knows, safety is paramount, and regular aircraft maintenance is a critical component of that safety commitment. Highly trained aircraft maintenance technicians (AMTs) literally hold the lives of passengers and crew in their hands with every turn of the wrench. For that reason, keeping AMTs engaged and focused on following proper procedures requires constant monitoring of maintenance crews and their work environments, as well as completed tasks. Operators and flight departments must also ensure AMTs are regularly kept abreast of changes in maintenance procedures and practices. Often, that requires offering off-site training opportunities. “I think it’s important to allow technicians to engage outside of the organization as much as possible,” said Stewart D’Leon, CAM, NBAA director, environmental and technical operations. “Things like proficiency training are extremely important, because it gets [AMTs] back into focusing on some of the basics, whether that be aircraft-specific upgrade training or recurrent training. It also gives them the ability to work with other technicians in other departments where they can benefit from the trading of information that takes place.” Combating Complacency In the area of aircraft maintenance, complacency occurs when technicians become content with existing practices, which can cause them to be less focused on detail. It typically occurs when technicians become too comfortable with routine tasks, especially if they’re working on the same aircraft for long periods. They may miss potential risks or cut corners to expedite processes. According to experts, complacency can result from: • Performing routine, repetitive maintenance tasks which can create a sense of familiarity, causing decreased attentiveness • Experienced technicians who may become overconfident over time and aren’t as thorough • Deadline pressures and time constraints sometimes 17 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 11
Elston said no aircraft is returned to work before these inspections take place. “If somebody’s here working alone, that’s fine; but we ask that they text or call somebody to let them know when they’re starting work and when they’re finishing work,” he said. “That way somebody knows at all times that they’re okay; their personal safety is intact, but also that the aircraft is preserved, so there are no gaps that way.” ‘Holding Each Other Accountable’ Andy Kiehl, vice president of fleet maintenance at Executive Jet Management (EJM), based in Cincinnati, OH, said pilots and maintenance technicians always work on dedicated aircraft.“We get people who have been doing things for a really long time, so sometimes complacency can creep in,” said Kiehl who, along with two other vice presidents, oversees a maintenance staff of 200 across various locations. Their AMTs typically work on brand-new aircraft, he said, which often don’t require the detailed, labor-intensive work of older jets. “Things are running well, and maybe you do 200 postflight inspections in a year, and that’s really it,” Kiehl added.“You’re just making sure that leaks-and-seeps and wear-and-tear items are monitored and taken care of, but you’re not really taking care of big catastrophes or ripping the gear out from under the airplane or doing an engine change. For that reason, complacency is something we’re attuned to and always raising awareness of.” Inspecting work is paramount at EJM, which operates a maintenance control office that reviews and audits all work orders and completed maintenance. “All that paperwork is checked and sent back here, and we make sure that parts tags are complete and look good, and references are used and checklists are filled out,” Kiehl said.“We also go on-site and audit the airplanes in our fleet and make sure that our maintenance crews out in the field are keeping up our maintenance standards.” In short, Kiehl said EJM has created a culture where everyone inspects everyone. “And if a maintenance technician wants to ask a question of a crew member or a pilot wants to ask the question of the maintenance technician, it’s all done in a safe place where you can ask or you can challenge,” he said. “It’s about holding each other accountable to create a good culture.” will compel maintenance personnel to focus on speed over precision • A lack of consistent feedback makes it difficult to identify and correct complacent behaviors • A workplace culture that fails to emphasize the importance of thoroughness and the need for ongoing training and improvement also can lead to workplace complacency. All this can lead to regulatory issues, poor maintenance procedures, technical issues in aircraft and worse. Combating complacency requires creating a sense of engagement and staying vigilant, knowing that there are distractions that can cause AMTs to lose focus, according to Jim Elston, senior director of aviation at Coca-Cola Consolidated, Inc. “Some of the things that we’ve done in our organization or with our team here are simplistic, but they are built around the buddy system, if you will,” Elston said. “We create a set of checks and balances where, if somebody’s working on the airplane, we’ll always have a second set of eyes come behind them. We verify the workspace is clean and clear before we close up work or return an aircraft to service.” 18 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 11
construction 19 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 11
NORTH AMERICAN EXCAVATION SHORING ASSOCIATION DIGGING DEEP INTO TRENCH SAFETY PRESTIGE POOLS INNOVATIVE EXPERTS OF LUXURY POOL DESIGN THE POOL & HOT TUB ALLIANCE ONLINE ARTICLE MASTER POOLS GUILD ONLINE ARTICLE 20 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 11
NORTH AMERICAN EXCAVATION SHORING A DIGGING DEE INTO TRENCH SAFETY AT A GLANCE NORTH AMERICAN EXCAVATION SHORING ASSOCIATION (NAXSA) WHAT: A leading association focused on trench safety and excavation shoring standards WHERE: United States and Canada WEBSITE: www.naxsa.org SAVING LIVES AND TRANSFORMING SAFETY STANDARDS IN THE HIGH-RISK WORLD OF TRENCH WORK. 21 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 11
SSOCIATION EP H The North American Excavation Shoring Association (NAXSA) has carved out a unique and indispensable role in an industry fraught with high-risk dangers. With trench collapses being a significant hazard in the construction industry, NAXSA’s mission centers on preventing such incidents through education, training, and advocacy. At its core, the association is driven by a singular mission: saving lives in the trenches. From the outset, Executive Director Melanie McKee is clear that NAXSA’s work is a blend of advocacy and education but with a pragmatic edge that permeates 22 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 11
all its initiatives.“We advocate for the training and safe use of excavation and shoring,” McKee says. “The goal is simple but critical: we want to prevent anyone from being killed in trenches.” However, McKee is quick to point out that while NAXSA may appear small in membership size, its reach extends far beyond that. With just one staff member—the Executive Director herself—the association relies heavily on its members to drive education initiatives and serve as the heartbeat of its operations. “Our members are very active in the whole process because we are very small,” she emphasizes. This unique model allows NAXSA to focus its energies where they matter most: directly impacting worker safety on the ground. McKee adds that NAXSA collaborates closely with government bodies like OSHA, operating within an alliance to amplify education on trench safety across the industry. Ryan Jaffe, NAXSA’s president, builds on this sentiment. He points out that the association’s modest size doesn’t reflect its true influence. “We might be around 50 company members, but through the Hundreds of branches nationwide, our expertise in shoring, supply, engineering, and manufacturing reaches every corner of the country,” he says. This seemingly small association, through its expansive network, wields considerable authority in its advocacy for best practices in trench safety. Jaffe highlights the importance of this expert-driven approach: “We are experts in our field, and we want to give that expertise to the people we serve—our customers, OSHA, and other organizations—so that their jobs run efficiently and safely.” Kevin Malloy, Immediate Past President and CoFounder of NAXSA, offers a practical perspective on how far-reaching NAXSA’s influence is.“One of our founding members is United Rentals, the largest rental company in the world. They have about a few hundred branches just in their trench safety division alone, with thousands of employees,” he explains.The presence of such large players in the association amplifies NAXSA’s ability to spread its message. Malloy’s company may be smaller and family-owned, but alongside large national brands, it plays an equally crucial role in furthering the association’s primary objective: reducing trench collapses and saving lives. SAFETY, LIABILITY, AND THE ROLE OF TECHNOLOGY As NAXSA continues to make strides in improving trench safety across North America, its focus on reducing fatalities and injuries has become a key 23 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 11 NORTH AMERICAN EXCAVATION SHORING ASSOCIATION
admits, “but we’re continuing to monitor and share this information with the industry.” This focus on safety is woven into every aspect of NAXSA’s work, from training initiatives to the dayto-day interactions between members and their customers. Jaffe highlights that NAXSA members, particularly those on the supply side, are responsible indicator of the association’s success. In 2022, NAXSA tracked 47 deaths related to trench cave-ins, with that number dropping to 29 the following year. While exact numbers for 2024 are still being tallied, McKee emphasizes the importance of the detailed data pulled by Steve Hanley in NAXSA’s “Tips from the Trenches” report, which is circulated to members regularly.“We don’t have this year’s number yet,” she 24 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 11
for educating contractors. “Our members have the outreach to show customers how to use the gear,” Jaffe explains,“whether it’s a small or big operation, we’re there to ensure best practices are followed.” This hands-on guidance is critical in preventing accidents on the job, especially in an industry where safety standards can often mean the difference between life and death. Malloy takes the discussion further by connecting NAXSA’s safety initiatives with the broader issue of liability in the construction industry. He points out that excavation contractors face significant risks when digging trenches because the ground is inherently unstable.“The earth wants to repair itself, just like a wound on your arm,” he says, noting that the potential for collapse is ever-present without proper shoring. This reality makes safety protocols, like those mandated by OSHA, non-negotiable. As Malloy explains, OSHA requires contractors to obtain a permit before digging, and a crucial part of this process involves identifying a “competent person” on-site.“That person must have the experience and authority to recognize hazardous situations and take corrective action to ensure everyone’s safety,” he says. NAXSA plays a pivotal role in helping contractors meet these regulatory requirements by offering “competent person” training to its members. “Our members provide the training so their customers can fulfill OSHA’s requirement of having a competent person on-site,” Malloy says. However, he is quick to draw a line between education and direct liability. When asked whether NAXSA members ever step into the role of the competent person themselves, Malloy is firm: “We do not play that role,” he says. While NAXSA members can offer guidance on best practices and help contractors choose the right shoring equipment, stepping in as the competent person presents a risk. “Our insurance companies would have an issue with that,” he admits. Technology also plays a more significant role in trench safety, particularly regarding tracking compliance and reducing insurance liabilities. Safety apps that track compliance with OSHA’s trenching rules are becoming more common, and NAXSA is paying close attention to how these tools can help streamline the safety certification process. While NAXSA doesn’t 25 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 11 NORTH AMERICAN EXCAVATION SHORING ASSOCIATION
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directly implement these technologies, Malloy acknowledges their growing influence, particularly in the context of insurance coverage.“These apps are being used increasingly,” he says, noting that many of NAXSA’s contractor customers are integrating them into their safety protocols to minimize risk exposure. TRENCH SAFETY SUMMITS AND EXPANDING OUTREACH NAXSA has built a reputation not just for advocating safety standards but also for creating tangible, handson learning experiences that bring the industry together. A major part of this effort is the annual Trench Safety Summits, events designed to educate and demonstrate best practices for workers on the ground. These summits, which began in 2018, bring together industry competitors and stakeholders to collaborate on safety education. Each year, the summits are held in different locations to maximize regional participation. McKee notes upcoming events in Pennsylvania and Florida, along with a March summit in Southern California which is poised to be a record-setting event. “It should be a record-setter if we do it right,” Malloy says 27 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 11 NORTH AMERICAN EXCAVATION SHORING ASSOCIATION
person training is vital to protecting workers, and sometimes even adjacent structures, like buildings near a dig site.”A nearby building can easily collapse along with the trench itself without proper shoring. Jaffe, too, highlights how NAXSA has stepped up its outreach. “It’s about awareness,” he says, pointing to the growth of the Trench Safety Summits and other educational initiatives like Shore Safety Week, which began two years ago. Shore-Up For Safety Week allows NAXSA members to engage with their customers directly, providing everything from quick 15-minute toolbox talks to full-day in-person training sessions. “It’s just another outreach that our members are offering to keep the industry safe,” Jaffe explains, underlining the association’s broader mission. BUILDING MOMENTUM: GROWING SAFETY INITIATIVES AND STRENGTHENING ALLIANCES As NAXSA looks ahead, its key initiatives for the next 18 months are focused on expanding both outreach and membership while solidifying its role as the goto resource for trench safety. McKee outlines several optimistically. With attendees ranging from 300 to 500 people, these summits serve as a vital platform for educating contractors, emergency personnel, and other key players in the excavation field. Malloy emphasizes the unique role the summits play. “The biggest part of our mission is getting the word out and educating people,” he states. Misconceptions about the cost of shoring equipment often cloud the decision-making process, especially among contractors in rural areas who may have never seen a trench cave-in.“Most contractors, when they don’t use shoring, it’s not because they’re trying to save money,” Malloy clarifies.“They’re just unaware of the risks because they’ve been digging trenches all their lives without an issue.” The focus on education extends beyond the summits. NAXSA members also provide thousands of hours of “competent person” training annually.These sessions equip contractors with the skills they need to comply with OSHA regulations, which require that a trained, knowledgeable individual be present on job sites to identify potential hazards and make necessary adjustments. As Malloy notes, “This competent 28 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 11
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priorities, emphasizing the importance of growing existing programs like the Trench Safety Summits and the Shore- Up for Safety Week initiative. “We’re trying to spread and grow those,” she says, noting that Shore- Up for Safety Week has already gained traction despite being a relatively new program.The goal is to host even more summits, adding to the three already planned, and reach new companies across the industry. For Jaffe, continuing to build NAXSA’s brand is just as crucial as expanding its programs. He believes that strengthening the association’s name recognition will reinforce its authority and reliability in the industry. “When they see the NAXSA symbol or hear our name, they should immediately know what we stand for,” he says. Over the past decade, despite challenges like COVID-19 and industry consolidation, Jaffe feels that the association’s presence has only grown stronger. He sees NAXSA’s brand identity becoming synonymous with safety expertise, a reputation the association has worked hard to cultivate.“If you need answers or help, they should be reaching out to us at all times,” he adds. Malloy is enthusiastic about the future, especially the growing influence of NAXSA’s alliance with OSHA. He describes the partnership as a vital tool in advancing the association’s mission of achieving zero deaths and injuries in trench work.“I think we’re really going to start gaining momentum with this,” Malloy says, highlighting that the alliance gives NAXSA direct access to OSHA officials, which can significantly amplify their safety efforts. The direct connection with OSHA helps NAXSA stay ahead of regulatory changes and reinforces its role as an industry leader in safety education. By leveraging these relationships, NAXSA is better positioned to inform its members about potential risks and help them avoid costly and dangerous mistakes on job sites. Malloy sees this as a pivotal step toward achieving NAXSA’s larger goal: ensuring that every trench worker goes home safely at the end of the day. “That’s the power this alliance gives us,” he says, summing up the importance of this growing partnership. 30 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 11
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