Kinstructor 2014 V1

THE KINSLEY COMPANIES’ NEWSLETTER

2014 | VOLUME 1

www.rkinsley.com www.kinsleyconstruction.com 717.741.3841

DOLLAR GENERAL DISTRIBUTION CENTER

IN THE SPOTLIGHT

PRESIDENT’S LETTER | TOC

2 2014 | VOLUME 1

CONTENTS02

03

04

06

15

14

President's LetterA Message from our President & COO

Safety MattersSafety Culture

Virtual ConstructionBIM at Kinsley: A Case Study

Construction Zone Division Updates

WellnessWhy Locally Grown?

Education CenterKinsley Supports Local Scouts at Gettysburg

Check Us Out Online!

FOLLOW US ON TWITTER:@kinsleyco

LIKE US ON FACE BOOK:Kinsley Construction

VISIT OUR WEBSITE:www.rkinsley.com

SEND US YOUR FEEDBACK:[email protected]

A Message from our President & COO

The Effects of the 2013-2014 Winter on the Construction IndustryMany of you have very personal experiences with one of the most brutal winters in 20 years. The effects of this type of weather have broad implications and costs on all segments of our lives; it taxes our personal budgets and the budgets of our businesses and government agencies. The extreme winter weather started earlier than normal and has just recently started to give way to spring. I am not sure the overall negative effect on our morale and motivation can be completely comprehended - even the skier got tired of it.

In many ways, winters like this have an even more profound effect on the construction industry. Unlike manufacturing, retail or other service industries, construction is largely carried-out in the elements. The impacts on productivity, material handling, quality, schedule and costs are multiplied exponentially. Often a day of bad weather results in a three to five day impact to the project. Even if the project is dried-in, the impacts are still substantial. Records indicate that the Northeast experienced the coldest winter in 20 years, which impacts the cost of maintaining adequate temperatures in the building as well as what activities can be performed. Due to regulatory compliance issues, many products are now water-based and have much tighter temperature range tolerances for installation and curing. To comply with new building and energy codes and green construction standards, wall assemblies are much more complicated than they use to be. Managing these costs and risks are more important and more challenging than ever.

Most people can understand how snow on the ground and freezing temperatures affect outside activities like site grading and concrete placement. Deep frost and cold temperatures also greatly affect our ability to install utilities and other underground features. The not-so-obvious effects on sequencing, materials installation, and temperature control can present even larger challenges to the overall project. Pro-active project planning and coordination have been critical to our ability to manage risks and minimize the overall impact of the harsh winter on our projects.

Sincerely,

Jon Kinsley, President & COO

SAFETY MATTERS

THE KINSTRUCTOR NEWSLETTER 3

There are three important components to an active and effective

safety culture. They are: training, communication, and accountability. These elements play a major role in keeping us safe each and every day

we go to work.

Training: Training is a very important part of ensuring jobsite safety procedures and work practices. Created 12 years ago, the Kinsley Education Center has seen every employee complete some form of training, and a majority of employees attend classes on an annual basis. Kinsley's training program grows every year with added classes and improvements. The Education Center was a significant step to building an expanded culture of safety within the company.

Accountability: Every employee is accountable for their own safety, each and every day. This is the motto of a good safety program. However, a great safety program not only makes every employee accountable for themselves but also for those with whom they work.

If every employee works on these components to help improve and grow the safety culture of Kinsley Construction, they will be helping all Kinsley employees go home safely to their family at the end of each work day.

By: Rick Brooks, CSP

[email protected]

Communication: This aspect is crucial for every individual. Informing other employees of a known hazard or properly planning a procedure and communicating it to the crew is imperative. Communication is also about knowing who to call or who to ask if you aren't sure about safety procedures. Compared to five years ago, the safety department receives significantly more phone calls seeking safety-related advice. This shows us that foremen, leadmen and supervisors are prioritizing safety along with project progress.

VIRTUAL CONSTRUCTION

4 2014 | VOLUME 1

he Nursing and Allied Health Building at Harford Community College was a public, hard-bid project with liquidated damages.

The architecture/engineering (A/E) team had no previous experience with BIM coordination drawings, but we were able to obtain the REVIT backgrounds from the architect to create a project model. Some of the subcontractors were hesitant to invest significant time and effort up-front to produce coordination drawings with a high level of detail.

Working with Project Manager Paul Shirk, we developed a list of goals for using BIM on this project. We verified the design and layout developed by the A/E team, incorporated the approved steel shop drawings, and coordinated the mechanical, electrical, plumbing, medical gases, and fire protection (MEP/FP) systems of the subcontractors to a level that allowed them to prefabricate significant components of their work. Using the 3D models provided by our subcontractors, we were able to coordinate the MEP/FP systems with each other and with the building structure.

We worked through many of the design questions and routing issues in bi-weekly coordination meetings. Early in the process, there were a number of structural steel changes, but using the BIM process kept all of the subcontractors in the loop. When issues required the input of the A/E team, we sent Requests For Information (RFIs) and attached screen shots from the 3D model. This allowed the A/E team to easily visualize the issue at hand and created an efficient process that facilitated a quick and thorough resolution of

many RFIs.

Once the building was fully coordinated (with the exception of a handful of RFIs that required permission to seek different routing options from the plans), a meeting was held with the architect, MEP engineer, and all of the MEP/FP subcontractors. Using the 3D model, we reviewed the remaining issues and, utilizing the

BIM AT KINSLEY: A CASE STUDYT

Since we were using BIM, our

subcontractors were up-to-date with all

the changes and knew how their work would be impacted

long before any field work took place.

BIM AT KINSLEY: A CASE STUDYBIM has proven to be a great tool for everyone involved on this project. We resolved many field issues long before construction ever began. Thanks to our ability to coordinate and prefabricate portions of the work, we are confident in our subcontractors’ abilities to meet or exceed the project schedule. MEP change orders and RFI’s should also be greatly reduced, if not eliminated completely.

We are constantly looking for new approaches and processes we can use to benefit Kinsley and our clients. How could you use BIM on your next project? By: Travis Fischer

[email protected]

as well, but they recognized the benefit. This synchronized our highly-accurate coordination drawings with the wall layout and ceiling layouts being built in the field. Overhead MEP work could begin long before the walls were laid out in the field and allowed for accurate locations of sprinkler heads and diffusers. When evaluating this approach, Paul said


input from both the A/E and the subs, solved many of them in the meeting by virtually testing different routings and evaluating their impact. The few remaining outstanding items were answered within the next few days. Having this collaborative meeting significantly increased the speed at which these answers were turned around.

After completion of the 3D BIM process, we produced a set of coordination drawings that were agreed to by all the subcontractors. It included an overall set of drawings produced by Kinsley that showed all of the overlaid MEP systems. It also included each subcontractor’s shop drawing, showing their coordinated layout and trade-specific details and notes. The key to successful development of these drawings was the team environment that was created throughout the coordination process and in the face-to-face coordination meeting.

A new and innovative solution that was considered and developed on this project was the creation of a “Wall and RCP Layout” set of drawings. Working with Paul, we created a set of drawings that showed the center of walls and reflected ceiling grids layouts dimensioned from the column lines for each room in the building. This was submitted to the architect as a formal submittal for review and for dimensional approval. This was a new concept for them

VIRTUAL CONSTRUCTION

"

"There is no downside in getting the architect’s drawings fully coordinated with the steel centerlines for the development of a precise layout of walls and ceilings. In the event that there is an error, it would localize it to the room in which the error occurs rather than extrapolating it through the building from the typical sequentially dimensioned layout.

CONSTRUCTION ZONE

6 2014 | VOLUME 1

This will be a cultivating season for highway and bridge for a couple of reasons. For starters, we finally have positive development in transportation funding. APC and the Keystone Transportation Funding Coalition dedicated the past couple of years lobbying for increased transportation funding. For those who followed the legislative efforts in 2013, it was a rollercoaster ride. During the congressional June session, it appeared as though Senate Bill 1 would pass with ease, only to get rejected in the final hours before congress took their summer break. Then, the bill was reintroduced in November's legislative session and it was anybody's guess at that point. The bill ultimately passed, and we will begin to see a ramp-up in transportation funding over the next five years.

With increased funding in place in both Pennsylvania and Maryland, there will be an increase in public sector work. We are also seeing an increased need for structure work within the private sector, which adds diversity to our client base and leads to repeat work. But

the work we do today is different than it was several years ago, when the projects were large multi-season interchanges and capacity-adding sections of highway. We have molded into a different team than we were just a few years back in order to adapt and prepare for these market conditions. Our backlog is strong and we have a fresh start with new highway and bridge projects for 2014. We look forward to a safe and productive construction season.

By: Fred Thompson, Division Manager

[email protected]

PennDOT SR 1002 Section 02B

Located in Palmer Township, Northampton County, PA, this $5+ million PennDOT project includes replacement of the existing two-lane structure that carries SR 1002 (Main Street) over SR 0033 with a bridge structure that provides six lanes, eight-foot shoulders and a pedestrian sidewalk and traffic barrier. The new two-span bridge will be 96 feet wide and 246 feet long, utilizing twenty 123-foot long, 33”x85.25” pre-stressed bulb-tee beams. Three out of the four wing walls will be precast mechanically-stabilized earth (MSE) walls totaling 4,388 square feet. Additionally, the cast-in-place foundations will utilize both 9.625” diameter micropiles and spread footings on competent rock. One way Kinsley has proposed to save the owner time is by modifying the micropile installation procedure to allow for an expedited installation of foundations.


HEAVY HIGHWAY & BRIDGE


7

CONSTRUCTION ZONE

and miscellaneous structures, installation of storm drainage, construction of new roadway approaches, and the construction of a new four-span bridge having pre-stressed concrete spread box beams.

Work began in March 2014. Pier construction and beam erection for the abutments is scheduled for completion in late November 2014. During

2015 the work will include placement of the concrete deck, roadway approach construction and shifting traffic to the new structure in September. Demolition of the existing structure then begins in the fall of 2015 until the in-stream permit conditions prevent the continuance of the work. After April 2016 the remaining demolition and final grading will be performed, with a final completion in June 2016.

PennDOT SR 4026 Section 000

Kinsley has been awarded a $3.4 million bridge replacement project located in Mohrsville, Berks County, PA.

This new bridge spanning the Schuylkill River is being constructed less than 100' upstream from an existing structure that was built in 1939 and has a current weight restriction of 15 tons.The project includes the demolition of a few homes


PennDOT SR 24 Section 011 This $5.3 million project is located in York, PA at the intersection of East Prospect Road and Cape Horn Road. The work consists of widening the roadway on all four corners, realigning this very busy intersection, and installing a new signal for the intersection. Along with approximately 6,000 LF of drainage work, the project includes 75 inlet structures, two sediment ponds, curbs, sidewalks, contaminated soils, demolition of 18 structures, and asphalt paving.

This is a dynamic roadway project for several reasons. First, this project is phased construction in the busiest intersection in York County, which means we have to construct it in pieces while the traveling public still uses the roadway. The high volume of traffic means the project will include a large amount of night work in order to support productivity. The second reason is the amount of drainage work on this project. Whether it's

small-diameter 18" pipe or large-diameter 36" and 48" reinforced concrete pipe, the potential for a conflict with utilities is high in this type of area. Lastly, this project is a coordinated utility project. Usually, utilities are moved before a project is started, however on this project, we must coordinate with the utilities while working in the same area to get them relocated. This requires a higher focus on communication, layout and cooperation from all parties.

To help mitigate down-time, Kinsley proposed a new phasing plan to PennDOT and the York County Conservation District which proposed working in multiple sequences at the same time. Once approved, this plan and the new phasing took the project from a five to a three-phase project.

The project completion date is scheduled for November 19, 2015.


PennDOT SR 24 Section 011 THE KINSTRUCTOR NEWSLETTER

CONSTRUCTION ZONE

8 2014 | VOLUME 1

United Fiber & Data Outside Plant Fiber Optic Backbone

The Northeast Corridor, between New York City and Washington DC, is home to over 40% of the United States' population. It includes the headquarters of some of the world's largest financial and technology institutions and it's also the home of the seat of governmental power for the entire country. Communications in this area are crucial to a functioning society.

United Fiber & Data (UFD) was founded in 2009, by a group of telecom professionals who saw a distinct need to reassess the existing fiber communications capabilities and infrastructure in the bustling Northeastern United States. The team recognized that the Northeast Corridor has a higher concentration of businesses and residents than anywhere else in the United States.

They set out to:

� Create a wholly-owned alternative route to fiber lines between New York City and the DC Metro area, avoiding the common Route 1, Interstate Highway 9 and Amtrak lines.

� Lay 864-count fiber optic cable to support data services to area businesses such as data centers, healthcare and pharmaceutical providers, etc. and provide diverse, express cable that interconnects major financial exchanges between the NYC and DC Metro areas.

� Avoiding all major metropolitan blast zones, terrorist targets and natural disaster regions. � Reduce latency while increasing throughput.

They hired Kinsley to make all of this happen. Constructing this network requires coordinating many moving parts and sometimes requires coordination with entities that are indifferent to or opposed to the network. Kinsley is determining the needs and vision of UFD, creating a design, facilitating procurement, selecting contractors, obtaining right-of-way access, preparing the right-of-way, obtaining permits, performing construction and restoration, testing and activating users, and overseeing the network.


CONSTRUCTION ZONE

LSC Design Office BuildingYork, PA When LSC Design decided it was time for a new location for their York headquarters, they picked none other than the Northwest Triangle Redevelopment in downtown York, PA to call home. They wanted to take the opportunity to demonstrate to their clients and community that some of the best sustainable practices can be achieved by repurposing an existing building on an urban site. They chose the 1920s Thomas Sommerville building for their 21st century workspace. The very nature of the building allowed LSC to take advantage of its existing elements to enhance the employee and visitor experiences. By selecting a building near public transportation and the York County Rail Trail, employees can select from a variety of transportation options for their daily commute.

Courtyard MarriottGlassboro, NJ Kinsley recently completed this new 4-story, 129-room hotel located in Glassboro, NJ. Located near Rowan University, student safety was critical. We worked with the University's safety staff to protect a heavily-used sidewalk by constructing a covered walkway where the building was closest to the sidewalk. Temporary lighting was installed as an added safety measure.

Challenges to the project were schedule-related. They included a 3-month delay in receiving permits and approvals, and Hurricane Sandy. A recovery plan was developed with input from all project stakeholders. Prior to completion, Marriott conducted several pre-opening inspections, failure of which would have delayed opening by two weeks. Open communication with all stakeholders and our quality assurance procedures allowed us to receive Marriott approvals on the first try, which in turn allowed the owner to open on time.

Approximately 95% of the original building was left in place, qualifying the project for three points under the LEED® Materials and Resources credit. The original building envelope, wood roof decking, steel columns and girders, and the wood flooring on the second floor are all examples of preserved features that create an inspiring work environment which honors the past and positions them for the future.

The project is pursuing LEED® Platinum certification and was recently recognized by USGBC Central PA as the "Innovative Project of the Year."

LSC Design Office Building

Courtyard Marriott

LSC Design Office Building

CONSTRUCTION ZONE

10 2014 | VOLUME 1

Dollar General Distribution CenterBethel, PA Kinsley recently completed this one-million square-foot distribution center for Dollar General. Designed to serve 1,000 stores throughout the Northeast, this new facility includes a warehouse, an administrative office, and employee break areas. Separate buildings house the dispatch office and the truck maintenance facility.

Value engineering recommendations saved nearly $5 million and included an alternate design and manufacturer for the precast concrete wall panels, an alternate manufacturer of the air rotation units, and changing the exterior concrete paving to asphalt. Additionally, we worked with Dollar General to qualify the project for $200,000 in rebates from the local power company for the installation of LED lighting.

Excessive amounts of groundwater were encountered during foundation and utility excavation. By operating pumps around-the-clock, suitable site conditions were maintained to allow the project to progress on schedule. A unique feature of the project is the siphonic roof drain system. This system is engineered to create a suction effect which siphons water off the roof at a high velocity.

Volvo Campus Demo CenterShippensburg, PA In Shippensburg, PA, construction is underway at Volvo Construction Equipment North America where crews have started working to create a Customer Care Center at their corporate headquarters.

This 28,000 square-foot facility will sit on an 80-acre site near Volvo's existing manufacturing facility. The center serves as a training facility for Volvo equipment dealers and customers where classroom training and interactive operation of equipment can be demonstrated on the site. The facility includes a multi-purpose space for up to 500 persons, the Heritage Corridor where current and historical equipment are on display, patio space for entertainment, and a grandstand area sized to accommodate 250 persons for equipment demonstrations. The project is on target for a LEED Silver Certification with the completion expected in June 2014.

Immaculata University Housing ProjectImmaculata, PA Kinsley was recently awarded the contract to build Phase 1 of the West Campus Housing Project at Immaculata University, Immaculata, PA.

A steady growth in undergraduate enrollment over the last few years has created a demand for more beds on campus. In response, Immaculata University will begin constructing new 4 and 5 bedroom suite-style housing pods in a phased approach. Phase 1 will be completed for fall semester 2014. Crabtree Rohrbaugh & Associates is the architect.

Immaculata University Housing Project

Volvo Campus Demo Center

Dollar General Distribution Center

Dollar General Distribution Center

CONSTRUCTION ZONE


Think Loud Development HeadquartersYork, PA When members of the rock band “Live” selected the 110-year old building in York, PA for their new music recording studio, it was like “coming back to where we started from.” York is where the band met and launched their music careers, eventually selling multi-platinum albums and performing for sell-out crowds in major venues around the world. Today, in addition to their music career, they have partnered to form Think Loud Development, a leader in commercial land, lease and development projects that serve to enhance culture, civic pride and the environment.

Kinsley provided construction management services for the renovation of the

building, which is now home to Think Loud’s headquarters, a recording studio, rehearsal and support areas, a memorabilia bar, several smaller tenant spaces, and a rooftop entertainment deck. The project qualified for Historic Tax Credits and PA Redevelopment Assistance Capital Program (RACP) grants.

As with most adaptive re-use projects there were a number of challenges associated with the project. Environmental issues included asbestos abatement and the removal of lead paint. To accommodate a new structural steel system, a portion of the roof was demolished and the remaining walls braced to prevent collapse. New stair towers and an elevator were installed as well. The project is pursuing a LEED Silver Certification.

Think Loud Development Headquarters

12

CONSTRUCTION ZONE

2014 | VOLUME 1

Specialty Granules, Inc. (SGI) Blue Ridge Summit, PA Specialty Granules, Inc. (SGI) in Blue Ridge Summit, PA, awarded a contract to Kinsley Industrial for the installation of a new undersized material processing plant. On this project, some of Kinsley’s other divisions were also utilized, including Kinsley Site and Kinsley Manufacturing. Also, Eisenhart Crane provided the crane rental service, and Gettle, Inc. was the electrical subcontractor SGI produces the color granules that are used on roof shingles. When crushing rock to make this product, they create a waste product of fine dust particles. With their new undersized material processing plant, SGI has developed a way to pull these particles from the dust and use them on the back side of the shingle. As a part of this process, we installed several pieces of equipment which allow the material to pass through two five-deck screens, one two-deck screen, fifteen conveyors, two large dust collection systems with an oiling system, and the compressed air system. During the construction of this project, we had to closely coordinate the erection of the five-story building structure with the installation of the above-referenced equipment. This coordination facilitated the placement of some of the larger pieces of equipment

while the building structure was being erected.

We mobilized in January of 2013 and had the plant in production start-up mode by September 2013. The coordination of structural steel with equipment installation presented many challenges, all of which were addressed and overcome to meet the October 2013 timeline for final building/plant inspection. After the final building inspection, our scope was expanded to include the installation of a railroad bridge leading into the coloring plant. The Industrial Division fabricated the bridge and is waiting for an installation date.

The undersized material plant project included approximately 235 tons of steel, 2,000 yards of concrete, and 124 tons of rebar. The project sometimes required 25-30 men working on site, totalling 27,000 man-hours of work for the Industrial Division.

Specialty Granules, Inc. has been a great client with whom the Industrial Division has completed numerous projects over the past few years, with great success.

IND

US

TR

IAL

Specialty Granules, Inc.

Specialty Granules, Inc.


CONSTRUCTION ZONE

Metso Minerals York, PA When Metso Minerals decided to replace their existing Horizontal Boring Machine, they engaged Kinsley Industrial early-on in the process to investigate multiple scenarios for the installation of the necessary foundations and building modifications. Based on our previous project performance and experience, Metso opted to enter into a Design-Build contract with us.

This project presented numerous challenges, as the facility needed to remain fully operational during construction and given the fact that the existing building is in excess of 100 years old. To accommodate the new machine's increased footprint and head clearance, Kinsley removed three existing building columns and installed two 82-foot long, W44 x 262 beams to support the existing roof load. This required the temporary shoring of the existing timber trusses on the multi-level roof structure.

In addition, removal of existing machine tables and demolition of the existing concrete

Carmeuse North AmericaClear Brook, VA Carmeuse North America contracted Kinsley Industrial to perform the mechanical and structural demolition of their horizontal kiln and associated equipment at the Winchester Operations Plant located in Clear Brook, Virginia. This work is one of the first steps in Carmeuse’s plan to build a new lime production facility which includes new vertical kilns at this facility.

The mechanical demolition removed specific process equipment, conveyors, trunions, blowers

and bins that will be reused at other Carmeuse sites. The remaining structures and equipment that aren’t being reused were processed on site and put into 40-yard dumpsters which were trucked to a scrap metal recycling yard by Kinsley Industrial roll-off trucks.

Dismantling, rigging and processing the kiln proved to be quite challenging. The 350’ long kiln, constructed out of 1”-thick steel with a 10’ diameter, was cut into 60’-sections, each weighing 72,000 lbs. The sections were lifted off 22’ high concrete piers using two cranes from Eisenhart Crane Service. When the kiln was on

the ground, crews cut the kiln into 2’x5’ pieces for recycling purposes. Approximately 500 tons of steel scrap will be processed during this project and hauled off-site to a recycling company.

After the kiln shell was removed, we started to demo the large concrete piers that supported the kiln shell. The eight large concrete piers were approximately 15’ x 11’ x 22’ tall. A Doosan DX Track Hoe with a 10,000 lb. hydraulic breaker was used to demo/break up the concrete piers into pieces. There were approximately 1,000 cubic yards of concrete that needed to be removed from the jobsite.

foundation took place. After excavating to approximately 16 feet below existing building slab elevation, a total of 98 micro-piles were installed to maintain the client’s strict deflection and tolerance requirements. The six-foot thick machine foundation required us to utilize techniques to decrease the overall temperature of the ready mix concrete during its placement and temperature monitoring during the cure process. In all, the new multi-level foundation was comprised of 102 1.5"-diameter anchor bolts, 70 tons of reinforcement, and 800 CY of ready mix concrete, all of which needed to be isolated from the surrounding earth due to vibration.

Once the foundation reached its design strength and the necessary safety rail and stairs had been installed, we assisted the owner in the rigging and installation of the new Horizontal Boring Machine, machine tables, and rotary tables. The new machine was critical to their manufacturing process, so the project schedule was critical as well. Despite unique and challenging project conditions, we successfully completed the project on schedule and on budget.

Metso Minerals

Carmeuse North America Carmeuse North America

Metso Minerals

EDUCATION CENTER

14 2014 | VOLUME 1

Kinsley Supports 3300+ Scouts and Leaders Celebrating the 150th Anniversary of the Battle of Gettysburg

Over 3,330 Scouts and Leaders gathered at the George Spangler Farm from September 27 through 29th, 2013 to celebrate the 150th anniversary of the Battle of Gettysburg. This was a once-in-a-lifetime event for the Scouts attending, made possible through the kindness of the Gettysburg Foundation, owner of the historic George Spangler Farm and the U.S. Park Service.

The George Spangler farm is a great example of the way things were in July of 1863. The farm was used as a field hospital during the Battle of Gettysburg, where over 1900 men were treated for wounds received during the battle. General Lewis A. Armistead succumbed to his wounds in the summer kitchen at the farm.

Kinsley partnered with the New Birth of Freedom Council, BSA to prepare the site prior to the event, and many hours of planning by the Kinsley group supported this event and made it memorable. To get things started, Chris Kinsley sent a bat-wing mower operated by Jack Winemiller to mow 21 acres of tall grass down to 4" for camping and the amphitheater (the space for the Saturday night show). Next was to design the layout of the field in CAD, based on eight hand-drawn sketches of seven group areas (named after units that fought during the battle of Gettysburg) and a staff camping area. Seth

Noll and Mark Leiphart took the map and the drawings of the area and converted them to CAD so that the camp sites could be downloaded to GPS. Then the layout group of Luther Smith, Mike Zeigler and Dan Hamburger sprang into action, assisted by Dan Flohr, George McGee and John Kotchish. In a matter of three hours, 336 campsites, multiple roadways, six light plant locations, temporary water and toilets were laid out with Quick Stakes. Several truckloads of incidental equipment were delivered, and the historic structures were fenced-off to protect them and keep foot traffic out of the area.

The event started Friday night with the safe routing of 825 vehicles around Scouts and Scout Leaders who were walking back to their camp sites. Officers George McGee, Josh Crimmel and retired Officer Alan Stubs from York Regional Police Department volunteered their time along with the York City Police Explorer Post. Sergeant Roger Nestor, Officer Greg Seibert and KCI employees Dan Flohr, Rick D. Brooks and John Kotchish secured the roadways and traffic areas on the farm. The police and security teams further managed the coordination of getting 3,330 folks in and out of the Spangler farm to the parking area at another farm located over a half mile away. This team also provided security for the parking area, camp sites and the program areas throughout the weekend.

Andy Blair (the parking guru), along with Tony Myers and Jose Garcia, parked over 825 cars, trucks and trailers in a period of five hours in an orderly fashion, resembling the parking lot of an airport.

The Scouts and Leaders had a fantastic time with the program supplied by the Gettysburg Foundation and the U.S. Park Service. There was a shot

15THE KINSTRUCTOR NEWSLETTER

WELLNESS

gun start of over 3,000 people walking to their destinations. They visited the Museum, where they saw the film "The New Birth of Freedom," then they walked to The National Cemetery, the Civil War Soldier, Living History, Picket's Charge and completed two service projects for the Park while on site. All were a great success and the Scouts learned what it was like to be a soldier during the Civil War. The Saturday night program, "The Voices", was delivered by members of the Park Service. The voices were readings of the transcripts of the diaries of the men who fought there during the battle from both sides. The night ended with pictures of the day set to music.

Thanks to all who made this event possible, with special thanks to Robert A. Kinsley for his help in organizing this event with the Gettysburg Foundation. For his continued service to Scouting, Mr. Kinsley was recognized as the Eagle Scout Honoree in November at the 2013 Eagle Scout banquet held by the New Birth of Freedom Council BSA. By: John Kotchish

[email protected]

Front Row: Al Stubs, Andy Blair, Dan Flohr. Back Row: Josh Crimmel, Tony Myers, John Kotchish, George McGee, Jose Garcia, (missing Rick D. Brooks).

WHY LOCALLY GROWN?People worldwide are rediscovering the benefits of buying locally-grown food. When you purchase food from your local farmers, you are getting food that is fresher, tastier and more nutritious than what you can purchase in the supermarket. Also, you are supporting the farmers’ business. Buying locally grown food has many benefits:

1. Local produce tastes better and is better for you. Fresh produce loses nutrients during transportation. The fruits and vegetables you purchase at the supermarket have been shipped from all across the country and are not as fresh and nutritious as the produce you can buy from your local farm, which was probably picked within the past day or two.

2. Local food supports local farm families. Farming is a vanishing lifestyle. Today’s farmer gets less than 10 cents of the retail food dollar. Local farmers who sell directly to consumers cut out the middle people who get full retail price for their food, which means farm families can afford to stay on their farm.

3. Local food uses less packaging. Buying produce from a farmer’s market or from a farm itself is a no-frills process that involves less packaging.

4. Local food promotes energy conservation. The average distance our food travels is 1,500 miles, mostly by air and truck, increasing our dependence on petroleum. By buying locally, you conserve the energy that’s used for transport.

5. Local food protects genetic diversity. Shippers demand produce with a tough skin that can endure packing, transport and a shelf life in the store. Only a handful of hybrid varieties meet these demands, so there is little genetic diversity in the plants grown. However, local farmers grow a huge number of varieties because they have the best flavors, provide a long harvest -

(Continued on back cover)

York, PA: John Sivulka(717) 741-8373 [email protected]

Reading, PA: Jack Hoy(610) [email protected]

Maryland: Bruce Rogers(410) 453-6706 [email protected]

PO Box 2886 York, PA 17405

For general company information, contact one of our offices:

www.rkinsley.com www.kinsleyconstruction.com 717.741.3841

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WELLNESS WHY LOCALLY GROWN?

(Continued from page 15) season and come in eye-catching colors. The old varieties contain genetic material that may one day be useful to adapt to changing climates or new pests.

6. Local food preserves open space, and can support a diverse environment. The patchwork of fields, rows, ponds and buildings can serve as habitat for many species of wildlife. This landscape will only survive if the farm remains financially viable. When you buy locally grown food, you are doing something proactive about preserving the agricultural landscape.

7. Local food builds community. By getting to know the farmers who grow your food, you build understanding, trust and a connection to your neighbors and your environment. The weather, seasons and science of growing food offer great lessons in nature and agriculture. Visiting local farms is a great opportunity to learn more about how food is grown.

WHERE TO PURCHASE LOCALLY GROWN FOOD:

• Community Supported Agriculture• Farmers Markets• U-Pick

• Farm Stand• Food Cooperative

(© 2014 Highmark Inc. All Rights Reserved).

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Kinstructor 2014 V1