Congratulations and Thank You ACI Board Members New ACI Dues Structure Will Benefit Members New Level Upgrades Bring Increased Value and Savings to ACI Members What Does Eating A Frog Have To Do with Leadership? 13 Proven Steps to Improve Construction Worker Safety ACI/OSHA Partnership Renewal Document Everything: How To Ensure A Successful Inefficiency Claim AGC Upcoming Events The Construction Industry Partnership “Building for 2020” Update Boots on the Ground: FeaturingChris Fridel and Kara Sanders What’s Inside:
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Congratulations and Thank You ACI Board Members New ACI Dues Structure Will Benefit Members New Level Upgrades Bring Increased Value and Savings to ACI Members What Does Eating A Frog Have To Do with Leadership? 13 Proven Steps to Improve Construction Worker Safety ACI/OSHA Partnership Renewal
Document Everything: How To Ensure A Successful Inefficiency ClaimAGC Upcoming Events The Construction Industry Partnership “Building for 2020” UpdateBoots on the Ground: FeaturingChris Fridel and Kara Sanders
What’s Inside:
The Cincinnati Constructor is an official publication of Allied Construction Industries, 3 Kovach Drive, Cincinnati, Ohio 45215. For information, advertising, rates or change of address, contact ACI at 513-221-8020. Submitted articles and editorials do not represent the opinions of Allied Construction Industries’ governing body.
Winter 2016
Allied Construction Industries
Executive Committee
Mark Douglas, PresidentMajid Samarghandi, First Vice President
Phil O’Brien, Second Vice PresidentSteve Eder, Secretary
Mark Weber, TreasurerSteve Klinker, Past President
Board of Directors
Mark DouglasMatt M. Barry
Joseph BeischelEric BrowneDan Denier
Whitney EckertSteve Eder
Kathleen FischerJim Flach
William G. Geisen, Esq.Steve Klinker
Majid SamarghandiMichael Strawser
Mark Weber
StaffTerry Phillips
Executive Director
Anthony Ricciardi Associate Director
Linda BachEducation Director
Kimberly Cobaugh, CPAAccounting Manager
Erica SchwegmanMembership Manager
Christie FarrowEvents Manager
Chelsea LombardiSafety Manager
Susan GreerOffice Administrator
Dan WrightInformation Technology & Plan Room Manager
Candace OakleyConstruction News Assistant
Lois WittekindConstruction News Assistant
Lauren Stone Administrative Assistant
Cheri ScherpenbergTri-State Area Safety Council
Eric ScherpenburgTri-State Area Safety Council
Anne MitchellSpirit of Construction Middle School Advocate
Message From the President 4
Message From the Executive Director 5
Congratulations and Thank You ACI Board Members 6
STEEL TOES To Stilettos 7
New ACI Dues Structure Will Benefit Members 8
Holiday Open House 10
Welcome New ACI Members 11
New Level Upgrades Bring Increased Value and Savings to ACI Members 12
Party in the Plan Room 13
ACI-YP Member Spotlight 14
ACI/OSHA Partnership Renewal 15
What Does Eating A Frog Have To Do with Leadership? 16
13 Proven Steps to Improve Construction Worker Safety 18
Document Everything: How To Ensure A Successful Inefficiency Claim 20
AGC Upcoming Events 22
The Construction Industry Partnership “Building for 2020” Update 23
Boots on the Ground: FeaturingChris Fridel and Kara Sanders 24
Advertiser Index 26
Table of Contents
We are now accepting advertising for 2016 in ACI’s Constructor magazine.
The Constructor Magazine can showcase your products and services
to over 580 construction-related firms four times a year.
Call Christie at513-221-8020
Reserve Your Ad Today!
The Cincinnati Constructor is an official publication of Allied Construction Industries, 3 Kovach Drive, Cincinnati, Ohio 45215. For information, advertising, rates or change of address, contact ACI at 513-221-8020. Submitted articles and editorials do not represent the opinions of Allied Construction Industries’ governing body.
Winter 2016
Allied Construction Industries
Executive Committee
Mark Douglas, PresidentMajid Samarghandi, First Vice President
Phil O’Brien, Second Vice PresidentSteve Eder, Secretary
Mark Weber, TreasurerSteve Klinker, Past President
Board of Directors
Mark DouglasMatt M. Barry
Joseph BeischelEric BrowneDan Denier
Whitney EckertSteve Eder
Kathleen FischerJim Flach
William G. Geisen, Esq.Steve Klinker
Majid SamarghandiMichael Strawser
Mark Weber
StaffTerry Phillips
Executive Director
Anthony Ricciardi Associate Director
Linda BachEducation Director
Kimberly Cobaugh, CPAAccounting Manager
Erica SchwegmanMembership Manager
Christie FarrowEvents Manager
Chelsea LombardiSafety Manager
Susan GreerOffice Administrator
Dan WrightInformation Technology & Plan Room Manager
Candace OakleyConstruction News Assistant
Lois WittekindConstruction News Assistant
Lauren Stone Administrative Assistant
Cheri ScherpenbergTri-State Area Safety Council
Eric ScherpenburgTri-State Area Safety Council
Anne MitchellSpirit of Construction Middle School Advocate
Message From the President 4
Message From the Executive Director 5
Congratulations and Thank You ACI Board Members 6
STEEL TOES To Stilettos 7
New ACI Dues Structure Will Benefit Members 8
Holiday Open House 10
Welcome New ACI Members 11
New Level Upgrades Bring Increased Value and Savings to ACI Members 12
Party in the Plan Room 13
ACI-YP Member Spotlight 14
ACI/OSHA Partnership Renewal 15
What Does Eating A Frog Have To Do with Leadership? 16
13 Proven Steps to Improve Construction Worker Safety 18
Document Everything: How To Ensure A Successful Inefficiency Claim 20
AGC Upcoming Events 22
The Construction Industry Partnership “Building for 2020” Update 23
Boots on the Ground: FeaturingChris Fridel and Kara Sanders 24
Advertiser Index 26
Table of Contents
We are now accepting advertising for 2016 in ACI’s Constructor magazine.
The Constructor Magazine can showcase your products and services
to over 580 construction-related firms four times a year.
Call Christie at513-221-8020
Reserve Your Ad Today!
Winter 20164
Mark DouglasPresident, ACI
As we slip and slide through February, every ACI member company should have received a letter in early January that started out like this:
“It was a busy 2015 for Allied Construction Industries as we added new programs and sustained so many of the initiatives our members have come to depend on. As we continue to serve you and the rest of our 530-plus members in the
Tri-State area in 2016, we want to share some upcoming changes to our dues structure, which has been largely unchanged since it was developed in 1965.”
The letter went on to let you know that after two years of work and consideration, the ACI Board approved a dues change and an annual renewal date of July for all members starting this year. Many have asked, “Why the dues change?” In short, while no one enjoys an increased cost, the new dues structure is fairer and simpler. And despite the change, ACI remains a best value/least costly contractor association in the state.
As industry leaders we do not take these types of changes lightly. But as industry leaders we also need to ensure the future of ACI so we can continue to be the leading association representing our industry. It's about pride, it's about support, it's about growth and development, and it's about you.
In 2015, my first year as President (which flew by), we accomplished much. Most of the work was within the bounds of the new strategic plan, and it's laying the groundwork for what is to come. I know you hear this all the time, but ACI does not exist without the members and the support from their employees. The energy we put into ACI will determine the outcome of our future.
If this article sounds like cheerleading, that's good because that is the intent. We all need to be cheerleaders. As we improve the image of our industry to attract the next generation of workers, we need to cheerlead our young employees so they will be ready to lead. We need to coach and cheer all of our employees as they build our buildings leaving monuments of our legacy.
When you receive letters from ACI regarding dues, please take the time to read and understand the mission, call with questions and start a dialogue if you have any concerns.
Message from the President
Winter 2016 5
Terry PhillipsExecutive Director, ACI
Beginning to end. First to last. Cradle to grave. These are examples of how we describe the start and end of a process, program, or even business. However, it's the middle – the core - that can determine longevity, success, or failure. With the business climate continually changing, you must stay centered and never get behind. As we start the new year, let ACI be your resource for the future.
AGC's “2016 Construction Hiring and Business Outlook” emphasizes that firms will succeed when the industry and public officials find effective ways to recruit and prepare future workers, make sure they are safe, manage health care costs and encourage smart investments in technology. Technology is changing so rapidly you barely learn new software or programs and the next thing you know – there's an update or new products that can do the work faster and better. Following the path of our strategic plan, ACI is actively working to present new technology options. We can't give away all of our secrets, but know that there are plans in the works. Finding workers in this market is also a big challenge and contractors must engage in the process to help build the reputation of the industry in order to attract the next generation. ACI has been working for years on ways to encourage people to work in our industry, from our scholarship program, to apprenticeship programs and pre-apprenticeship programs, the buildohio.org website, Construction Career Days, and the Spirit of Construction's Middle School Advocacy program. ACI even has a very active Workforce Development Committee. All of our efforts are focused on helping you by building the construction pipeline to your front door. What we need is your support of these programs. Place a link to buildohio.org on your website, volunteer for the Middle School program, attend the pre-apprenticeship program graduations and hire those employees, and support programs that generate funds for the scholarship program. Health care is definitely an issue for ACI so we know it is an issue for you. From all indications, this will only continue to be a source of headaches. We promote industry partner BOST, who offers a Teledoc service and a multitude of products which are designed to reduce the load on your insurance coverage. AGC America has a health care alternative in place to save on your premiums. While ACI is exploring additional options, please know that we may have more news soon. Finally, sending your employees home at the end of
the day healthy, without injuries or illnesses, is always our collective top goal. It only took six additional months, but we finally received OSHA's re-approval of our ACI/OSHA Partnership Program. As one of the last remaining OSHA Partnerships, ACI will help you work with OSHA to ensure the safety of your employees. The partnership, along with OSHA Challenge, Safety Day, safety classes and training and the Tri-State Area Safety Council are here at your disposal. As you read through this edition you'll see multiple articles about the new dues structure. I've been part of the process from the beginning, and am looking forward to getting to the end of this rollout. I want to thank all of the members that have helped in this process by serving on the Membership Committee, the Insurance and Finance Committee and the Dues Sub and Sub-sub Committees. You might be surprised to know that no less than 50 people were involved in the process. Countless hours have gone into the review and analysis and it is with confidence that we share the details in a column by Dan Owens, VonLehman, and our ACI President, Mark Douglas. Never hesitate to get involved, serve on a committee and use all of your efforts to build this industry in order to command the respect we so deserve and to ensure that there is no end to the work that we do.
Message from the Executive Director
Winter 20164
Mark DouglasPresident, ACI
As we slip and slide through February, every ACI member company should have received a letter in early January that started out like this:
“It was a busy 2015 for Allied Construction Industries as we added new programs and sustained so many of the initiatives our members have come to depend on. As we continue to serve you and the rest of our 530-plus members in the
Tri-State area in 2016, we want to share some upcoming changes to our dues structure, which has been largely unchanged since it was developed in 1965.”
The letter went on to let you know that after two years of work and consideration, the ACI Board approved a dues change and an annual renewal date of July for all members starting this year. Many have asked, “Why the dues change?” In short, while no one enjoys an increased cost, the new dues structure is fairer and simpler. And despite the change, ACI remains a best value/least costly contractor association in the state.
As industry leaders we do not take these types of changes lightly. But as industry leaders we also need to ensure the future of ACI so we can continue to be the leading association representing our industry. It's about pride, it's about support, it's about growth and development, and it's about you.
In 2015, my first year as President (which flew by), we accomplished much. Most of the work was within the bounds of the new strategic plan, and it's laying the groundwork for what is to come. I know you hear this all the time, but ACI does not exist without the members and the support from their employees. The energy we put into ACI will determine the outcome of our future.
If this article sounds like cheerleading, that's good because that is the intent. We all need to be cheerleaders. As we improve the image of our industry to attract the next generation of workers, we need to cheerlead our young employees so they will be ready to lead. We need to coach and cheer all of our employees as they build our buildings leaving monuments of our legacy.
When you receive letters from ACI regarding dues, please take the time to read and understand the mission, call with questions and start a dialogue if you have any concerns.
Message from the President
Winter 2016 5
Terry PhillipsExecutive Director, ACI
Beginning to end. First to last. Cradle to grave. These are examples of how we describe the start and end of a process, program, or even business. However, it's the middle – the core - that can determine longevity, success, or failure. With the business climate continually changing, you must stay centered and never get behind. As we start the new year, let ACI be your resource for the future.
AGC's “2016 Construction Hiring and Business Outlook” emphasizes that firms will succeed when the industry and public officials find effective ways to recruit and prepare future workers, make sure they are safe, manage health care costs and encourage smart investments in technology. Technology is changing so rapidly you barely learn new software or programs and the next thing you know – there's an update or new products that can do the work faster and better. Following the path of our strategic plan, ACI is actively working to present new technology options. We can't give away all of our secrets, but know that there are plans in the works. Finding workers in this market is also a big challenge and contractors must engage in the process to help build the reputation of the industry in order to attract the next generation. ACI has been working for years on ways to encourage people to work in our industry, from our scholarship program, to apprenticeship programs and pre-apprenticeship programs, the buildohio.org website, Construction Career Days, and the Spirit of Construction's Middle School Advocacy program. ACI even has a very active Workforce Development Committee. All of our efforts are focused on helping you by building the construction pipeline to your front door. What we need is your support of these programs. Place a link to buildohio.org on your website, volunteer for the Middle School program, attend the pre-apprenticeship program graduations and hire those employees, and support programs that generate funds for the scholarship program. Health care is definitely an issue for ACI so we know it is an issue for you. From all indications, this will only continue to be a source of headaches. We promote industry partner BOST, who offers a Teledoc service and a multitude of products which are designed to reduce the load on your insurance coverage. AGC America has a health care alternative in place to save on your premiums. While ACI is exploring additional options, please know that we may have more news soon. Finally, sending your employees home at the end of
the day healthy, without injuries or illnesses, is always our collective top goal. It only took six additional months, but we finally received OSHA's re-approval of our ACI/OSHA Partnership Program. As one of the last remaining OSHA Partnerships, ACI will help you work with OSHA to ensure the safety of your employees. The partnership, along with OSHA Challenge, Safety Day, safety classes and training and the Tri-State Area Safety Council are here at your disposal. As you read through this edition you'll see multiple articles about the new dues structure. I've been part of the process from the beginning, and am looking forward to getting to the end of this rollout. I want to thank all of the members that have helped in this process by serving on the Membership Committee, the Insurance and Finance Committee and the Dues Sub and Sub-sub Committees. You might be surprised to know that no less than 50 people were involved in the process. Countless hours have gone into the review and analysis and it is with confidence that we share the details in a column by Dan Owens, VonLehman, and our ACI President, Mark Douglas. Never hesitate to get involved, serve on a committee and use all of your efforts to build this industry in order to command the respect we so deserve and to ensure that there is no end to the work that we do.
Message from the Executive Director
6 Winter 2016
ACI's Annual Meeting on March 10th, signals the term expirations of four current ACI Board Members and the beginning for four new ones. Before we announce the new members, I would like to thank and commend our outgoing Board Members:
Jim Flach, Flach Brothers Masonry, Inc. – over 25 years of serviceEric Browne, Browne E&C – 6 years of serviceBill Geisen, Stites and Harbison PLLC – 6 years of serviceMark Weber, VonLehman & Company, Inc. – 6 years of service
Jim, Eric, Bill and Mark have been tremendous assets to ACI and have each helped to ensure that ACI is constantly improving service to members. Their commitment, participation, advice and direction are what make ACI the leader in our industry. In addition,
Jim Flach earns a longevity award for having the longest Board term ever.
Now we turn a page and welcome:
John Higgins, Frost Brown Todd LLCStephen Mann, Blue and Co.Jim Watkins, Triversity Construction Scott Whittle, Hummel Industries, Inc.
Please help welcome our new Board members and also get involved. If you are not serving on a committee please contact Terry Phillips if you would like to get engaged.
The Annual Meeting is quickly approaching. Now might be a good time to take a couple minutes to register, if you have not done so already. Looking forward to seeing you there!
Congratulations and Thank You ACI Board Members STEEL TOES To StilettosThe 4th Annual Steel Toes to Stilettos Shopping Extravaganza was held on November 19th. This unique event is hosted by ACI and is created to celebrate the women of the construction industry. This event grows every year bringing in new vendors, and more attendees from not just the industry but within our community. During the weeks prior to and the evening of the event donations are collected for Dress for Success.
A very special thank you to all of our members that attended and our supporters: Stiletto Sponsors – Jos. Berning Printing; Promotions, Etc.; Craftsman Electric; 3Hab; Mellanie Harker Photography. Pump Sponsors –
Advance Caulking LLC; A&A Wall Systems. This year Steel Toes to Stilettos will award a scholarship at ACI's 87th Annual Meeting to a young woman entering the construction industry.
7Winter 2016
6 Winter 2016
ACI's Annual Meeting on March 10th, signals the term expirations of four current ACI Board Members and the beginning for four new ones. Before we announce the new members, I would like to thank and commend our outgoing Board Members:
Jim Flach, Flach Brothers Masonry, Inc. – over 25 years of serviceEric Browne, Browne E&C – 6 years of serviceBill Geisen, Stites and Harbison PLLC – 6 years of serviceMark Weber, VonLehman & Company, Inc. – 6 years of service
Jim, Eric, Bill and Mark have been tremendous assets to ACI and have each helped to ensure that ACI is constantly improving service to members. Their commitment, participation, advice and direction are what make ACI the leader in our industry. In addition,
Jim Flach earns a longevity award for having the longest Board term ever.
Now we turn a page and welcome:
John Higgins, Frost Brown Todd LLCStephen Mann, Blue and Co.Jim Watkins, Triversity Construction Scott Whittle, Hummel Industries, Inc.
Please help welcome our new Board members and also get involved. If you are not serving on a committee please contact Terry Phillips if you would like to get engaged.
The Annual Meeting is quickly approaching. Now might be a good time to take a couple minutes to register, if you have not done so already. Looking forward to seeing you there!
Congratulations and Thank You ACI Board Members STEEL TOES To StilettosThe 4th Annual Steel Toes to Stilettos Shopping Extravaganza was held on November 19th. This unique event is hosted by ACI and is created to celebrate the women of the construction industry. This event grows every year bringing in new vendors, and more attendees from not just the industry but within our community. During the weeks prior to and the evening of the event donations are collected for Dress for Success.
A very special thank you to all of our members that attended and our supporters: Stiletto Sponsors – Jos. Berning Printing; Promotions, Etc.; Craftsman Electric; 3Hab; Mellanie Harker Photography. Pump Sponsors –
Advance Caulking LLC; A&A Wall Systems. This year Steel Toes to Stilettos will award a scholarship at ACI's 87th Annual Meeting to a young woman entering the construction industry.
7Winter 2016
8 Winter 2016
Beginning in February, 2014, at the
request of the Membership
Committee and Insurance &
F i n a n c e C o m m i t t e e , t h e
Membership Dues Task Force
(Task Force) was formed. With
representatives from both of these
Committees and the ACI Board,
the Task Force was asked to study
the current dues structure and
make recommendations to the
Board. Over 1½ years later, and after multiple meetings,
analyses, and revisions from the Task Force, Membership
Committee, Insurance & Finance Committee, CAP,
Executive Committee, and Board, the new dues structure
was presented to and approved by the ACI Board in
December. The justification became quite clear and was
based on the following assumptions:! Since 1997, ACI's base dues increases have been
sporadic and not kept pace with increases in ACI's
expenditures.! Billing cycles that renewed in all twelve (12) months of
the year, depending upon when a member joined ACI,
made the renewal process more complex than necessary.! ACI's volume dues structure was complicated and
improperly applied:# Too many membership-type categories (Generals,
CMs, Developers, and CAP each had their own
category)# Too many volume categories # Too many contractors have neither understood, nor
paid, the proper dues.!CAP contractors will be changing the way they pay ACI
dues in July, 2017, which will require ACI to adjust how it
collects dues from CAP members.!ACI 's dues were (and s t i l l are!) lower than
comparable/regional construction trade associations.
So what are the changes? Beginning July 1, 2016:! All members will have a July 1 billing cycle renewal date.! A reduction in membership-type categories from 7 to 4. ! A reduction in volume dues categories from 12 to 5.! A volume dues schedule for service providers and
suppliers.! Sponsorship/advertising opportunities for all members.
In order to alert members to the new changes, the primary
ACI contact from each member company was sent one of 3
announcement letters in January, 2016 as follows:! January through June renewing members received a
letter noting that they will be invoiced at the old dues
rates, prorated to June 30, 2016. This group will receive
a new dues invoice July 1. ! July renewing members received a letter that their
invoice will reflect the new dues structure, and finally,! August – December renewals received a letter advising
that a prorated deduction will be calculated for their July
1, 2016 through June 30, 2017 dues renewal invoice.
In addition, each ACI member was asked to check one of
the five (5) volume categories for the sales revenue that its
company has in the Greater Cincinnati (100 mile radius)
region, so come July 1, 2016, the ACI staff will have a better
idea what to bill each member. The benefits to you, ACI's valued members, are
that the billing process for ACI's dues will be easier to
understand, more fairly applied to all ACI members, allow
for the pending CAP changes, remain lower than
comparable/regional construction trade associations, and
offer discounted sponsorship/advertising opportunities. In
addition, the updated income stream from the revised dues
structure will permit ACI to continue providing you with
the best construction trade association services that you
have rightly come to expect. We understand this is a big change, and we want you
all to both understand the changes and continue to be an
important part of ACI. Please call ACI staff or Board
members with your questions, talk to the Task Force
members, and be sure to have any concerns addressed. ACI is the largest construction trade association in
the Tri-State, and we serve the whole industry. This is a
unique organization that offers value, service, education,
training, networking, and savings. Those of us in leadership positions at ACI are
pleased to help this vital organization thrive as we strive to
provide what you, the members, need to succeed. Thank
you for being part of this effort!
Dan Owens, CPA, MBA, CCIFP, is a shareholder with VonLehman & Company CPA's, Chairman of their Construction/Real Estate Services Group, Chairman of ACI's Insurance & Finance Committee, and was a leading member of ACI's Membership Dues Task Force.
New ACI Dues Structure Will Benefit MembersMember Article
Dan Owens, CPA, MBA, CCIFPVonLehman & Company
9Winter 2016
8 Winter 2016
Beginning in February, 2014, at the
request of the Membership
Committee and Insurance &
F i n a n c e C o m m i t t e e , t h e
Membership Dues Task Force
(Task Force) was formed. With
representatives from both of these
Committees and the ACI Board,
the Task Force was asked to study
the current dues structure and
make recommendations to the
Board. Over 1½ years later, and after multiple meetings,
analyses, and revisions from the Task Force, Membership
Committee, Insurance & Finance Committee, CAP,
Executive Committee, and Board, the new dues structure
was presented to and approved by the ACI Board in
December. The justification became quite clear and was
based on the following assumptions:! Since 1997, ACI's base dues increases have been
sporadic and not kept pace with increases in ACI's
expenditures.! Billing cycles that renewed in all twelve (12) months of
the year, depending upon when a member joined ACI,
made the renewal process more complex than necessary.! ACI's volume dues structure was complicated and
improperly applied:# Too many membership-type categories (Generals,
CMs, Developers, and CAP each had their own
category)# Too many volume categories # Too many contractors have neither understood, nor
paid, the proper dues.!CAP contractors will be changing the way they pay ACI
dues in July, 2017, which will require ACI to adjust how it
collects dues from CAP members.!ACI 's dues were (and s t i l l are!) lower than
comparable/regional construction trade associations.
So what are the changes? Beginning July 1, 2016:! All members will have a July 1 billing cycle renewal date.! A reduction in membership-type categories from 7 to 4. ! A reduction in volume dues categories from 12 to 5.! A volume dues schedule for service providers and
suppliers.! Sponsorship/advertising opportunities for all members.
In order to alert members to the new changes, the primary
ACI contact from each member company was sent one of 3
announcement letters in January, 2016 as follows:! January through June renewing members received a
letter noting that they will be invoiced at the old dues
rates, prorated to June 30, 2016. This group will receive
a new dues invoice July 1. ! July renewing members received a letter that their
invoice will reflect the new dues structure, and finally,! August – December renewals received a letter advising
that a prorated deduction will be calculated for their July
1, 2016 through June 30, 2017 dues renewal invoice.
In addition, each ACI member was asked to check one of
the five (5) volume categories for the sales revenue that its
company has in the Greater Cincinnati (100 mile radius)
region, so come July 1, 2016, the ACI staff will have a better
idea what to bill each member. The benefits to you, ACI's valued members, are
that the billing process for ACI's dues will be easier to
understand, more fairly applied to all ACI members, allow
for the pending CAP changes, remain lower than
comparable/regional construction trade associations, and
offer discounted sponsorship/advertising opportunities. In
addition, the updated income stream from the revised dues
structure will permit ACI to continue providing you with
the best construction trade association services that you
have rightly come to expect. We understand this is a big change, and we want you
all to both understand the changes and continue to be an
important part of ACI. Please call ACI staff or Board
members with your questions, talk to the Task Force
members, and be sure to have any concerns addressed. ACI is the largest construction trade association in
the Tri-State, and we serve the whole industry. This is a
unique organization that offers value, service, education,
training, networking, and savings. Those of us in leadership positions at ACI are
pleased to help this vital organization thrive as we strive to
provide what you, the members, need to succeed. Thank
you for being part of this effort!
Dan Owens, CPA, MBA, CCIFP, is a shareholder with VonLehman & Company CPA's, Chairman of their Construction/Real Estate Services Group, Chairman of ACI's Insurance & Finance Committee, and was a leading member of ACI's Membership Dues Task Force.
New ACI Dues Structure Will Benefit MembersMember Article
Dan Owens, CPA, MBA, CCIFPVonLehman & Company
9Winter 2016
10 Winter 2016
ACI's Annual Holiday Open House was held on December 4th. Members joined ACI staff for a wonderful lunch provided by Hammann's Catering and plenty of membership networking. A variety of door prizes were available, with a plotter donated by ComputerEase for the Grand Prize. There were over 200 members, staff and affinity partners in attendance marking this year's open house a complete success.
Holiday Open House
11 Winter 2016
airWorx
Contact: Brian Huffsteder
Phone: 513-407-9902
Company Specializes In: Arial Equipment. Mission
Statement: airWorx is an independent full-service equipment
distributor servicing the rental and sales needs of
construction and industrial markets.
Axis Utility
Contact: Jack Readnour
Phone: 859-957-3470
C&B Marine, LLC
Contact: Robert Carlisle
Phone: 513-520-8250
Company Specializes In: Inland Water Transportation,
Marine Construction, Dredging Projects all sizes
Civil Solutions Associates, Inc.
Contact: Micah Stone
Phone: 513-752-9500
Company Specializes In: geotechnical/heavy civil projects
Coverland Limited
Contact: Rob Milton
Phone: 513-376-8933
Company Specilizes In: Flooring - Soft, Hardwood, Carpet,
Carpet Tile, Vinyl
Fusion Safety and Business Solutions
Contact: Jamie Burch
Phone: 513-939-4828
Company Specializes In: OSHA and EPA compliance in
construction and general industry.
JW Brennan Excavating
Contact: Jeff Brennan
Phone: 513-738-0360
Company Specializes In: Excavation: underground utility
construction, sewer water & storm.
Northside Construction & Supply
Contact: Barbara Mason
Phone: 513-542-1344
Company Specializes In: Construction Materials. They provide
organizations of all sizes in the Tri-State area with services and
supplies below cost, with on-time delivery, warehouse space and
inventory control by providing over-the-top service.
Patriot Services
Contact: Ryle Doerman
Phone: 513-614-4025
Company Specializes In: industrial/commercial pipe insulation
Phasor Electric Services
Contact: Jack Lamping
Phone: 513-347-3500
Company Specializes In: superior electrical construction services
in the areas of Power Distribution, Controls & Instrumentation,
Service Upgrades & Maintenance, as well as Commercial
Facilities, Offices, Labs, Solar, and Lighting Cost Analysis and
Design.
Welcome New ACI Members
For membership information contact Erica Schwegman, Membership Manager
ALLIED CONSTRUCTION INDUSTRIESMEMBER
10 Winter 2016
ACI's Annual Holiday Open House was held on December 4th. Members joined ACI staff for a wonderful lunch provided by Hammann's Catering and plenty of membership networking. A variety of door prizes were available, with a plotter donated by ComputerEase for the Grand Prize. There were over 200 members, staff and affinity partners in attendance marking this year's open house a complete success.
Holiday Open House
11 Winter 2016
airWorx
Contact: Brian Huffsteder
Phone: 513-407-9902
Company Specializes In: Arial Equipment. Mission
Statement: airWorx is an independent full-service equipment
distributor servicing the rental and sales needs of
construction and industrial markets.
Axis Utility
Contact: Jack Readnour
Phone: 859-957-3470
C&B Marine, LLC
Contact: Robert Carlisle
Phone: 513-520-8250
Company Specializes In: Inland Water Transportation,
Marine Construction, Dredging Projects all sizes
Civil Solutions Associates, Inc.
Contact: Micah Stone
Phone: 513-752-9500
Company Specializes In: geotechnical/heavy civil projects
Coverland Limited
Contact: Rob Milton
Phone: 513-376-8933
Company Specilizes In: Flooring - Soft, Hardwood, Carpet,
Carpet Tile, Vinyl
Fusion Safety and Business Solutions
Contact: Jamie Burch
Phone: 513-939-4828
Company Specializes In: OSHA and EPA compliance in
construction and general industry.
JW Brennan Excavating
Contact: Jeff Brennan
Phone: 513-738-0360
Company Specializes In: Excavation: underground utility
construction, sewer water & storm.
Northside Construction & Supply
Contact: Barbara Mason
Phone: 513-542-1344
Company Specializes In: Construction Materials. They provide
organizations of all sizes in the Tri-State area with services and
supplies below cost, with on-time delivery, warehouse space and
inventory control by providing over-the-top service.
Patriot Services
Contact: Ryle Doerman
Phone: 513-614-4025
Company Specializes In: industrial/commercial pipe insulation
Phasor Electric Services
Contact: Jack Lamping
Phone: 513-347-3500
Company Specializes In: superior electrical construction services
in the areas of Power Distribution, Controls & Instrumentation,
Service Upgrades & Maintenance, as well as Commercial
Facilities, Offices, Labs, Solar, and Lighting Cost Analysis and
Design.
Welcome New ACI Members
For membership information contact Erica Schwegman, Membership Manager
ALLIED CONSTRUCTION INDUSTRIESMEMBER
12 Winter 2016
Y
e
a
r
s
ALLIED CONSTRUCTION INDUSTRIES
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e
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8
5
TCIOUNRT ISNNDOUCS TDREIIELSLA
ACI members can now reach even more potential customers with the introduction of new membership level upgrades. There are three upgrade levels – Silver, Gold, and Platinum – that each offer varying opportunities for discounts, advertising, sponsorship and a discount for Construction Connection. All three membership level upgrades include one ad here in ACI's quarterly Constructor Magazine and the ACI Membership Directory as well as recognition in the day-of-event booklet at events such as the Annual Meeting, Golf Outing and Picnic. Additionally, the Gold level upgrade comes with two
tickets to ACI's Annual Picnic and the Platinum level upgrade includes an annual subscription to the Construction Connection. T h e C o n s t r u c t i o n C o n n e c t i o n i s a comprehensive report sent via e-mail every business day providing detailed, up-to-date information on construction projects in the various stages of planning, bidding and awards. The Platinum upgrade is an incredible value as the standard member price for a one-year subscription to the Construction Connection is $750 and the cost for non-members is $1,800.
New Level Upgrades Bring Increased Value and Savings to ACI Members
“Our members are constantly on the lookout for new marketing opportunities that will help increase their company's visibility and connect with other organizations,” said Erica Schwegman, ACI's Membership Manager. “This is the first time we've offered promotional opportunities as a package and we're confident they will add additional and exceptional value to the benefits our members already enjoy."
Because ACI is the largest commercial construction trade association in the Tri-State area, promoting your business with us means you can reach more than 500 companies easily and efficiently. For more information about upgrading your organization's membership, please contact Erica Schwegman at (513) 221-8020 or [email protected]
RKPT provides legal services for the construction industry, including development and contruction contract review, credit application and accounts receivable consulting and review, private and public lien claims, bond claims, contract disputes and collections.
Contact Richard O. Hamilton, Jr., Attorney & [email protected]
Rick has over 20 years experience in the construction industry and is a qualified Neutral with the American Arbitration Association
ATTORNEYS AT LAWPERSONAL. FAMILY. BUSINESS. LITIGATION.
ROBBINS, KELLY, PATTERSON & TUCKER, LPA7 WEST 7TH STREET, SUITE 1400, CINCINNATI, OHIO 45202
513-721-3330 WWW.RKPT.COM
THIS IS AN ADVERTISEMENT
13Winter 2016
ACI's second Party in the Plan Room took place
January 7 in the ACI Plan Room (where else?). More
than 25 ACI members came out to mingle and enjoy
gourmet pretzels from Brezel, provided by our
sponsor, HGC Construction. Nick Eggemeier and
Craig Preston from HGC also led a lively discussion
about several of the issues concerning the estimating
community. Look for news about ACI's next Party in the
Plan Room in The Advantage, Bid Calendar or
Construction Connection.
Party in the Plan Room
12 Winter 2016
Y
e
a
r
s
ALLIED CONSTRUCTION INDUSTRIES
C
e
l
e
b
r
a
t
i
n
g
8
5
TCIOUNRT ISNNDOUCS TDREIIELSLA
ACI members can now reach even more potential customers with the introduction of new membership level upgrades. There are three upgrade levels – Silver, Gold, and Platinum – that each offer varying opportunities for discounts, advertising, sponsorship and a discount for Construction Connection. All three membership level upgrades include one ad here in ACI's quarterly Constructor Magazine and the ACI Membership Directory as well as recognition in the day-of-event booklet at events such as the Annual Meeting, Golf Outing and Picnic. Additionally, the Gold level upgrade comes with two
tickets to ACI's Annual Picnic and the Platinum level upgrade includes an annual subscription to the Construction Connection. T h e C o n s t r u c t i o n C o n n e c t i o n i s a comprehensive report sent via e-mail every business day providing detailed, up-to-date information on construction projects in the various stages of planning, bidding and awards. The Platinum upgrade is an incredible value as the standard member price for a one-year subscription to the Construction Connection is $750 and the cost for non-members is $1,800.
New Level Upgrades Bring Increased Value and Savings to ACI Members
“Our members are constantly on the lookout for new marketing opportunities that will help increase their company's visibility and connect with other organizations,” said Erica Schwegman, ACI's Membership Manager. “This is the first time we've offered promotional opportunities as a package and we're confident they will add additional and exceptional value to the benefits our members already enjoy."
Because ACI is the largest commercial construction trade association in the Tri-State area, promoting your business with us means you can reach more than 500 companies easily and efficiently. For more information about upgrading your organization's membership, please contact Erica Schwegman at (513) 221-8020 or [email protected]
RKPT provides legal services for the construction industry, including development and contruction contract review, credit application and accounts receivable consulting and review, private and public lien claims, bond claims, contract disputes and collections.
Contact Richard O. Hamilton, Jr., Attorney & [email protected]
Rick has over 20 years experience in the construction industry and is a qualified Neutral with the American Arbitration Association
ATTORNEYS AT LAWPERSONAL. FAMILY. BUSINESS. LITIGATION.
ROBBINS, KELLY, PATTERSON & TUCKER, LPA7 WEST 7TH STREET, SUITE 1400, CINCINNATI, OHIO 45202
513-721-3330 WWW.RKPT.COM
THIS IS AN ADVERTISEMENT
13Winter 2016
ACI's second Party in the Plan Room took place
January 7 in the ACI Plan Room (where else?). More
than 25 ACI members came out to mingle and enjoy
gourmet pretzels from Brezel, provided by our
sponsor, HGC Construction. Nick Eggemeier and
Craig Preston from HGC also led a lively discussion
about several of the issues concerning the estimating
community. Look for news about ACI's next Party in the
Plan Room in The Advantage, Bid Calendar or
Construction Connection.
Party in the Plan Room
14 Winter 2016
ACI-YP Member SpotlightBryan T. BeischelR.J. Beischel Building Co.Project Manager While at The University of Cincinnati, Bryan was privileged to co-op with Dugan & Meyers Construction Co. Upon graduating from UC, Mr. Beischel ventured to San Francisco, CA with globally celebrated builder, Turner Construction Co., and was given the unique opportunity to work on the $500MM base-isolated Mills-Peninsula Replacement Hospital (where his sons were later born in 2012) and numerous tenant improvements at the San Francisco Airport, including the $450MM Terminal 2 Renovation (first LEED Gold Certified Airport in the US). In late 2012, he relocated with Turner to Cincinnati and assumed cost controlling responsibilities in their Financial Department for several projects across the Ohio/ Kentucky region. More recently, Bryan returned to R.J. Beischel Building Co in August 2015, having previously spent time as a laborer (2004), lawnmower jockey & weed puller (1995-1998), and target of Papa Bob's (R.J.) wrath for running amuck in the yard and office halls (1987-1992). During Bryan's free time, he enjoys being a father to twin boys
and a new baby girl (except potty training, it's the worst), learning about dinosaurs from his boys, working on his home, and loving everything life has to offer. Bryan is the son of Timothy E. and Barbara A. Beischel. He and his wife Brigid reside in Wyoming, OH.
Amanda PhelanPhelan Insurance Agency, Inc
Amanda Phelan is a Commercial Lines Producer at Phelan Insurance Agency. She brings with her a background in exceptional client relations and a hands on understanding of the construction industry. She is committed to bringing together businesses resources with the client's needs, and creating a property and liability package with essential coverage, coupled with an array of risk reducing services tailored to their particular business. Amanda graduated from Miami University with a BS in Dietetics. Prior to joining the agency she assisted subcontractors in their bidding process, providing them with an innovative way to find projects, create new GC relationships, and gain business. She now specializes in
builders risk insurance, as well as package policies for contractors. Amanda resides in Mason, OH with husband Andrew, and mastiff Thor. During Amanda's free time, she enjoys attending sporting events, completing DIY projects around the house, and spending time with friends and family.
Evan ZepfTruCraftProject Manager
Evan Zepf graduated from Glen Este High School in 2005 and after graduation he took a year off before starting his college career at Northern Kentucky University. During his sophomore year of college, he decided to enter the Construction Management Program. Having no prior construction experience, through a friend he was able to land a laborer/helper position for a very young commercial roofing company - TruCraft Roofing (his employee number is 8). Through steady punctuality and the willingness to learn the trade he was able to work his way up to Foreman's Apprentice. During his last year of
college, he was moved from the field to the office to help out with estimating and project management. After graduating from Northern Kentucky University with a Bachelor's of Applied Sciences in Construction Management in 2012, he decided to stay on full time with TruCraft Roofing. Now he is the head estimator/project manager for our commercial roofing division. He has worked on numerous exciting projects, most notably The Ark Encounter in Williamstown, KY (we are building Noah's Ark). Evan lives on the East side of town with his fiancé Tina and their cat Henry. In his spare time he enjoys playing sand volleyball year round, camping by the train tracks and watching the Bengals, and Buckeyes.
15Winter 2016
On behalf of the Cincinnati Area OSHA office the ACI/OSHA partnership has officially been renewed. The contractual process is well under way and is an amazing addition to our yearly accomplishments for our m e m b e r s i n 2 0 1 6 . AC I continues its status as one of the longest and few left standing partnerships in the country! This partnership is also the only area partnership that continues to be renewed. Have you heard about the ACI/OSHA Partnership and wondered if it would be beneficial for your company? The common objective and goal of the agreement is to provide a safe and healthy work environment for employees engaged in construction activities within the State of Ohio. This partnership also assists in preventing serious accidents within the industry through increased safety and health training,
active employee involvement and the implementation of enhanced safety and health management systems. Some of the partners' testimonies include but
are not limited to, “Being a Partner shows a commitment to the safety of general contractors and project owners when bidding projects .” “Updates by the OSHA Area
Office and frequent networking opportunities allow Partners to recognize areas for program improvement and learn from one another.”
Interested in getting involved? Please contact: Chelsea Lombardi, ACI Safety Manager at 513-221-8020 or [email protected].
ACI/OSHA Partnership Renewal
14 Winter 2016
ACI-YP Member SpotlightBryan T. BeischelR.J. Beischel Building Co.Project Manager While at The University of Cincinnati, Bryan was privileged to co-op with Dugan & Meyers Construction Co. Upon graduating from UC, Mr. Beischel ventured to San Francisco, CA with globally celebrated builder, Turner Construction Co., and was given the unique opportunity to work on the $500MM base-isolated Mills-Peninsula Replacement Hospital (where his sons were later born in 2012) and numerous tenant improvements at the San Francisco Airport, including the $450MM Terminal 2 Renovation (first LEED Gold Certified Airport in the US). In late 2012, he relocated with Turner to Cincinnati and assumed cost controlling responsibilities in their Financial Department for several projects across the Ohio/ Kentucky region. More recently, Bryan returned to R.J. Beischel Building Co in August 2015, having previously spent time as a laborer (2004), lawnmower jockey & weed puller (1995-1998), and target of Papa Bob's (R.J.) wrath for running amuck in the yard and office halls (1987-1992). During Bryan's free time, he enjoys being a father to twin boys
and a new baby girl (except potty training, it's the worst), learning about dinosaurs from his boys, working on his home, and loving everything life has to offer. Bryan is the son of Timothy E. and Barbara A. Beischel. He and his wife Brigid reside in Wyoming, OH.
Amanda PhelanPhelan Insurance Agency, Inc
Amanda Phelan is a Commercial Lines Producer at Phelan Insurance Agency. She brings with her a background in exceptional client relations and a hands on understanding of the construction industry. She is committed to bringing together businesses resources with the client's needs, and creating a property and liability package with essential coverage, coupled with an array of risk reducing services tailored to their particular business. Amanda graduated from Miami University with a BS in Dietetics. Prior to joining the agency she assisted subcontractors in their bidding process, providing them with an innovative way to find projects, create new GC relationships, and gain business. She now specializes in
builders risk insurance, as well as package policies for contractors. Amanda resides in Mason, OH with husband Andrew, and mastiff Thor. During Amanda's free time, she enjoys attending sporting events, completing DIY projects around the house, and spending time with friends and family.
Evan ZepfTruCraftProject Manager
Evan Zepf graduated from Glen Este High School in 2005 and after graduation he took a year off before starting his college career at Northern Kentucky University. During his sophomore year of college, he decided to enter the Construction Management Program. Having no prior construction experience, through a friend he was able to land a laborer/helper position for a very young commercial roofing company - TruCraft Roofing (his employee number is 8). Through steady punctuality and the willingness to learn the trade he was able to work his way up to Foreman's Apprentice. During his last year of
college, he was moved from the field to the office to help out with estimating and project management. After graduating from Northern Kentucky University with a Bachelor's of Applied Sciences in Construction Management in 2012, he decided to stay on full time with TruCraft Roofing. Now he is the head estimator/project manager for our commercial roofing division. He has worked on numerous exciting projects, most notably The Ark Encounter in Williamstown, KY (we are building Noah's Ark). Evan lives on the East side of town with his fiancé Tina and their cat Henry. In his spare time he enjoys playing sand volleyball year round, camping by the train tracks and watching the Bengals, and Buckeyes.
15Winter 2016
On behalf of the Cincinnati Area OSHA office the ACI/OSHA partnership has officially been renewed. The contractual process is well under way and is an amazing addition to our yearly accomplishments for our m e m b e r s i n 2 0 1 6 . AC I continues its status as one of the longest and few left standing partnerships in the country! This partnership is also the only area partnership that continues to be renewed. Have you heard about the ACI/OSHA Partnership and wondered if it would be beneficial for your company? The common objective and goal of the agreement is to provide a safe and healthy work environment for employees engaged in construction activities within the State of Ohio. This partnership also assists in preventing serious accidents within the industry through increased safety and health training,
active employee involvement and the implementation of enhanced safety and health management systems. Some of the partners' testimonies include but
are not limited to, “Being a Partner shows a commitment to the safety of general contractors and project owners when bidding projects .” “Updates by the OSHA Area
Office and frequent networking opportunities allow Partners to recognize areas for program improvement and learn from one another.”
Interested in getting involved? Please contact: Chelsea Lombardi, ACI Safety Manager at 513-221-8020 or [email protected].
ACI/OSHA Partnership Renewal
On January 27th the students from ACI's Leadership Excellence Program conducted team presentations to company management and their peers at the Interact For Health conference center. Each student discussed what they learned from the class and how they would incorporate this knowledge into their jobs responsibilities. The topics included: strategy implementation, priorities and productivity, negotiation and conflict resolution, and project sponsorship and leadership. So what does eating a frog have to do with leadership? In Jessica Koucky's (Craftsman Electric) presentation, she shared that one of the tips for time management that she is incorporating into her daily schedule is eating a frog. The concept, if you are not familiar with it, is to do your most difficult task first each day (This is your frog). After eating your frog, everything else on your list seems much easier to accomplish. The session also included a panel of industry experts who answered questions and expressed their views on leadership. The panel included William Geisen, partner at Stites & Harbison PLLC; Sherry Malott, owner of Advanced Caulking; LLC, and John Strawser, COO of Valley Interior Systems, Inc. The program was emceed by Greg Moratschek, who was also a mentor to the participants.
The ACI Leadership Excellence Program consisted of nine sessions. Three sessions were held at Xavier's Leadership Center and the other classes were held at ACI and presented by industry experts. ACI's partnership with Xavier permitted the participants in the program receive college credit and a special ACI/Xavier Leadership Excellence Certificate. Students also have the option to attend an additional class to receive a Leadership certificate from Xavier's College of Business.
The following companies and employees participated in the 2015 program:
! Alpha & Omega—Brad Rudd! Baker Concrete Construction Co, Inc.—Nancy
Abbott! CINFAB—Mel Phillips! Coppage Construction Company, Inc—Josh
Turton! Craftsman Electric—Charlie Fischer, Jr. and
Jessica Koucky! Dugan & Meyers Construction Company—Chris
Smith! Fenton Rigging—Chris Besl! Jostin Construction—Mike Vieth! Messer Construction Company—Josh Thayer! Pioneer Cladding & Glazing Systems—Paul
Robinson! R.J. Beischel—Rob Lewis! Valley Interior Systems, Inc.—Jake Wolfer
These participants have a bright future not only with their company, but in the industry. Be sure to add them to your list of people to watch.
S p e c i a l t h a n k s t o G r e g Moratschek for mentoring the program and to Blue & Co. for sponsoring a r e c e p t i o n a t Vi e Vi t a f o r t h e p a r t i c i p a n t s a n d c o m p a n y representatives. Enrollment for the September ACI Leadership Excellence Class starts
April 2016!
16 Winter 2016
What Does Eating A Frog Have To Do with Leadership?
Greg Moratschek
William Geisen Sherry Malott John Strawser
17Winter 2016
On January 27th the students from ACI's Leadership Excellence Program conducted team presentations to company management and their peers at the Interact For Health conference center. Each student discussed what they learned from the class and how they would incorporate this knowledge into their jobs responsibilities. The topics included: strategy implementation, priorities and productivity, negotiation and conflict resolution, and project sponsorship and leadership. So what does eating a frog have to do with leadership? In Jessica Koucky's (Craftsman Electric) presentation, she shared that one of the tips for time management that she is incorporating into her daily schedule is eating a frog. The concept, if you are not familiar with it, is to do your most difficult task first each day (This is your frog). After eating your frog, everything else on your list seems much easier to accomplish. The session also included a panel of industry experts who answered questions and expressed their views on leadership. The panel included William Geisen, partner at Stites & Harbison PLLC; Sherry Malott, owner of Advanced Caulking; LLC, and John Strawser, COO of Valley Interior Systems, Inc. The program was emceed by Greg Moratschek, who was also a mentor to the participants.
The ACI Leadership Excellence Program consisted of nine sessions. Three sessions were held at Xavier's Leadership Center and the other classes were held at ACI and presented by industry experts. ACI's partnership with Xavier permitted the participants in the program receive college credit and a special ACI/Xavier Leadership Excellence Certificate. Students also have the option to attend an additional class to receive a Leadership certificate from Xavier's College of Business.
The following companies and employees participated in the 2015 program:
! Alpha & Omega—Brad Rudd! Baker Concrete Construction Co, Inc.—Nancy
Abbott! CINFAB—Mel Phillips! Coppage Construction Company, Inc—Josh
Turton! Craftsman Electric—Charlie Fischer, Jr. and
Jessica Koucky! Dugan & Meyers Construction Company—Chris
Smith! Fenton Rigging—Chris Besl! Jostin Construction—Mike Vieth! Messer Construction Company—Josh Thayer! Pioneer Cladding & Glazing Systems—Paul
Robinson! R.J. Beischel—Rob Lewis! Valley Interior Systems, Inc.—Jake Wolfer
These participants have a bright future not only with their company, but in the industry. Be sure to add them to your list of people to watch.
S p e c i a l t h a n k s t o G r e g Moratschek for mentoring the program and to Blue & Co. for sponsoring a r e c e p t i o n a t Vi e Vi t a f o r t h e p a r t i c i p a n t s a n d c o m p a n y representatives. Enrollment for the September ACI Leadership Excellence Class starts
April 2016!
16 Winter 2016
What Does Eating A Frog Have To Do with Leadership?
Greg Moratschek
William Geisen Sherry Malott John Strawser
17Winter 2016
18 Winter 2016
After making significant progress in reducing the total number of construction fatalities from a record high of 1,239 in 2006 to a record low of 738 in 2011, the total number of construction fatalities has once again begun to increase. The Bureau of Labor Statistics
reported that 874 construction workers – residential and commercial – died in 2014. AGC is therefore urging all firms, regardless of their size, to take the following 13 steps to further improve workplace safety with a special focus on making sure the growing number of new and relatively inexperienced workers, joining many firms have the training needed to protect themselves and their co-workers.
NEW EMPLOYEES1. Establish a buddy system for all new hires:
• During orientation assign experienced workers to
serve as a new hire's safety sponsor.
• After 30 days the sponsor and supervisor evaluate
new hire's application of training and understanding
of how to perform assigned tasks safely
• Both must sign off that the worker is ready to work
safely without a buddy or the buddy process
continues until the new worker has proven they can
work safely.
2. Hold safety orientation sessions for all new hires, including temporary workers:
• Require every new hire – whether full time,
permanent, part time, temporary, and/or labor-firm
staff, to complete a safety orientation system before
being allowed to work on a project. This orientation
should be separate and independent from the general
administrative orientation.
• The orientation system includes photos depicting
common and not-so-common (lightning, weather)
hazards on projects that trainees are quizzed to
recognize
• The orientation includes interactive hazard
recognition and group discussion on controls.
• The orientation process covers company policies,
procedures, and principles covering work rules and
conduct.
• The orientation includes a verification of
competency in the skill or craft the employee was
hired to perform.
ONGOING TRAINING3. Ensure managers and supervisors have the
appropriate leadership and effective communication skills critical to instill safety culture and concepts into the workforce:
• All personnel in supervisory or managerial positions
shall complete initial management training so they
can learn effective leadership and communication
skills. This training and continuing leadership
education should be an essential element of
individual development plans for those in leadership
positions.
• These skills are essential to getting workers to
embrace an effective safety culture, including
grasping and implementing appropriate safety
concepts and procedures.
4. Institute two separate Pre-Task Hazard Analysis training programs:
13 Proven Steps to Improve Construction Worker Safety
19
Winter 2016
Reprinted with permission from Constructor, January/February 2016, a publication of the Associated General Contractors of America
• Create distinct pre-task hazard analysis training
programs; one for the crew and one specifically
designed for first-line supervision.
• These programs will help workers operate safely.
• These programs will train supervisors to effectively
fulfill their obligation to ensure workers are
operating safely at all times.
5. Hold monthly Lunch and Learn safety training programs:
• Organize and host monthly safety lunch and learns.
• Include 30-minute presentations from craft workers
on predetermined safety topics.
• Workers learn from their peers, (not from
supervisors); an effective means to acquire skills.
6. Require all foremen and/or superintendents to attend leadership in safety excellence certification courses:
• Project leaders such as foremen and superintendents
are critical to the success of the day-to-day
performance and implementation of a company's
safety program.
• Providing them with the necessary skills to
effectively communicate the mission is key to this
success.
7. Hold targeted safety training to address all safety incidents:
• Identify safety incidents and details.
• Quickly follow up by communicating targeted
messages designed to address specific safety hazards
involved to avoid similar future incidents. The
message can be communicated in bulletins, e-mail,
team meetings, formal training, or other appropriate
forums.
8. Make sure all training and materials are in the language of the entire workforce:
• Workforces may include workers with limited
English skills.
• Offer safety training in English and other languages
as the need arises to ensure understanding by all
workers.
9. Train your trainers:
• Training others requires effective communication
and training skills.
• Provide “Train the Trainer” instruction to all
personnel responsible for training others.
• Training the trainer will help improve the
effectiveness of the safety training provided.
• Retaining “science of teaching” consultants to train
the trainers on basic instructional skills and/or
retained to develop a program implemented in-house
can greatly improve the Train the Trainer programs.
• Professional trainer certification and credentialing
through OSHA and BCSP ensure adequate rigor in
trainer education.
OPERATING PROCEDURES10. Create worker task-specific “pocket safety guides”
for every task they are assigned:
• Laborers may get just one guide for the scope of
their task; others, such as equipment operators, may
get several pocket guides.
• Guides must be kept on their person and produced
upon request by supervisor.
• Workers are required to verbally explain the safe
way to do their key assigned tasks.
• During morning meetings workers are called upon to
lead the meeting using their pocket guide.
11. Establish craft-specific safety mentoring programs:
• Schedule monthly mentorship meetings where craft
workers of varying tenure meet to help each other
understand and discuss safety-related procedures,
processes, and lessons learned.
• At the end of these meetings, the craft workers will
summarize the results and share them with senior
management to identify areas that may require
additional focus.
12. Issue easy-to-read badges to all workers indicating their level of training:
• Issue easy-to-read badges (for example, badges that
use QR codes or color coding) that identify each
worker's level of training and certification for
operating equipment Badges are issued to every
worker on a project, regardless of whether they work
for a GC or a subcontractor.
• Badges allow everyone on a project to be aware of
every worker's training and certification level so
they can be assigned appropriate tasks.
13. Authorize all workers to issue Stop Work Cards to address safety risks:
• Issue every worker a “Stop Work Card.”
• Instruct every worker that they can use their “Stop
Work Cards” to temporarily halt construction
activity on a project, if they identify a legitimate
safety hazard.
• Make it clear to all workers there are no
repercussions for using the “Stop Work Cards.”
18 Winter 2016
After making significant progress in reducing the total number of construction fatalities from a record high of 1,239 in 2006 to a record low of 738 in 2011, the total number of construction fatalities has once again begun to increase. The Bureau of Labor Statistics
reported that 874 construction workers – residential and commercial – died in 2014. AGC is therefore urging all firms, regardless of their size, to take the following 13 steps to further improve workplace safety with a special focus on making sure the growing number of new and relatively inexperienced workers, joining many firms have the training needed to protect themselves and their co-workers.
NEW EMPLOYEES1. Establish a buddy system for all new hires:
• During orientation assign experienced workers to
serve as a new hire's safety sponsor.
• After 30 days the sponsor and supervisor evaluate
new hire's application of training and understanding
of how to perform assigned tasks safely
• Both must sign off that the worker is ready to work
safely without a buddy or the buddy process
continues until the new worker has proven they can
work safely.
2. Hold safety orientation sessions for all new hires, including temporary workers:
• Require every new hire – whether full time,
permanent, part time, temporary, and/or labor-firm
staff, to complete a safety orientation system before
being allowed to work on a project. This orientation
should be separate and independent from the general
administrative orientation.
• The orientation system includes photos depicting
common and not-so-common (lightning, weather)
hazards on projects that trainees are quizzed to
recognize
• The orientation includes interactive hazard
recognition and group discussion on controls.
• The orientation process covers company policies,
procedures, and principles covering work rules and
conduct.
• The orientation includes a verification of
competency in the skill or craft the employee was
hired to perform.
ONGOING TRAINING3. Ensure managers and supervisors have the
appropriate leadership and effective communication skills critical to instill safety culture and concepts into the workforce:
• All personnel in supervisory or managerial positions
shall complete initial management training so they
can learn effective leadership and communication
skills. This training and continuing leadership
education should be an essential element of
individual development plans for those in leadership
positions.
• These skills are essential to getting workers to
embrace an effective safety culture, including
grasping and implementing appropriate safety
concepts and procedures.
4. Institute two separate Pre-Task Hazard Analysis training programs:
13 Proven Steps to Improve Construction Worker Safety
19
Winter 2016
Reprinted with permission from Constructor, January/February 2016, a publication of the Associated General Contractors of America
• Create distinct pre-task hazard analysis training
programs; one for the crew and one specifically
designed for first-line supervision.
• These programs will help workers operate safely.
• These programs will train supervisors to effectively
fulfill their obligation to ensure workers are
operating safely at all times.
5. Hold monthly Lunch and Learn safety training programs:
• Organize and host monthly safety lunch and learns.
• Include 30-minute presentations from craft workers
on predetermined safety topics.
• Workers learn from their peers, (not from
supervisors); an effective means to acquire skills.
6. Require all foremen and/or superintendents to attend leadership in safety excellence certification courses:
• Project leaders such as foremen and superintendents
are critical to the success of the day-to-day
performance and implementation of a company's
safety program.
• Providing them with the necessary skills to
effectively communicate the mission is key to this
success.
7. Hold targeted safety training to address all safety incidents:
• Identify safety incidents and details.
• Quickly follow up by communicating targeted
messages designed to address specific safety hazards
involved to avoid similar future incidents. The
message can be communicated in bulletins, e-mail,
team meetings, formal training, or other appropriate
forums.
8. Make sure all training and materials are in the language of the entire workforce:
• Workforces may include workers with limited
English skills.
• Offer safety training in English and other languages
as the need arises to ensure understanding by all
workers.
9. Train your trainers:
• Training others requires effective communication
and training skills.
• Provide “Train the Trainer” instruction to all
personnel responsible for training others.
• Training the trainer will help improve the
effectiveness of the safety training provided.
• Retaining “science of teaching” consultants to train
the trainers on basic instructional skills and/or
retained to develop a program implemented in-house
can greatly improve the Train the Trainer programs.
• Professional trainer certification and credentialing
through OSHA and BCSP ensure adequate rigor in
trainer education.
OPERATING PROCEDURES10. Create worker task-specific “pocket safety guides”
for every task they are assigned:
• Laborers may get just one guide for the scope of
their task; others, such as equipment operators, may
get several pocket guides.
• Guides must be kept on their person and produced
upon request by supervisor.
• Workers are required to verbally explain the safe
way to do their key assigned tasks.
• During morning meetings workers are called upon to
lead the meeting using their pocket guide.
11. Establish craft-specific safety mentoring programs:
• Schedule monthly mentorship meetings where craft
workers of varying tenure meet to help each other
understand and discuss safety-related procedures,
processes, and lessons learned.
• At the end of these meetings, the craft workers will
summarize the results and share them with senior
management to identify areas that may require
additional focus.
12. Issue easy-to-read badges to all workers indicating their level of training:
• Issue easy-to-read badges (for example, badges that
use QR codes or color coding) that identify each
worker's level of training and certification for
operating equipment Badges are issued to every
worker on a project, regardless of whether they work
for a GC or a subcontractor.
• Badges allow everyone on a project to be aware of
every worker's training and certification level so
they can be assigned appropriate tasks.
13. Authorize all workers to issue Stop Work Cards to address safety risks:
• Issue every worker a “Stop Work Card.”
• Instruct every worker that they can use their “Stop
Work Cards” to temporarily halt construction
activity on a project, if they identify a legitimate
safety hazard.
• Make it clear to all workers there are no
repercussions for using the “Stop Work Cards.”
20 Winter 2016
Inefficiencies, or losses in productivity, are often daily occurrences on a construction project. However, tracing the cause and quantifying the amount of that inefficiency are rarely on the contractor's mind until the project is complete or even later when a dispute arises
over releasing retention. Unfortunately, this is typically too late. While attorneys, claims consultants, and experts can analyze a contractor's productivity after the fact, this analysis is only as strong as the contractor's contemporaneous documentation of the project. Regardless of the s ize and nature of the project, construction is a document-heavy endeavor. F r o m d r a w i n g s a n d specifications to contracts and purchase orders to change orders and RFIs, documents drive almost every aspect of a project from start to finish. As a result, it is easy to assume that all relevant data for a project is being captured at all times. While this may be true for most issues, it is rarely the case with inefficiency. Productivity claims are an animal all their own and consider many more factors than the more typical construction claims or delay or defect. If you were to ask a contractor how he knows his productivity has been reduced, his answer would sound like the Supreme Court's view on pornography: “I know it when I see it.” Unfortunately for that contractor, and for the claims consultants and attorneys advocating on his behalf, courts require a more nuanced analysis. Specifically, the contractor must be able to show not only that its productivity has decreased measurably, but also that another party actually caused the loss in productivity as well as the quantum of this loss. Neither of these is particularly easy to show, much less so if the contractor's documentation is not robust.
Documenting Causation
Showing that any one party is responsible for a contractor's reduced productivity requires ruling out all
of the other potential causes, a myriad of which exist on even the smallest construction projects. For instance, a contractor may face reduced productivity due to climate issues, problems with labor and unions, financial circumstances of its own or of its subcontractors and suppliers, regulatory decision, miscommunication or lack of communication with other parties involved in the construction, or coordination and scheduling issues and site conditions. While any one of these issues may disrupt a contractor's efficiency, these issues are not mutually exclusive and can (and often do) combine to create a m e a s u r a b l e i m p a c t . T h i s i s w h a t m a k e s c o n t e m p o r a n e o u s d o c u m e n t a t i o n s o critical—separating the wheat from the chaff.
When looking at a project retrospectively, as is typically the case when developing a i n e f f i c i e n c y c l a i m , a n inefficiency expert must rely on certain data points to try to recreate which of the various potential issues actually or primarily caused a reduction in efficiency. These data points are typically contained in labor
and costs reports that capture project expenditures weeks or months at a time. However, without context, the expert can only say whether the contractor was more or less efficient at any given time; the expert cannot say from this data alone what drove the changes in efficiency. This is where the expert must rely on the contractor's ability to create a context for the changes. Often, the starting point for developing this context is relying on the contractor's statements pointing the finger at the owner. This alone is not enough. To bolster the argument, attorneys and experts will look at the contractor's daily reports and minutes of weekly or bi-weekly on-site project meetings for clues that may elucidate the underlying cause. While a critical snapshot on a project's progress and productivity, daily reports are often seen by on-site supervisors and foremen as simply a way for the project executives to keep tabs on their employees. Certainly, this is an aspect of the daily report, but this view leads to the reports as being a mere replacement for roll call or time cards. Instead, what is necessary to provide the context discussed above is a true statement and narrative of the daily actions, inactions, and operations of the
Document Everything: How To Ensure A Successful Inefficiency ClaimBy Christopher M. Sweeney, Associate, Peckar & Abramson P.C.
DOCUMENTEverything
21
Winter 2016
contractor's on-site personnel. In other words, the difference between a daily report that simply lists the amount of labor-hours expended on a given day and a daily report detailing the occurrences of that day is the difference between a simple sheet of paper in a file and a potential piece of evidence. Daily reports and meeting minutes need to be sufficiently detailed such that an individual who has never stepped foot on that project site can review the documents years after the project is complete and understand why the number of labor hours varied each day, or why certain equipment did not run for a period of time, or why a contractor completed one percent of his work in one month and twenty-five percent the next month. This level of detail will allow an attorney or claims consultant to identify root causes of changes in efficiency. Specifically, the impact of actions of owners or other third parties can be separated from impact of circumstances for which the contractor likely assumed certain risk, such as disruption due to weather or labor disputes. Yet, even when any one individual cause cannot be separated out from the rest, an expert in labor productivity can perform a cumulative impact analysis with more reliable data points. Cumulative impact analysis attempts to track the impact that any one change may have on the total productivity of the project over the remaining project duration. Essentially, this analysis tries to capture the way in which one change my create ripple effects that expand and multiply over time, affecting productivity more than perhaps originally anticipated. However, knowing what is an expanding ripple and what is another rock thrown into the pond is essential to this analysis. By having more detailed data from the project to compare, a productivity expert can factor superseding causes into or out of the analysis as necessary to strengthen the conclusions. After all, if and when the expert is cross-examined by the owner's attorney, every assumption and detail in the expert's analysis will be scrutinized and questioned. The analysis may survive this scrutiny if there is a strong documented record supporting the conclusions. Otherwise, the validity of the expert's conclusions, and with it the basis of the contractor's entire argument for entitlement, may entirely fall apart on the witness stand.
Documenting Quantity
Similarly, a contractor's claim for damages due to reduced efficiency is only as strong as his ability to accurately quantify the actual impact. There are a
number of different ways that experts can try to calculate reduced efficiency, but not all analyses are created equal. Attempts to use standardized or industry data in a comparison with individual projects typically are too inaccurate and require too many assumptions. Therefore, analyses using work sampling or industry-based productivity curves fail under any level of scrutiny by an opposing party's expert. This is unfortunate, because these analyses require the least detailed data from the impacted project, which of course may also account for the inaccuracy. On the other hand, statistical analyses of actual pro jec t data can not on ly prov ide rea l i s t i c approximations of a contractor's damages due to inefficiency, they have been recognized as reliable and reasonable by a number of courts. The two best methods of quantifying inefficiency are the Measured Mile and the Baseline Analysis. The Measured Mile approach has been adopted by most courts as the best (or only) way to quantify inefficiency. This analysis relies on real project data to determine two points of comparison, the impacted period and the unimpacted (or least-impacted) period. Essentially, the Measured Mile attempts to establish a contractor's level of productivity when he is the most productive and use this as a standard against which the levels of productivity during periods impacted by a substantial and clear issue (commonly referred to as the “cataclysmic event”). The challenge in this analysis is having a strong foundation for any conclusion regarding what is the unimpacted or least-impacted period. Once again, this analysis is only as strong as the real project data from the contractor. If, for instance, the contractor i s miss ing days , weeks , or months f rom i t s documentation, the statistical analysis of this period and the periods of time around it will be less and less accurate. Alternatively, if the contractor keeps extensive and detailed records throughout the project, the statistical analysis may be sufficiently comprehensive as to be almost iron-clad. Additionally, the productivity expert should be able to more confidently determine the impacted and unimpacted periods to ensure a proper comparison. Unlike the Measured Mile approach, the Baseline Analysis does not require a cataclysmic event to occur to compare productive and less-productive periods. Instead, the Baseline Analysis looks at the project data overall and determines the baseline level of productivity when the contractor is at his best over the entirety of the project and not limited to a certain period of time like the Measured Mile. Theoretically, this
continued on next page
20 Winter 2016
Inefficiencies, or losses in productivity, are often daily occurrences on a construction project. However, tracing the cause and quantifying the amount of that inefficiency are rarely on the contractor's mind until the project is complete or even later when a dispute arises
over releasing retention. Unfortunately, this is typically too late. While attorneys, claims consultants, and experts can analyze a contractor's productivity after the fact, this analysis is only as strong as the contractor's contemporaneous documentation of the project. Regardless of the s ize and nature of the project, construction is a document-heavy endeavor. F r o m d r a w i n g s a n d specifications to contracts and purchase orders to change orders and RFIs, documents drive almost every aspect of a project from start to finish. As a result, it is easy to assume that all relevant data for a project is being captured at all times. While this may be true for most issues, it is rarely the case with inefficiency. Productivity claims are an animal all their own and consider many more factors than the more typical construction claims or delay or defect. If you were to ask a contractor how he knows his productivity has been reduced, his answer would sound like the Supreme Court's view on pornography: “I know it when I see it.” Unfortunately for that contractor, and for the claims consultants and attorneys advocating on his behalf, courts require a more nuanced analysis. Specifically, the contractor must be able to show not only that its productivity has decreased measurably, but also that another party actually caused the loss in productivity as well as the quantum of this loss. Neither of these is particularly easy to show, much less so if the contractor's documentation is not robust.
Documenting Causation
Showing that any one party is responsible for a contractor's reduced productivity requires ruling out all
of the other potential causes, a myriad of which exist on even the smallest construction projects. For instance, a contractor may face reduced productivity due to climate issues, problems with labor and unions, financial circumstances of its own or of its subcontractors and suppliers, regulatory decision, miscommunication or lack of communication with other parties involved in the construction, or coordination and scheduling issues and site conditions. While any one of these issues may disrupt a contractor's efficiency, these issues are not mutually exclusive and can (and often do) combine to create a m e a s u r a b l e i m p a c t . T h i s i s w h a t m a k e s c o n t e m p o r a n e o u s d o c u m e n t a t i o n s o critical—separating the wheat from the chaff.
When looking at a project retrospectively, as is typically the case when developing a i n e f f i c i e n c y c l a i m , a n inefficiency expert must rely on certain data points to try to recreate which of the various potential issues actually or primarily caused a reduction in efficiency. These data points are typically contained in labor
and costs reports that capture project expenditures weeks or months at a time. However, without context, the expert can only say whether the contractor was more or less efficient at any given time; the expert cannot say from this data alone what drove the changes in efficiency. This is where the expert must rely on the contractor's ability to create a context for the changes. Often, the starting point for developing this context is relying on the contractor's statements pointing the finger at the owner. This alone is not enough. To bolster the argument, attorneys and experts will look at the contractor's daily reports and minutes of weekly or bi-weekly on-site project meetings for clues that may elucidate the underlying cause. While a critical snapshot on a project's progress and productivity, daily reports are often seen by on-site supervisors and foremen as simply a way for the project executives to keep tabs on their employees. Certainly, this is an aspect of the daily report, but this view leads to the reports as being a mere replacement for roll call or time cards. Instead, what is necessary to provide the context discussed above is a true statement and narrative of the daily actions, inactions, and operations of the
Document Everything: How To Ensure A Successful Inefficiency ClaimBy Christopher M. Sweeney, Associate, Peckar & Abramson P.C.
DOCUMENTEverything
21
Winter 2016
contractor's on-site personnel. In other words, the difference between a daily report that simply lists the amount of labor-hours expended on a given day and a daily report detailing the occurrences of that day is the difference between a simple sheet of paper in a file and a potential piece of evidence. Daily reports and meeting minutes need to be sufficiently detailed such that an individual who has never stepped foot on that project site can review the documents years after the project is complete and understand why the number of labor hours varied each day, or why certain equipment did not run for a period of time, or why a contractor completed one percent of his work in one month and twenty-five percent the next month. This level of detail will allow an attorney or claims consultant to identify root causes of changes in efficiency. Specifically, the impact of actions of owners or other third parties can be separated from impact of circumstances for which the contractor likely assumed certain risk, such as disruption due to weather or labor disputes. Yet, even when any one individual cause cannot be separated out from the rest, an expert in labor productivity can perform a cumulative impact analysis with more reliable data points. Cumulative impact analysis attempts to track the impact that any one change may have on the total productivity of the project over the remaining project duration. Essentially, this analysis tries to capture the way in which one change my create ripple effects that expand and multiply over time, affecting productivity more than perhaps originally anticipated. However, knowing what is an expanding ripple and what is another rock thrown into the pond is essential to this analysis. By having more detailed data from the project to compare, a productivity expert can factor superseding causes into or out of the analysis as necessary to strengthen the conclusions. After all, if and when the expert is cross-examined by the owner's attorney, every assumption and detail in the expert's analysis will be scrutinized and questioned. The analysis may survive this scrutiny if there is a strong documented record supporting the conclusions. Otherwise, the validity of the expert's conclusions, and with it the basis of the contractor's entire argument for entitlement, may entirely fall apart on the witness stand.
Documenting Quantity
Similarly, a contractor's claim for damages due to reduced efficiency is only as strong as his ability to accurately quantify the actual impact. There are a
number of different ways that experts can try to calculate reduced efficiency, but not all analyses are created equal. Attempts to use standardized or industry data in a comparison with individual projects typically are too inaccurate and require too many assumptions. Therefore, analyses using work sampling or industry-based productivity curves fail under any level of scrutiny by an opposing party's expert. This is unfortunate, because these analyses require the least detailed data from the impacted project, which of course may also account for the inaccuracy. On the other hand, statistical analyses of actual pro jec t data can not on ly prov ide rea l i s t i c approximations of a contractor's damages due to inefficiency, they have been recognized as reliable and reasonable by a number of courts. The two best methods of quantifying inefficiency are the Measured Mile and the Baseline Analysis. The Measured Mile approach has been adopted by most courts as the best (or only) way to quantify inefficiency. This analysis relies on real project data to determine two points of comparison, the impacted period and the unimpacted (or least-impacted) period. Essentially, the Measured Mile attempts to establish a contractor's level of productivity when he is the most productive and use this as a standard against which the levels of productivity during periods impacted by a substantial and clear issue (commonly referred to as the “cataclysmic event”). The challenge in this analysis is having a strong foundation for any conclusion regarding what is the unimpacted or least-impacted period. Once again, this analysis is only as strong as the real project data from the contractor. If, for instance, the contractor i s miss ing days , weeks , or months f rom i t s documentation, the statistical analysis of this period and the periods of time around it will be less and less accurate. Alternatively, if the contractor keeps extensive and detailed records throughout the project, the statistical analysis may be sufficiently comprehensive as to be almost iron-clad. Additionally, the productivity expert should be able to more confidently determine the impacted and unimpacted periods to ensure a proper comparison. Unlike the Measured Mile approach, the Baseline Analysis does not require a cataclysmic event to occur to compare productive and less-productive periods. Instead, the Baseline Analysis looks at the project data overall and determines the baseline level of productivity when the contractor is at his best over the entirety of the project and not limited to a certain period of time like the Measured Mile. Theoretically, this
continued on next page
22 Winter 2016
Upcoming Events
2016 Public-Private Partnership Conference & Expo March 7, 2016 - March 8, 2016, Dallas TX
AGC of America’s 97th Annual ConventionMarch 9, 2016 San Antonio, TX
Ohio Safety Congress & Expo March 9, 2016 Greater Columbus Convention Center
97th Annual AGC ConventionMarch 9, 2016 - March 11, 2016, San Antonio TX
AGC Safety Management Training Course SMTCMarch 14, 2016 - March 16, 2016, O'Fallon IL
Construction Project Manager CourseMarch 20, 2016 - March 25, 2016, Atlanta GA
AGC Lean Construction Program (session 2 of 4)March 23, 2016 Cleveland
AGC Lean Construction Program (session 3 of 4)April 15, 2016 (EDT) Cleveland
CareworksComp SeminarsApril 18, 2016 Various locations
2016 Spring BIMFORUMApril 20, 2016 - April 21, 2016, Minneapolis MN
2016 Federal Contractors ConferenceMay 9, 2016 - May 11, 2016, Washington DC
AGC of Ohio Scholarship Golf OutingMay 13, 2016 9:00 AM Northstar Golf Club, 1150 Wilson Rd, Sunbury, OH 43074
AGC Lean Construction Program (session 4 of 4)May 20, 2016 Cleveland
Financial Issues Committee Summer MeetingJune 13, 2016 - June 14, 2016, Washington DC
Federal Construction HR WorkshopOctober 5, 2016, Chicago IL
Construction HR & Training Professionals ConferenceOctober 5, 2016 - October 7, 2016, Chicago IL
23Winter 2016
Co-Chairs Mike S t r a w s e r a n d Liza Smitherman led discussions that identified the next steps regard ing the resu l t s o f the Building for 2020 conference and
survey. The Construction Industry Partnership created subcommittees to develop strategies and next steps for three focus areas. Below is the list of the 2016 meeting dates, focus areas and subcommittee members for each workforce focus area.
1. Negative Perceptions and Educating and Attracting Students
2. Attracting and Retaining Diverse Workers3. Employee Engagement and Retention
2016 Meeting ScheduleThe Construction Industry Partnership Team will meet bimonthly on the third Thursday from 7:30AM – 9:00AM. Meetings wil l take place at Messer Construction Company located at 2495 Langdon Farm Rd. Cincinnati, Ohio 45237.
January 21, 2016March 17, 2016May 19, 2016July 21, 2016September 15, 2016November 17, 2016
1. Negative Perceptions and Educating and Attracting Students
Sub-CommitteeStephen Tucker - ChairpersonShawn CoxHeather YoungBrian KershnerChris FridelBeth Aderholt – GrindleyDave SpearsBill Pride
West DavisAnthony Ricciardi
2. Attracting and Retaining Diverse Workers Sub-Committee
Liza Smitherman - ChairpersonStephen TuckerRyan MaloneyRobert BellLisa Roberts – RosserJohn PostBeth Aderholt – GrindleyVada Lawrence
3. Employee Engagement and Retention Sub-Committee
Marcy Weaver – ChairpersonMike StrawserKay FischerKim PostVada LawrenceLisa Roberts – RosserBrian KershnerAnthony Ricciardi
ACI members are encouraged to attend and participate. We will seek participation on the most meaningful way to structure the Building for 2020 Professional Development Series, e.g., preferences for roundtable discussions, educational forums and training that result from the 3 committees and their focus areas.
Workforce
Assemble!The Construction Industry Partnership “Building for 2020” Update
By: Anthony Ricciardi, Associate Director
Mike Strawser Liza Smitherman
allows for more pointed and specific comparison of points of reduced productivity as opposed to larger periods of time. However, the Baseline Analysis is only viable if the contractor can clearly show substantial, detailed breakdowns of productivity throughout the project as well as specific causes and effects of issues and third parties to the contractor's work.
Conclusion
Detailed, contemporaneous documentation is the contractor's best way to mitigate and potentially recover damages due to losses in inefficiency. While most contractors have enough experience to know when they have been made less efficient by outside forces, courts
require the data to back up these claims. And, while claims consultants and attorneys can create good statistical and legal analysis after the fact, they cannot recreate information that could only accurately be determined during the project. Therefore, the best offense in an inefficiency claim is a strong defense of detailed and comprehensive contemporaneous documentation. Contractors should work with attorneys and claims representatives regularly to determine whether they are properly capturing project data.
Christopher M. Sweeney is an associate in the Washington, D.C. office of Peckar & Abramson, P.C. He may be reached at [email protected].
continued from previous page
22 Winter 2016
Upcoming Events
2016 Public-Private Partnership Conference & Expo March 7, 2016 - March 8, 2016, Dallas TX
AGC of America’s 97th Annual ConventionMarch 9, 2016 San Antonio, TX
Ohio Safety Congress & Expo March 9, 2016 Greater Columbus Convention Center
97th Annual AGC ConventionMarch 9, 2016 - March 11, 2016, San Antonio TX
AGC Safety Management Training Course SMTCMarch 14, 2016 - March 16, 2016, O'Fallon IL
Construction Project Manager CourseMarch 20, 2016 - March 25, 2016, Atlanta GA
AGC Lean Construction Program (session 2 of 4)March 23, 2016 Cleveland
AGC Lean Construction Program (session 3 of 4)April 15, 2016 (EDT) Cleveland
CareworksComp SeminarsApril 18, 2016 Various locations
2016 Spring BIMFORUMApril 20, 2016 - April 21, 2016, Minneapolis MN
2016 Federal Contractors ConferenceMay 9, 2016 - May 11, 2016, Washington DC
AGC of Ohio Scholarship Golf OutingMay 13, 2016 9:00 AM Northstar Golf Club, 1150 Wilson Rd, Sunbury, OH 43074
AGC Lean Construction Program (session 4 of 4)May 20, 2016 Cleveland
Financial Issues Committee Summer MeetingJune 13, 2016 - June 14, 2016, Washington DC
Federal Construction HR WorkshopOctober 5, 2016, Chicago IL
Construction HR & Training Professionals ConferenceOctober 5, 2016 - October 7, 2016, Chicago IL
23Winter 2016
Co-Chairs Mike S t r a w s e r a n d Liza Smitherman led discussions that identified the next steps regard ing the resu l t s o f the Building for 2020 conference and
survey. The Construction Industry Partnership created subcommittees to develop strategies and next steps for three focus areas. Below is the list of the 2016 meeting dates, focus areas and subcommittee members for each workforce focus area.
1. Negative Perceptions and Educating and Attracting Students
2. Attracting and Retaining Diverse Workers3. Employee Engagement and Retention
2016 Meeting ScheduleThe Construction Industry Partnership Team will meet bimonthly on the third Thursday from 7:30AM – 9:00AM. Meetings wil l take place at Messer Construction Company located at 2495 Langdon Farm Rd. Cincinnati, Ohio 45237.
January 21, 2016March 17, 2016May 19, 2016July 21, 2016September 15, 2016November 17, 2016
1. Negative Perceptions and Educating and Attracting Students
Sub-CommitteeStephen Tucker - ChairpersonShawn CoxHeather YoungBrian KershnerChris FridelBeth Aderholt – GrindleyDave SpearsBill Pride
West DavisAnthony Ricciardi
2. Attracting and Retaining Diverse Workers Sub-Committee
Liza Smitherman - ChairpersonStephen TuckerRyan MaloneyRobert BellLisa Roberts – RosserJohn PostBeth Aderholt – GrindleyVada Lawrence
3. Employee Engagement and Retention Sub-Committee
Marcy Weaver – ChairpersonMike StrawserKay FischerKim PostVada LawrenceLisa Roberts – RosserBrian KershnerAnthony Ricciardi
ACI members are encouraged to attend and participate. We will seek participation on the most meaningful way to structure the Building for 2020 Professional Development Series, e.g., preferences for roundtable discussions, educational forums and training that result from the 3 committees and their focus areas.
Workforce
Assemble!The Construction Industry Partnership “Building for 2020” Update
By: Anthony Ricciardi, Associate Director
Mike Strawser Liza Smitherman
allows for more pointed and specific comparison of points of reduced productivity as opposed to larger periods of time. However, the Baseline Analysis is only viable if the contractor can clearly show substantial, detailed breakdowns of productivity throughout the project as well as specific causes and effects of issues and third parties to the contractor's work.
Conclusion
Detailed, contemporaneous documentation is the contractor's best way to mitigate and potentially recover damages due to losses in inefficiency. While most contractors have enough experience to know when they have been made less efficient by outside forces, courts
require the data to back up these claims. And, while claims consultants and attorneys can create good statistical and legal analysis after the fact, they cannot recreate information that could only accurately be determined during the project. Therefore, the best offense in an inefficiency claim is a strong defense of detailed and comprehensive contemporaneous documentation. Contractors should work with attorneys and claims representatives regularly to determine whether they are properly capturing project data.
Christopher M. Sweeney is an associate in the Washington, D.C. office of Peckar & Abramson, P.C. He may be reached at [email protected].
continued from previous page
24 Winter 2016
Q. Chris and Kara, what are the Career Opportunities in Apprenticeship Programs and how do apprenticeships create better projects and improve business results?
A. Chris - There are a total of 22 different Union building trades' apprenticeship programs in the Greater Cincinnati, Tri-State area. They can be found at www.EarnAndLearn.com. The process of apprenticeship is a proven way an unskilled person can obtain academic knowledge of a trade combined with learning the hands-on skills and working in the field for a contractor. There are many other lessons an apprentice will learn and refine along with their knowledge, skills and abilities such as accountability, solid work-ethic and pride in their work. The end result for an apprenticeship is to have developed a skilled craftsperson to be an asset to a contractor and any project they are working on. This is a win for the apprentice, union, contractor and the customer.
A. Kara - At Messer, we have an ongoing need for future craft leaders and that journey starts in our carpentry and laborer apprenticeship programs. These four- and two-year programs, respectively, allow individuals to make a competitive wage by working and teaching them how to do the best, safest job possible through the knowledge gained in our classes and hands-on practicals.
When a company hires someone and supports them through placement in an apprenticeship program, they are showing their commitment to the individual's growth and continued work. This creates an engaged worker who is a community ambassador for the company when others are looking for a great place to start their career. Because of the training and support that apprentices receive you can't ask for a better employee to help grow your company into the future.
Q. How would you describe your approach to promoting apprenticeship, talent development and training?
A. Kara - One of the most important traits I look for is if a person wants to learn and is teachable. I'd rather have someone who is hungry to learn and considers challenges an asset to their growth, versus someone who thinks they know it all and is unwilling to adapt and be flexible.At Messer, we have a robust library of ongoing training
programs including we are a training sponsor for the National Center for Construction Education and Research (NCCER), which offers college credit for each class taken
through our apprenticeship programs. In addition, we offer operator training programs for the National Commission for the Certification of Crane Operators (NCCCO) and a variety of ongoing skill enhancement, soft-skill, leadership and management courses to our craftforce. It's important to have resources from an apprentice through their growth as a foreman or superintendent.
A. Chris - My approach is all-inclusive but the best form of promotion has been word of mouth from our own apprentices and journey level workers. Once all of the application processes and requirements a r e m e t t h e y a r e o f f e r e d a n apprenticeship. That's when the talent development and industry training starts. Every aspect of an apprenticeship’s purpose of being should be based on training and development. What's learned in an apprent iceship i s not only
knowledge-skills and abilities of an individual. It's about the life experiences of how to and how not to handle the challenges of life each and every day on and off the jobsite. A large percentage of the time mentoring takes place between the journey level workers and the apprentice they work with. Camaraderie and friendly competition is developed among classmates during the years of apprenticeship. “Life's a dance you learn as you go.”
Q. Articulation arrangements between the Registered Apprenticeship sponsors and institutions of higher learning afford the apprentice-learner college credit for course work completed in their training experience?
A. Kara - Through our articulation agreements at Cincinnati State, all of our carpenter and laborer apprentices receive up to one year of advanced standing toward an associate degree in the Building Technology program. We encourage apprenticeship graduates to continue their education at Cincinnati State. Through just one more year of classes, they can obtain their degree and even choose to continue their academic career at UC or NKU, as 100 percent of their associate degree is accepted toward credit at these two local institutions.
A. Chris - Every registered apprentice in the union trades apprenticeship programs are dually enrolled in
Boots on the Ground: FeaturingChris Fridel and Kara Sanders
Interviewed By Anthony Ricciardi, Associate Director, ACI
“It's vital for contractors to get involved with, and to support local organizations whose missions include recruitment…” Kara Sanders
25
Winter 2016
apprenticeship and college. When someone seeking a career sees the opportunities of apprenticeship combined with the college credits through completing the apprenticeship curriculum, they view it as a more viable option. Society has been trained that we must go to college to be “successful.” I feel the pressure for high school graduates to follow this mantra will only be relieved by parents being more involved in s e e k i n g o t h e r o p t i o n s s u c h a s apprenticeships for their sons and daughters. I'm very passionate and consider apprenticeships the other college degree without the student loan debt.
Q. What are your thoughts about how the commercial construction industry can play a role in figuring out how to recruit and train a more diverse workforce?
A. Chris - There is a lot of good work being done right now by pre-apprenticeships and community organizations training “out of school youth.” A continued focus on the “in school youth” is needed, and there are state efforts laying out the process for the public school system. The Spirit of Construction's Middle School Outreach Program and Rosies Girls are a couple local area efforts that continue to do a great job to promote the industry at that level. For the local construction industry to see any measureable results in recruitment and diversity there are several areas for improvement. We need to educate moms and dads, to better the perception of the construction industry. We need more boots on the ground to educate children at an early age about the career opportunities through construction apprenticeships. This like everything else, will take two of the hardest things to get – MONEY and INVOLVEMENT.
A. Kara - In Cincinnati we have a strong culture and commitment to workforce development. Organizations including Partners for a Competitive Workforce, Community Action Agency and Easter Seals TriState are great places for contractors to start their journey toward learning more about how to recruit and train a diverse workforce. Knowledge of construction trades is one that has often been passed down through generations, but this is a reality that is quickly disappearing. It's vital for contractors to get involved with, and to support local organizations whose missions include recruitment, training and placement of future craft workers so that our pipelines continue to grow and thrive. Without involvement in these worthwhile initiatives, not only are you holding your company back from recruiting fantastic people, but you're missing the opportunity to help build the communities that we live and work in, providing a better city for all of us for years to come.
Q. Chris and Kara, what do you consider some of the most important leadership lessons you learned?
A. Chris - My career path became clear as I progressed through the IBEW/NECA 5 year electrical apprenticeship and became involved in my union. Unlike many people I
was fortunate to have a mentor and a friend in my father-in-law. My life experiences have provided me with the building blocks to be successful in navigating life, to mentor, promote my career path through apprenticeship and to make leadership type decisions. My life's path may or may not be much different than most but I think many can relate. Vince Lombardi once said “Leaders aren't born, they are made” and my future, is under construction.
A. Kara - I've had the good fortune to learn from many great leaders throughout my career; two of the most impactful learnings have been to lead by example and always make time to support and grow those a r o u n d y o u . E v e r y t h i n g t r i c k l e s downstream and that includes a positive outlook and impactful work performance; when those in leadership positions possess these traits and have passionate people on their team, they can't help but succeed. I
also firmly believe that leaders are not made by their job title. We all have the responsibility to build up and support those around us. Life is as good as you make it and it's a gift to do what you can to make it positive for others.
Kara Sanders oversees the learning and development of more than 475 craft workers as the Craft Education Manager at Messer Construction and works with organizations to promote workforce development and diversity, including YWCA of Greater Cincinnati, Blueprint for Success and Brighton Center. Messer is an employee-owned construction manager and general contractor providing leadership for complex commercial building projects.
Chris Fridel is the Director of The Greater Cincinnati Apprenticeship Council (GCAC). The council's mission is to help the construction industry meet its current and future needs for skilled labor. The GCAC fosters and facilitates partnerships between the unions’ sponsored apprenticeship programs and the local pre-apprenticeship programs, training organizations, community organizations and schools. Chris Fridel is also the Assistant Director at IBEW / NECA Electrical Training Center.
“The opportunity & career pathway th rough sponsor r e g i s t e r ed apprenticeships is the other college degree without the student loan debt”. Chris Fridel
24 Winter 2016
Q. Chris and Kara, what are the Career Opportunities in Apprenticeship Programs and how do apprenticeships create better projects and improve business results?
A. Chris - There are a total of 22 different Union building trades' apprenticeship programs in the Greater Cincinnati, Tri-State area. They can be found at www.EarnAndLearn.com. The process of apprenticeship is a proven way an unskilled person can obtain academic knowledge of a trade combined with learning the hands-on skills and working in the field for a contractor. There are many other lessons an apprentice will learn and refine along with their knowledge, skills and abilities such as accountability, solid work-ethic and pride in their work. The end result for an apprenticeship is to have developed a skilled craftsperson to be an asset to a contractor and any project they are working on. This is a win for the apprentice, union, contractor and the customer.
A. Kara - At Messer, we have an ongoing need for future craft leaders and that journey starts in our carpentry and laborer apprenticeship programs. These four- and two-year programs, respectively, allow individuals to make a competitive wage by working and teaching them how to do the best, safest job possible through the knowledge gained in our classes and hands-on practicals.
When a company hires someone and supports them through placement in an apprenticeship program, they are showing their commitment to the individual's growth and continued work. This creates an engaged worker who is a community ambassador for the company when others are looking for a great place to start their career. Because of the training and support that apprentices receive you can't ask for a better employee to help grow your company into the future.
Q. How would you describe your approach to promoting apprenticeship, talent development and training?
A. Kara - One of the most important traits I look for is if a person wants to learn and is teachable. I'd rather have someone who is hungry to learn and considers challenges an asset to their growth, versus someone who thinks they know it all and is unwilling to adapt and be flexible.At Messer, we have a robust library of ongoing training
programs including we are a training sponsor for the National Center for Construction Education and Research (NCCER), which offers college credit for each class taken
through our apprenticeship programs. In addition, we offer operator training programs for the National Commission for the Certification of Crane Operators (NCCCO) and a variety of ongoing skill enhancement, soft-skill, leadership and management courses to our craftforce. It's important to have resources from an apprentice through their growth as a foreman or superintendent.
A. Chris - My approach is all-inclusive but the best form of promotion has been word of mouth from our own apprentices and journey level workers. Once all of the application processes and requirements a r e m e t t h e y a r e o f f e r e d a n apprenticeship. That's when the talent development and industry training starts. Every aspect of an apprenticeship’s purpose of being should be based on training and development. What's learned in an apprent iceship i s not only
knowledge-skills and abilities of an individual. It's about the life experiences of how to and how not to handle the challenges of life each and every day on and off the jobsite. A large percentage of the time mentoring takes place between the journey level workers and the apprentice they work with. Camaraderie and friendly competition is developed among classmates during the years of apprenticeship. “Life's a dance you learn as you go.”
Q. Articulation arrangements between the Registered Apprenticeship sponsors and institutions of higher learning afford the apprentice-learner college credit for course work completed in their training experience?
A. Kara - Through our articulation agreements at Cincinnati State, all of our carpenter and laborer apprentices receive up to one year of advanced standing toward an associate degree in the Building Technology program. We encourage apprenticeship graduates to continue their education at Cincinnati State. Through just one more year of classes, they can obtain their degree and even choose to continue their academic career at UC or NKU, as 100 percent of their associate degree is accepted toward credit at these two local institutions.
A. Chris - Every registered apprentice in the union trades apprenticeship programs are dually enrolled in
Boots on the Ground: FeaturingChris Fridel and Kara Sanders
Interviewed By Anthony Ricciardi, Associate Director, ACI
“It's vital for contractors to get involved with, and to support local organizations whose missions include recruitment…” Kara Sanders
25
Winter 2016
apprenticeship and college. When someone seeking a career sees the opportunities of apprenticeship combined with the college credits through completing the apprenticeship curriculum, they view it as a more viable option. Society has been trained that we must go to college to be “successful.” I feel the pressure for high school graduates to follow this mantra will only be relieved by parents being more involved in s e e k i n g o t h e r o p t i o n s s u c h a s apprenticeships for their sons and daughters. I'm very passionate and consider apprenticeships the other college degree without the student loan debt.
Q. What are your thoughts about how the commercial construction industry can play a role in figuring out how to recruit and train a more diverse workforce?
A. Chris - There is a lot of good work being done right now by pre-apprenticeships and community organizations training “out of school youth.” A continued focus on the “in school youth” is needed, and there are state efforts laying out the process for the public school system. The Spirit of Construction's Middle School Outreach Program and Rosies Girls are a couple local area efforts that continue to do a great job to promote the industry at that level. For the local construction industry to see any measureable results in recruitment and diversity there are several areas for improvement. We need to educate moms and dads, to better the perception of the construction industry. We need more boots on the ground to educate children at an early age about the career opportunities through construction apprenticeships. This like everything else, will take two of the hardest things to get – MONEY and INVOLVEMENT.
A. Kara - In Cincinnati we have a strong culture and commitment to workforce development. Organizations including Partners for a Competitive Workforce, Community Action Agency and Easter Seals TriState are great places for contractors to start their journey toward learning more about how to recruit and train a diverse workforce. Knowledge of construction trades is one that has often been passed down through generations, but this is a reality that is quickly disappearing. It's vital for contractors to get involved with, and to support local organizations whose missions include recruitment, training and placement of future craft workers so that our pipelines continue to grow and thrive. Without involvement in these worthwhile initiatives, not only are you holding your company back from recruiting fantastic people, but you're missing the opportunity to help build the communities that we live and work in, providing a better city for all of us for years to come.
Q. Chris and Kara, what do you consider some of the most important leadership lessons you learned?
A. Chris - My career path became clear as I progressed through the IBEW/NECA 5 year electrical apprenticeship and became involved in my union. Unlike many people I
was fortunate to have a mentor and a friend in my father-in-law. My life experiences have provided me with the building blocks to be successful in navigating life, to mentor, promote my career path through apprenticeship and to make leadership type decisions. My life's path may or may not be much different than most but I think many can relate. Vince Lombardi once said “Leaders aren't born, they are made” and my future, is under construction.
A. Kara - I've had the good fortune to learn from many great leaders throughout my career; two of the most impactful learnings have been to lead by example and always make time to support and grow those a r o u n d y o u . E v e r y t h i n g t r i c k l e s downstream and that includes a positive outlook and impactful work performance; when those in leadership positions possess these traits and have passionate people on their team, they can't help but succeed. I
also firmly believe that leaders are not made by their job title. We all have the responsibility to build up and support those around us. Life is as good as you make it and it's a gift to do what you can to make it positive for others.
Kara Sanders oversees the learning and development of more than 475 craft workers as the Craft Education Manager at Messer Construction and works with organizations to promote workforce development and diversity, including YWCA of Greater Cincinnati, Blueprint for Success and Brighton Center. Messer is an employee-owned construction manager and general contractor providing leadership for complex commercial building projects.
Chris Fridel is the Director of The Greater Cincinnati Apprenticeship Council (GCAC). The council's mission is to help the construction industry meet its current and future needs for skilled labor. The GCAC fosters and facilitates partnerships between the unions’ sponsored apprenticeship programs and the local pre-apprenticeship programs, training organizations, community organizations and schools. Chris Fridel is also the Assistant Director at IBEW / NECA Electrical Training Center.
“The opportunity & career pathway th rough sponsor r e g i s t e r ed apprenticeships is the other college degree without the student loan debt”. Chris Fridel
26 Winter 2016
3-HAB, Inc. 9
Benjamin, Yocum & Heather, LLC 6
Blue Book, The 17
Janell Concrete & Masonry Equipment, Inc. Inside Front Cover
JC Equipment Sales & Leasing, Inc. 26
LaForce, Inc. 26
Loveland Excavating & Paving, Inc. 15
OnDemand Container 4
PFI, Inc Back Cover
Robbins, Kelly, Patterson & Tucker 12
Safety Alliance 5
Scherzinger Drilling 9
ADVERTISER INDEX
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26 Winter 2016
3-HAB, Inc. 9
Benjamin, Yocum & Heather, LLC 6
Blue Book, The 17
Janell Concrete & Masonry Equipment, Inc. Inside Front Cover
JC Equipment Sales & Leasing, Inc. 26
LaForce, Inc. 26
Loveland Excavating & Paving, Inc. 15
OnDemand Container 4
PFI, Inc Back Cover
Robbins, Kelly, Patterson & Tucker 12
Safety Alliance 5
Scherzinger Drilling 9
ADVERTISER INDEX
!2
3D-MC Machine Control Specialists
! 3D Layout Solutions! Authorized Service Center! Construction Lasers! Sewer Lasers! Surveying Supplies! Sales, Service & Rental
JC EQUIPMENT
JC EQUIPMENT SALES & LEASING, INC.2300 East Kemper Road, Suite 11A, Cincinnati, OH 45241
1-877-LAZRMAN Fax: 513-772-7618
Only TOPCON offers an affordable One Man Solution to Jobsite Layout
Machine Control Lasers 3D GPS
Introducing
3D Layout Navigator- One Man, One Button Layout Solution
5 yr. warranty on all lasers
513-772-7612
PFI Inc.11257 Williamson RoadCincinnati, Ohio 45241
PH: 513-489-6710Fax: 513-489-7237
INC.
Authorized Distributor
INC.
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