BUILDING - Ocoee

JULY/AUGUST 2019 | BUILDING CENTRAL FLORIDA 1

INSIDE5 Costly Mistakes That Kill Profitability

Construction Growth in Central Florida

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Celebrating Anniversaries!Barton Malow Company - 95 years

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PROJECT PROFILE:City of Ocoee Bluford Avenue Reconstruction & Streetscape

CENTRAL FLORIDA

July/August 2019

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Table of ContentsArticles 3 Presidents Letter 15 Pawsitive Action Donation 15 Leadership ABC 18 Construction Expo Preview 20 City of Ocoee Bluford Avenue Reconstruction &

Streetscape 27 Construction Growth in Central Florida Technology 35 PlanGrid Delivers BIM Data in 2D & 3D Directly to

Mobile Users in the Field Risk Management 33 5CostlyMistakesThatKillProfitability Safety 28 Safety Policy Enforcement Legal & Regulatory 31 All About the Miller Act

Company Profiles & Anniversaries 19 Barton Malow Company Celebrates 95 years 23 Wharton-Smith, Inc. Celebrates 35 years 25 MWHConstructorsProfile 37 DavidAllenCompanyProfile

News 9 Event & Education Calendars 11 Member News 17 New Members April/May

Chapter Events 5 ABC On Tap, 4/25 5 Poker Run, 4/27 7 Bags & BBQ Bites, 5/9 7 Design & Building Industry Mixer, 5/23 9 Spring Golf Tournament 1 & 2, 4/8 & 4/22

Building Central Florida (BCF) is published bi-monthly by the Central Florida Chapter of Associated Builders and Contractors. All material becomes the property of CFC ABC unless prior arrangements are made. CFC ABC welcomes submissions of articles and press releases from our members; however, CFC ABC reserves the right to publish based on relevance and space availability. Please direct all inquiries to [email protected].

©2019 Central Florida Chapter Associated Builders and Contractors, Inc.

651 Danville Dr., Ste. 200, Orlando, FL 32825P:407-628-2070•abccentralflorida.com

CORRECTIONS

In the 2019-20 Membership Directory, the phone numbers for United Forming were incorrect. The correct number for Steve Lewis is 404-295-8027 and Greg Kelly, 919-427-5259.

Want to see your project on a future issue of Building Central Florida?

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About Our CoverOelrich Construction

The Bluford Avenue Reconstruction and Streetscape project is the backbone of the City of Ocoee’s $45 million master plan for its Downtown.

The Bluford Avenue Reconstruction and Streetscape project focused on the 0.6-mile corridor between the Delaware Street and Silver Star Road (SR 438) intersections. The project consisted of two core components: a sewer/western transmission main project and a stormwater/streetscape project.

20 COVER STORYCity of Ocoee Bluford Avenue Reconstruction & Streetscape

2 JULY/AUGUST 2019 | BUILDING CENTRAL FLORIDA

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CentralFlorida-ABC

Associated Builders and Contractors Central Florida Chapter

@CentralFLABC

SOCIAL MEDIA

STAFFCONTRIBUTORS

PRESIDENT & CEO Mark Wylie [email protected]

VICE PRESIDENT & CHIEF OPERATING OFFICER Nancy Wray [email protected]

MARKETING DIRECTOR Kelsey Colvin [email protected]

MEETINGS & EVENTS DIRECTOR Taylor Tidwell [email protected]

MEMBERSHIP DIRECTOR Catherine Wert [email protected]

President’s LetterAt the Table or on the Menu?BY: MARK WYLIE, CFC ABC PRESIDENT & CEO

The Bureau of Labor Statistics has recently

published the March construction employment numbers and the Orlando Metropolitan Statistical Area (MSA) are almost 4,000 more jobs compared to last year, near the

highest level since August of 2007. It has held steady for the past six months, likely because of the dearth of applicants. (graph 1)

The last four years have seen an annual rate of growth between 9% and 13%. At that rate, the 2019 Central Florida construction employment will reach and exceed the June of 2006 peak employment (92,500 jobs), the highest for the past two decades. Does it feel like Central Florida has doubled the number of construction jobs in the past 7 years? BLS data indicates that sometime later this year the Central Florida construction employment will exceed twice the number of jobs here in April of 2011. Looking at the numbers across the state, construction employment has experienced solid growth, but not at the

same rate of the Central Florida market. The state construction employment numbers are over 4 years away from reaching the peak of April 2006. Same for Miami and Tampa. These numbers are hard to predict, but the industry keeps exceeding expectations. I remember UCF’s Dr. Sean Snaith describing the construction industry employment as the shape of a gravy boat: a sharp decline followed by a gradual rise. Back in June of 2016, Dr. Snaith’s Institute for Economic Competitiveness College of Business Administration at UCF published its Florida and Metro Forecast 2016-2045, and it predicted the construction employment for

the Orlando-Kissimmee MSA would reach 78,600 inthefirstquarter of 2019. That number was reached in February of last year. While the second half of 2018 seemed toflattenout – both in Orlando and across the

state – the numbers reported in February seem to indicate the industry will experience robust growth again in 2019. As I talk with members, I am told that their prospects are solid for the next 12-18 months, and there are few clouds on the horizon. While the number of jobs in the Orlando MSA will have doubled, the national average

continued on page 15

(graph 1)

(graph 2)


ABC On TapApril 25, 2019EMBER, DOWNTOWN ORLANDO

Poker RunApril 27, 2019

Sponsored by

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On Saturday, April 27, over 90 motorcycle riders and passengers

participated in the annual ABC Spring Poker Run. It was a beautiful day to ride. After registering and enjoying an amazing breakfast display provided by Energy Air, Inc., riders wereofftoSunbeltRentalsin Ocoee. Riders stopped by PERI Formwork Systems, Inc. in Groveland to play their hand and were on to Gulf

Mechanical Contractors, LLC in Leesburg. The roughly two hour ride ended at Electric Services, Inc. where participants enjoyed a delicious lunch and live music. Over $1,000 in prize money and door prizes was given away before some of the riders headed to Leesburg Bike-fest. Thanks to all of our sponsors and to the Poker Run Committee for this awesome event! n


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Bags & BBQ BitesMay 9, 2019PINES OF WINDERMERE

One of Central Florida Chapter ABC’s new events this year, Bags & BBQ Bites, combined the annual BBQ competition withacornholetournament.ThejointeffortoftheYoung

Professionals and Programs & Events Committee’s lead to a great afternoon of delicious BBQ, beer, and much competition! Over 15 companies participated at the event by either setting up a promotional booth or competing for Best BBQ! An additional 32 teams came together to compete for the title of corn hole champion. Congratulations to the winners!

Corn Hole Champs:W.W. Gay Mechanical – Jeb McLendon & Paul Balknap

Best Themed Booth:1st Place – Hensel Phelps, “The Hogfather”2nd Place – J. A. Croson, LLC, “No Name BBQ”3rd Place – American Pools and Spas

People’s Choice Award for Best BBQ:1st Place – Hensel Phelps, “The Hogfather”2nd Place – Bright Future Electric, LLC, “BF BBQ”3rd Place - Comprehensive Energy Services, Inc., “CES Beefy Special”

Judge’s Choice Best BBQ:1st Place – Hensel Phelps, “The Hogfather”2nd Place – Fender Marine Construction, “Fender Water Dawgs”3rd Place - Comprehensive Energy Services, Inc., “CES Beefy Special”

Special thanks to all the volunteers, Programs & Events Committee, and Young Professionals committee who dedicated their time to assist in making the event a success. n

Design & Building Industry MixerMay 23, 2019EMBER, DOWNTOWN ORLANDO

Over 20 associations within the construction industry gathered together to network and to raise funds for the Second Harvest Food Bank,

providing meals to those less fortunate. Together, $1,227 was raised in cash/check donations and 422 pounds of non-perishable items were collected, setting a new record by raising and collecting more than any other year so far. Special shout out goes to Andrew General Contractors for helping us achieve this new record by donating $500. It is so wonderful to see such a dedicated and hard-working industry ! n

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EVENT CALENDARJuly 10

Legislative HobnobLakeside Reception Hall

July 11Maximize Your Membership Workshop

CFC ABC Office

July 18Let’s Do Lunch

Harry P Leu Gardens

July 25-27ABC of Florida State Convention

Lido Beach Resort, Sarasota, FL

August 8ABC On Tap

World Of Beer, Downtown Orlando

August 23Casino Night

The Ballroom at Church Street

August 28Let’s Do Lunch

Harry P Leu Gardens

EDUCATION CALENDARJuly 15

Blueprint Reading

July 17CPR/First-AidCertification

July 23OSHA 10-Hour

August 7Emerging Leaders Academy

August 14EffectiveCommunication

August 27Project Management Skills

August 27Spanish OSHA 10-Hour

August 29Construction Estimating

OSHA 10-hr. and 30-hr. online courses available atabccflosha.com.

Computer training courses available online or instructor led.

Visitabccentralflorida.comformoreinformation,events and course schedules.

Spring Golf TournamentsApril 8 & April 22, 2019ARNOLD PALMER’S BAY HILL CLUB & LODGE

CFCABCmembersandtheirguestskickedoffspringwitharoundofgolfatBayHill!AttendeesgottogetupandgetoutoftheofficeforarelaxingdayoutonArnoldPalmer’s Bay Hill 18-hole championship golf course. Each tournament ended

withaBBQlunchbuffetinsidetheclubhousediningroomwheredoorprizeandrafflewinners were selected, winners were announced, and new connections were built. Special thanks to our sponsors and the Golf Committee for putting this event together and making it so successful! n

April 8 Winners Flight 1 Winners: • Graybar Electric Co., Inc - Ryne Jacobs - Billy Dorton - Joe Tumlin - Buddy PadgettFlight 2 Winners: • DEWALT - Trip Long - John Sharp - Rick Goldman - Paul KennedyFlight 3 Winners: • KHS&S Contractors - Andrew Vargo - Neal Harris - Scott Kelley - Mitch Miorelli

Contest Winners:Closest to the Pin – Hole #14 • Neal Harris – KHS&S Contractors (3’ 10”)Longest Drive – Hole #9 • Bryan Armstrong –

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April 22 WinnersFlight 1 Winners: • Graybar Electric Co., Inc. - Matthew West - Corey Gibbs - Steven Strong - Brad BennettFlight 2 Winners: • Victaulic - David Dears - Todd Tice - Scoty Person - Todd AlbersFlight 3 Winners: • R. C. Stevens Construction Company - Perry Davis - Richard Carty - Chris O’Brien - Brian Empric

Contest Winners:Closest to the Hole – Hole #14 • Billy Dorton 4’0” – Graybar Electric Co., Inc.Longest Drive – Hole #16 • Phil Livingston –

Advanced Drainage Systems, Inc.

Tournament Sponsors:

On-Course Sponsors:Advanced Disposal; Cuhaci & Peterson; Gator Engineering & Aquifer Restoration, Inc.;

Milwaukee Electric Tool; North American Crane & Rigging, LLC; Orland Dodge, Chrysler, Jeep Ram; PeopleReady; Polygon; Staff Zone; Surplus Steel & Supply, Inc.


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Member NewsBARTON MALOW COMPANY. . . hasrelocateditsFloridaofficeto 14,000 SF of newly renovated space in downtown Orlando’s Milk District. The move accommodates theoffice’sexponentialgrowthwhileproviding its 252 employees with a highlycollaborativeandflexibleworkenvironmentwithamenitiesthatreflectthe latest approaches in workspace design. Barton Malow is a 100 percent employee-ownedfirmheadquarteredinSouthfield,Mich.ItenteredtheFloridamarketin1976,originallywithanofficein Sarasota. In the early 2000s, and with less than 10 employees, Barton Malow reestablished its Florida operations in downtown Orlando where it sublet a 1,000 SF house. After upgrading to 8,000 SFatthefirm’smostrecentMilleniaLakeslocation,itbecameclearthefirmwould quickly outgrow that as well. “Barton Malow has prospered over the past 12 years along with the Central Floridaeconomy,increasingourstaffsize by 2,300 percent and far outgrowing our existing leased space,” said Senior Vice President Dave Price, who oversees Barton Malow’s southeast operations. “Asanemployeeownedfirm,wewantedto invest in a new space that would foster a greater connection to the company and to the community while giving our employees a meaningful place to work and be proud of.” Located in the former Barnie’s Coffee&Teaheadquartersbuildingat 340 North Primrose Drive, the new location is designed to increase collaboration,enhanceflexibilityandpromote informal communication. Features include 44 work stations, eight conference rooms, a 50 seat training room plus private telephone rooms, a lunch room, living room/ lounge areas, and a welcoming outdoor patio. Other design aspects include desired ambient and natural lighting; acoustical features, such as white noise in all open spaces andfloatingacousticalceilingcloudsandceilingmountedsoundbaffles;anddécor details, such as artwork, plants and pops of color. ThelocationalsoaffordedBartonMalow the opportunity to create a space thatreflectsthefirm’scultureandbrandwhile providing room for continued growth. “We all are very proud of the result,” Price added. Barton Malow has provided construction management services for

severalhighprofileandreputableclientsthroughout Florida. Among the recent projects that have contributed to their growth includes: Orlando City Soccer Stadium, multiple theme park projects, the Embry Riddle Aeronautical University Student Union, CoolToday Park for the Atlanta Braves, Orlando Health Osceola ED and Medical Pavilion, SeaWorld MAKO Rollercoaster, and the Daytona International Speedway Redevelopment. Barton Malow’s current work includes Orlando Health Lake Mary Freestanding ED & MOB, Brown & Brown Insurance’s New Campus Building in Daytona Beach, and the St. Lucie Sports Complex, Spring Training home for the NY Mets in Port St. Lucie. . . . has hired Lisa Gibson-Dorr as Senior Business Development Manager-healthcare for the Orlando office. With more than 20 years of industry experience, Gibson-Dorr has worked for some of the region’s toparchitectureandconstructionfirmsand established solid relationships in the healthcare community with organizations such as Orlando Health, AdventHealth and Baycare. She has also served in leadership roles on several industry-related boards, including the Society of Marketing Professional Services (SMPS) and the US Green Building Council (USGBC), as well as on multiple American Council of Healthcare Executives (ACHE) committees. Gibson-Dorr holds a Bachelor of Arts degree in English from Michigan State University, where she served as a legislative intern for the Michigan House of Representatives. She currently resides in Windermere with her family. “Barton Malow has completed over $800 million in Florida healthcare constructionprojectsinthepastfiveyears,” said Senior Vice President Dave Price, who oversees Barton Malow’s southeast operations. “Lisa’s leadership, diligence and relationship building capabilities will be instrumental to our continued growth in this thriving industry sector.”

COMPREHENSIVE ENERGY SERVICES, INC. . . . on May 17 was proudly named among Orlando Business Journal’s six 2019 Best Places To Work in the Giant Category. A nine time recipient of the prestigious award, CES this year was joined by the likes of the Orlando Magic and others in the largest category requiring 250-plus Central Florida employees. President and CEO Todd Morgan said, “We could not be more proud of this latest accomplishment. Itisafittingtestamenttoour381statewideemployees including 280 in our Central Florida home region.”

. . . President and CEO Todd Morgan was recently spotlighted in the Orlando Sentinel GrowthSpotter.com’s “People To Know” section. The article by A.D. Thompson began, “It’s been 27 years since Todd Morgan and his wife, Shelly, founded what would become one of Florida’s largest plumbing and mechanical contractors, and in the time since, it’s become something of a family business. In fact, son Michael was just two when the entrepreneurial bug bit, with Todd recalling he “fetched faxes, one by one.” These days, Michael still works for CES, along with his wife, Blake, and older brother, Todd Jr. There’s a cousin on the payroll, too. Having family onboard wasn’t necessarily a goal at the outset, but Morgan says he has always been goal-driven. A wrestling star in high school, Todd rose to New York State Champion his senior year and the win brought a host of scholarship opportunities. With an eye not only on wrestling, but an eventual career in engineering, Todd chose Pennsylvania’s Lehigh University, where he did well, but occasionally “disappointed” his Great Uncle, Alexander Kartveli. “[Uncle Sasha] was a native of Tbilisi, Georgia, and one of the most brilliant aviation engineers who ever was. He designed the P-47 that helped us win World War II, the F-105 that was used in Vietnam, and then the A10 Warthog, which is still used today. He was an early adviser for NASA. “It was also kind of brutal when I was in college and I’d only get an A- on a



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Member News continued from page 11

calculus test,” Morgan chuckles. “He would grill me!” Todd and his wife, Shelly, met on his second day in her hometown of Pittsburgh, where he’d moved for a job. “I went down to the health club at the bottom of the building to join.” Shelly was working the front desk. “We went out afterwards and from then on – that was it. We did everything together. And we still do today.” Including the business venture that would bring them – and CES – where they are today with its Longwood HQ spawning others in Tampa, Gainesville and Pompano Beach, employing nearly 400 and making the community a big part of its vision. CES has also raised hundreds of thousands for AdventHealth Cancer Institute Foundation and other organizations. “We’re involved in many charities,” he says, with a nod to his spouse. “If it’s a good cause, Shelly’s likely to show up there…. I call her ‘Mother Teresa with anattitude,’”hesaysaffectionately.“She’sthe most giving person I have ever known, but you don’t want to mess with her!” It’s probably not a side of her they worry about at the Vatican, though, where Shelly has family connections. As such, the Morgans – avid travelers – make regular trips to Rome; they’ve been visiting the Vatican for roughly two decades. A couple of years ago, the pair renewed their vows in a small Catholic ceremony, then went to the Vatican, where they were blessed by His Holiness Pope Francis himself!

ECS FLORIDA, LLC. . . is pleased to announce that Joe Champion, PE has been promoted to Subsidiary President. ECS Florida, LLC is a premier provider of geotechnical engineering, construction materials testing, environmental consulting and facilities engineering services. As Subsidiary President, Champion is responsible for theleadership,financialmanagement,business development and training for the Jacksonville, Daytona Beach, Orlando, Tampa, Fort Myers, West Palm Beach,andBrunswick,Georgiaoffices. “In his short-time with ECS, Joe has demonstrated exemplary leadership

and managerial skills,” said Anthony J. Fiorillo,PE,SI,ChiefOperatingOfficerof ECS Corporate Services, LLC. “We areconfidenthisguidancewillhavea tremendous impact on the Florida operations. We congratulate him on his splendid achievements and we look forward to seeing how his direction continues to help ECS grow.” Prior to this appointment, Champion was the Branch Manager of the Jacksonville, Florida and Brunswick, Georgiaoffices.AmemberoftheJacksonville team since 2004, Champion was a Partner with Ellis & Associates, Inc. which merged with Engineering Consulting Services (ECS) in October 2015. A licensed Professional Engineer in Florida, Georgia and North Carolina, he holds a Bachelor of Science in Civil Engineering from the University of North Florida in Jacksonville, Florida. He has over 16 years of experience as a Geotechnical and Construction Materials Testing and Inspection Engineer. Champion will remain based in the Jacksonville,Floridaoffice.

ENTECH INNOVATIVE ENGINEERING. . . recently teamed up with the Cocoa Beach Rotary Club to design and build the second round of 42 Drown Zero floatationdevice stations for placement along Cocoa Beach and Cape Canaveral beaches. Thefirstround of Drown Zero stations,builtbyadifferentcompany,were swept out to sea during Hurricane Irma in August 2017. The new stations were completed by Entech Innovative in early April, just in time to be available for a dangerous rip tide that rolled through the area April 24. Two separate near-drownings had a happy ending after onlookers noticed distressed swimmers needing assistance. The Drown Zero stations include a bright orange U.S. Coast Guard approved lifesaving ring, directions on how to use it and a reminder to call 9-1-1. The Cocoa Beach and Cape Canaveral beaches draw approximately four million annual visitors.

JK2 SCENIC. . . Julie Holmes, president and principal ofleadingspecialtyconstructionfirmJK2Scenic, was recently recognized among the top women business owners in Orlando. Holmes was honored by the Orlando Business Journal as one of the 2019 Women Who Mean Business. The award highlights prominent women leaders throughout the Central Florida community in three categories: Women to Watch, Women Business Owners and Business Executives of the Year. Holmes received the recognition at a luncheon on Friday, April 26, at the Hilton Orlando.“Running a woman-owned business was one of my goals when I came back to the family business in 2013,” Holmes said. “It’s incredibly gratifying to not only see that dream come true, but to be recognizedamongafieldofinspiringpeers.” Under Holmes’ leadership, JK2 Scenic has experienced tremendous growth as a company. Previously a division of JK2 Construction, JK2 Scenic spunoffintoitsown,separatecompanyin 2017 to take advantage of new growth opportunities. Since joining the Scenic team, Holmes has seen revenues grow over 1,000 percent and plans to continue this trend by diversifying services as well as growing through responsible and strategic initiatives. Holmes’ recognition by the Orlando Business Journal is yet another accolade to add to JK2 Scenic’s long list. The company has won several Eagle Awards from the Associated Builders and Contractors and has been named to both Orlando Business Journal’s Fast 50 and the University of Florida’s Gator100 lists.Lastyear,JK2Scenicwascertifiedas a woman-owned business by the Women’s Business Enterprise National Council.



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Pawsitive Action Foundation

Leadership ABC 2019

For the past two years, Al Haslam and Sargent Bailey have attended all of CFC ABC’s golf tournaments,

and have now became part of the ABC family. Al Haslam, USMC Vietnam Veteran, sits on the board of Pawsitive Action Foundation. Pawsitive ActionFoundation,anonprofit,helpsmeettheneedsof veterans and peoplewithdifferentabilities by providing highly-trained assistance dogs and ongoing support to enhance their quality of life—physically, emotionally, and socially. PAF is committed to connecting clients not only to an assistance dog, but to vital resources that enhance their quality of life. At the April 8 Bay Hill golf tournament this year, CFC ABC donated back $250 worth of earnings to go towards PawsitiveAction’sefforts.Tolearnmoreaboutthefoundation, visit www.pawsitiveaction.org. n

For over 10 years, CFC ABC has provided a Leadership ABC program targeting future leadership in the Association. Beginning in February of each year,

Leadership ABC is a four-month long course, which draws upon the knowledge and experience of over a dozen people throughout the industry. Each candidate is nominated by a company executive, and is exposed to people, issues, and ideals that will help shape their decisions as future leaders. This year ABC witnessed the hard work and dedication of 21 individuals from over 15 well-respected member companies who share a common vision of leadership development and working towards the betterment of the construction industry.

How did ABC impact this young future leader’s career? Many many ways...Berat Akkaya began his professional journey by enrolling in UCF’s construction engineering program. In his junior year, he was introduced to the ABC Student Chapter by his peers where he participated in many of ABC’s networking events. Before long he was voted Vice President of the Student Chapter. The role was to lead the Student Chapter in presentations in classes, student recruitment, and take initiative for fund raising events for the chapter. Last year was a turning point of his life when Berat was at the ABC/UCF Student Chapter Golf Tournament raising funds to attend and compete at the ABC National Construction Management Competition taking place in Long Beach, CA. There he met CORE Construction executives, David Lewis and Chuck Coffman,andscheduledatimetomeetwhenhereturnedfrom California. Shortly after his return, Berat started his career as an intern with CORE Construction where he worked hard and quickly gained the trust of his mentors. He was then offeredafulltimeposition,evenbeforehegraduatedfromUCF. Having just graduated from the construction-focused executive development program, Berat is well on his way to becominganeffectiveleaderandanexemplaryinfluencetothe next group of incoming leaders. n

2019 graduates: Wesley Harris, Baker Concrete Construction, Inc.; Jesse Durham, Brasfield & Gorrie, LLC; Robin Oropeza, Bright Future Electric, LLC; Jonathan Pigott, Charles Perry Partners Inc.; Austin Ricci, Coastal Construction Products; Carlos Rivera, Colwill Engineering Design Build, Inc.; Josh Paone, Comprehensive Energy Services, Inc.; Rodney Perez, Comprehensive Energy Services, Inc.; Berat Akkaya, CORE Construction Services of FL. LLC; Jose Caraballo, Energy Air, Inc.; Jeff Waters, Gulf Mechanical Contractors, LLC; Matt Williams, Interior Specialties, Inc.; Simon Rojas, MiGre Engineers, LLC; Phung Trinh, MiGre Engineers, LLC; Cory Lambert, Modern Plumbing Industries, Inc.; Matt Bowles, Quick Response Fire Protection; Eric Fiducia, Quick Response Fire Protection; Corey Lindsey, Quick Response Fire Protection; Matthew Manahane, Quick Response Fire Protection; Troy Chroniger, Tri-City Electrical Contractors, Inc.


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Associated Land Surveying & Mapping, Inc.Jack D. Reed Jr.1681 Powell StreetLongwood, FL 32750P: (407) 869-5002E: [email protected]: alsm.netAssociate Member: Surveying and mapping services

ESA SolarJavier Latre108 Commerce StreetSuite 105Lake Mary, FL 32746P: (407) 232-7440E: [email protected]: esa-solar.comSubcontractor Member: Solar Installation and Development; $1M-$3M

CT MechanicalMatt Smith4301 NW 6th StreetGainesville, FL 32609P: (877) 308-0081E: [email protected]: ctmechanical.usSubcontractor Member: Mechanical - HVAC, Plumbing, Refrigeration; $1M – 3MSponsor: Andrew Kennelly, Wharton-Smith, Inc.

Dutchy Enterprises, LLCDutchy Reijm600 Cox Road Suite ACocoa, FL 32926P: (321) 877-0700E: [email protected]: dutchyllc.comSubcontractor Member: Metal fabricator - miscellaneous and structural; $1M - $3MSponsor: Kevin Littlejohn, PCL Construction Services, Inc.

Foundation Building MaterialsJosh Ward1924 W. Princeton StreetOrlando, FL 32804P: (407) 843-1000E: [email protected]: fbmsales.comSupplier Member: Building Materials SupplierSponsor: Carlos Velasco, Acousti Engineering Company of Florida

Mack Contracting LLCLawrence Mack-Harrell10244 E. Colonial DriveSuite 210Orlando, FL 32817P: (352) 816-0111E: [email protected] Contractor Member: $3M-$6MSponsors: Amanda Mattingly, Mid-Florida Materials andBrian Prebenda, Balfour Beatty

Nidy Sports Construction Inc.Jonathan Papp 1075 Florida Central ParkwaySuite 2200Longwood, FL 32750P: (407) 330-9466E: [email protected]: nidycompany.comSubcontractor Member: All sports construction; $3M-$6M

Orlando City Soccer ClubKristin Helmick655 W. Church StreetOrlando, FL 32805P: (855) ORL-CITY (855-675-2489)E: [email protected]: orlandocitysc.comAssociate Member: Orlando Soccer Club Sales

Penetron International Ltd.Chris Chen45 Research WaySuite 203East Setauket, NY 11733P: (631) 941-9700E: [email protected]: penetron.comSupplier Member: Waterproofing concrete admixture/concrete admixture/waterproof coatings

R L Burns Inc.Elizabeth Duncan1203 West Gore StreetOrlando, FL 32805P: (407) 839-1131E: [email protected]: www.rlburnsinc.comGeneral Contractor Member: $6M - $10M



Trade Show Success — Your Booth StaffBY: NANCY WRAY, CFC ABC VP & COO

With the Central Florida Chapter ABC Construction Expo only months away, it’s time to start

prepping for the show. What your show visitors will remember about your company and its booth is the personal encountertheyhavewithyourstaff. Ask anybody who has been to a trade show and they will be able to tell you about mild transgressions to horrifying behavior. Abandoned booths, negativecomments,stafferstalkingtoeach other instead of visitors, cell phones, shutting down early, the never-ending sales pitch, eating in the booth, among others. Every slip-up can blemish your company’s name and brand. Here are some thoughts on staffingyourbooth,assigning roles and responsibilities, and suggestions on preparing your people for the expo. Before you recruit yourboothstaff,determine the show’s goals and determine what you want to achieve. Make a list of the skills, competencies and knowledge required for your boothstaffmembersinordertoachievetheseobjectives.Determineanddefineeachroleyourstaffwillplaywiththeirresponsibilities and expectations.

Role examples: • Hosts/greeters – welcome booth

visitors, direct prospects to activities or demonstrations, distribute promotional materials, assist with food and beverage.

• Presenters – give in-booth presentations or demonstrations, educate visitors on your company brand

•Salesstaff–skilledsalesprofessionals who pitch your products and services, qualify attendees, collect lead information for follow-up post-show.

Assign people based on their personality, disposition, along with their skills and knowledge.

Determine if the potential booth staffergetsit(understandstherole),wants it (will perform enthusiastically), and has the capability to do the job. Attitude is everything. Training and guidance are essential in achieving goals. Below is a coaching checklist. Appearance - A well-groomed boothstafferisessentialtoprojectinga professional image. Set personal appearanceguidelinesforstaffwardrobeandhygienetoreflectyourcompany’s image. Behavior - Make sure your booth staffprojectawarm,professionaland friendly demeanor. Practice smiling and use respectful language in conversations. Great visitors within 15 seconds of their arrival at your booth.

Products and Services - All booth staffshouldbetrainedontheproductsand services that will be marketed at theexpo.Thiswillensureeffectiveandenthusiastic communication. Sales Pitch – Create two pitches: a short 30-second elevator pitch that will grab the attention of prospects and a longer, more-detailed pitch designed the present the value of your company and/or your products’ capabilities. Sales pitches should align with your overall

marketing message. Sales Skills - Prior to yourevent,staffshouldrehearse your sales pitches, work in groups by role playing to perfect their approach. People Skills - People skills are essential for sales representatives at the trade show. They need to be able to understand, relate to and interact with differenttypesofpeople. Reps should study body language, practice listening exercises, and practice stress-coping techniques to better handle rejection. Prospecting - Teach yourstaffershowtofilteroutseriousprospects from ones

just looking for giveaways. Learn how to disengage professionally. Build Trust – shake hands, maintain eye contact, smile, be friendly, present positive body language, say “please,” and “thank you” and “excuse me” to show respect and politeness.

Trade shows like ABC’s Construction Expo are the top B2B marketing expenses that support sales, and preparation will determine the kind of return on investment you obtain. Your company should create a strategic plan that includes pre-show, during the event, and post-show follow-up.

Next issue: Trade Show Success: A Guide to Trade Show Giveaways n

Before anything else preparation is the key

to success.- Alexander Graham Bell

““


Barton Malow Company is proudly celebrating 95 years of excellence

as a leader in the construction industry. Since its inception, our company has undergone numbers changes to get where we are today and like all great companies, we must look back at where we have come from to know where we are headed. Barton Malow Company began operating in Florida in 1976. Over the last 95 years we haveexperiencedasignificantamount of growth and change as an organization. The evidence of this growth lies directly in the addition of our new Orlando office,cementingussquarelyin the heart of the Central Florida construction industry. Notably within the last 15 years, Barton Malow Company has successfully executed and procured hundreds of contracts throughout the United States, many of which have gained local and national attention due to their unique scope of work and building design. We can attribute our success to many things, but one of our major strengths has beentheidentificationofourcore purpose: Building with the American Spirit: People, Projects, Communities, as well as our core

values: Integrity, Partnership and Empowerment. In addition to the establishment of our Core Purpose and Values, our leadership has made it a priority to become extremely focused and selective with opportunities, ultimately resulting in higher percentage of successful pursuits and backlog of work. A large part of Barton Malow Company’s anniversary celebration is our Community Weekefforts.Eachofficepartners with local charitable organizations to make a direct and meaningful impact in their individual communities. Organizations like American Heart Association, Habitat for Humanity, and The United Way are annual partners during this week of giving. In Central Florida, we reach also reach out to local organizations like Give Kids the World, Second Harvest Food Bank, and Boys and Girls Club. As we look forward to our 100thanniversary,wereflecton the journey our company has taken to get to this point. Equipped with the knowledge and reputation gained over the past 95 years, we march on to our next milestone, remaining ever-committed to our clients, partners, community, and families. n

Barton Malow Company is proudly celebrating 95 years of excellence as a leader in the construction industry. Since its inception, our company has undergone numerous changes to get where we are today and like

all great companies, we must look back at where we have come from to know where we are headed. Barton Malow Company began operating in Florida in 1976.

Over the last 95 years we have experienced a significant amount of growth and change as an organization. The evidence of this growth lies directly in the addition of our new Orlando office, cementing us squarely in the heart of the Central Florida construction industry. Notably within the last 15 years, Barton Malow Company has successfully executed and procured hundreds of contracts throughout the United States, many of which have gained local and national attention due to their unique scope of work and building design.

We can attribute our success to many things, but one of our major strengths has been the identification of our core purpose: Building with the American Spirit: People, Projects, Communities, as well as our core values: Integrity, Partnership and Empowerment. In addition to the establishment of our Core Purpose and Values, our leadership has made it a priority to become extremely focused and selective with opportunities, ultimately resulting in higher percentage of successful pursuits and backlog of work.

A large part of Barton Malow Company’s anniversary celebration is our Community Week efforts. Each office partners with local charitable organizations to make a direct and meaningful impact in their individual communities. Organizations like American Heart Association, Habitat for Humanity, and The United Way are annual partners during this week of giving. In Central Florida, we reach also reach out to local organizations like Give Kids the World, Second Harvest Food Bank, and Boys and Girls Club.

As we look forward to our 100th anniversary, we reflect on the journey our company has taken to get to this point. Equipped with the knowledge and reputation gained over the past 95 years, we march on to our next milestone, remaining ever-committed to our clients, partners, community, and families.

Barton Malow CompanyProudly celebrating 95 yearsSUBMITTED BY: DANIEL VOSS, SENIOR MARKETING COORDINATOR, BARTON MALOW COMPANY


The Bluford Avenue Reconstruction and Streetscape project is the backbone of the City of Ocoee’s $45

million master plan for its Downtown. The Bluford Avenue Reconstruction and Streetscape project focused on the 0.6-mile corridor between the Delaware Street and Silver Star Road (SR 438) intersections. The project consisted of two core components: a sewer/western transmission main project and a stormwater/streetscape project. The sewer/western transmission main project scope consisted of the consolidation and upgrade of approximately 3,000 linear feet of water main, new gravity sewer system, and approximately 3,000 linear feet of new 16” force main. The stormwater/streetscape project scope consisted of the reconstruction of approximately 3,000 linear feet of roadway and asphalt pavement, storm drainage, concrete curbs, brick pavers, sidewalks, landscaping, and LED street lighting.

“The $9.8 million Bluford Avenue project has not only expanded and improved the City’s infrastructure, but more importantly, it has set the benchmarkasthefirstphaseofOcoee’s Downtown Redevelopment Program,” said Steve Krug, Public Works Director for the City of Ocoee. “These improvements have made Ocoee an even better place to live, work, play and raise your family.”

Ocoee’s Starke Lake is one of the Orlandoarea’stopsportfishinglakesfor largemouth bass. The Bluford Avenue stormwater improvements have improved the water quality in the lake and surrounding watershed.

Extending and expanding the area’s wastewater treatment utilities was a major infrastructure investment and will provide capacity for future growth in the area. By creating a more inviting pedestrian environment and enhancing utility capacity, the project has facilitated more economic opportunity within the City of Ocoee. Major new developments will continue to improve city’s quality of life.

The Bluford Avenue project features wider, level sidewalks to accommodate larger groups of people. New ADA-accessible ramps and more crosswalks have made it easier for elderly and handicapped users to navigate the area. A more contiguous sidewalk network has improved safety for students arriving and departing Ocoee Middle School, which is located directly along Bluford Avenue.

The Bluford Avenue project was designed by CPH Engineering and BFA Environmental. Local, veteran-owned contractor Oelrich Construction provided construction management services.

The $9.8 million Bluford Avenue project has not only expanded and improved the City’s infrastructure, but more importantly, it has set the benchmarkasthefirstphaseofOcoee’sDowntown Redevelopment Program.- Steve Krug, Public Works Director, City of Ocoee

““

DOWNTOWN OCOEE TRANSFORMED BY BLUFORD AVENUE RECONSTRUCTION & STREETSCAPEBY: NATHALIE KINSEY, MARKETING MANAGER FOR OELRICH CONSTRUCTION


Alpha EMCControl Systems Specialties, Inc.Ferran Services & Contracting

Additional CFC ABC Members involved with this project:

Time was of the essence when reconstructing Bluford Avenue. In order to meet the tight schedule, Oelrich Construction’s trade subcontractor team laid down 200,000 brick pavers in less than a month! This complex civil/infrastructure project contended with higher than average rainful and two severe hurricanes in Summer 2018. Despite these challenges, the Bluford Avenue reconstruction project met all critical path schedule milestones. The Bluford Avenue roadway project involved careful coordination with multiple residents, churches, businesses, municipal departments, and a local middle school. Oelrich Construction worked closely with all parties to ensure a smooth construction process. “We were honored to work with the City of Ocoee team to bring this ambitious infrastructure projecttothefinishline,”saidIvanOelrich,President of Oelrich Construction. “The Bluford Avenue Reconstruction and Streetscape project has preserved Downtown Ocoee’s charm, while opening the door to continued economic opportunity.” n


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Wharton-Smith, Inc, Celebrates 35 Years in BusinessBY: KAREN PORTER, SENIOR COMMUNICATION SPECIALIST, WHARTON-SMITH, INC.

What began in 1984 as a leap of faith for two Ohio friends has grown into one of Central

Florida’s largest general contractor and constructionmanagementfirms.Withthousands of projects completed in the

Southeastern U.S. and abroad, Wharton-Smith, Inc. Construction Group currently produces an annual revenue in excess of $400 million and employs over 600 team members. Founders Bill Wharton and George Smith met in 1966. They worked together at Bay Construction, and in 1975 they were part of a team working togrowtheFloridaoffice.Nearly10years later when Bay Con announced they were closing the company, Bill and

George mortgaged their homes and took the risk of a lifetime. With just a handful of employees, Wharton-Smith was incorporated on April 2, 1984,

with George Smith as President, CEO, Treasurer and Bill Wharton as Vice President and Secretary. Thirty-fiveyearslater,theWharton-Smith leadership team strives to maintain the culture fashioned by its

founders—hard work, integrity, giving back to the community, and every once in a while taking a leap of faith. George attributes Wharton-Smith’s success not only to the company’s ability to maintain these founding values and ideals but also to “the employees that

we had then and have now. Neither Bill or I ever dreamed that the company would be what it is today.” Bill Wharton passed away on November 12, 2017, at the age of 95 and is survived by his wife Lina and six children. Co-founder George Smith retired from his position as President and CEO in 2005 and remains the ChairmanoftheBoard.Thirty-fiveyears since its incorporation, and under the leadership of Ron Davoli since

2005, Wharton-Smith has built a reputation for honesty, integrity and quality construction and still maintains the corporate culture originally created by its founders. “Here we are… 35 years in the making. We are helping build communities by delivering clean water, state-of-the-art schools,

fireandpolicestations,recreationalparks, mixed-use developments, sports arenas, themed attractions and much more. We are so thankful for the

vision of our founders and I am thankful for our team members who continue their legacy,” said Ron Davoli, President and CEO. Wharton-Smith has consistently ranked on the ENR Top 400 Contractors List, has ranked on the Orlando Business Journal’s Golden 100 List and Fast 50 List, has been named a “Best Place to Work”

by both the Orlando Business Journal and Charlotte Business Journal, and has won many other awards and accolades for construction and safety excellence from the Central Florida Chapter of Associated Builders and Contractors. Wharton-Smith is a construction manager and general contractor with a focus on building communities. They specialize in water treatment, municipal, education, entertainment, senior living and hospitality projects—all the things a community needs to thrive. n


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MWH ConstructorsLeading Global Project DeliverySUBMITTED BY: CASEY CORRIGAN, COMMUNICATIONS MANAGER, MWH CONSTRUCTORS

MWH Constructors (MWH) is a leading global project delivery company with a focus on water

and energy. With the ultimate goal of delivering maximum value to clients and their local communities, MWH provides single-source, integrated design and construction services and a full range of project delivery methods. Incorporating industry-leading preconstruction services and safety practices, the Company’s multi-disciplined team of engineering and construction professionals delivers a wide range of projects, including new facilities, infrastructure improvement and expansion, and capital construction services. MWH Constructors operates as a stand-alone company and is headquarteredinBroomfield,Colorado. Formed in 1993, MWH is a top-tier wastewater contractor specializing in the delivery of public water/wastewater projects across the U.S. and the UK. With roots going back to 1820, MWH has approximately 2,200 employees worldwide, MWH currently includes Slayden in the northwestern United States and MWH Treatment in the United Kingdom.

Values

We put people first. Our people are at the core of what we do. We want our employees to succeed, however theydefineit–fromaccomplishingstimulating, challenging work to becomingleadersintheirfieldsandcommunities. We are committed to supporting, fostering and investing in individual success through a culture of opportunity, mentorship and innovation. We do what is right. A company’s reputation centers on its integrity. The way we treat our people, clients and neighborsreflectswhoweare,whatwebelieve in, and how we do our work. Our

commitment to doing things right is evident in everything we do, from professional excellence in our project work to taking responsibility for projects within our communities. We are better together. Strong, long-lasting relationships directly impact the success of our employees, clients, projects and communities. We will reach our full potential as an organization and as trusted advisors for our clients only when we combine our unique strengths and passion. We are driven to achieve. Achievement at every level begins and endswithafirmcommitmenttobeingthe best we can be. We are committed to becoming and remaining a top global constructionfirm.Werecognizeourkeychallenge is to maintain the stability and strength of our local relationships while balancing the management of growth projections.

Vision The MWH Constructors vision is to deliver safe, successful and sustainable design and construction projects across the environmental/infrastructure marketplace. We will achieve our Vision through careful planning and execution of our strategy. Our Strategy: • To be the employer of choice

to attract and retain the best talent in the industry – an organization that cares, develops and protects its employees

• To be a partner and collaborate with clients on Safety, Project Excellence, Ethics and Quality

• To be a Top Tier Contractor in the U.S. and U.K. water marketplace

• To be a diverse and forward-looking service provider, always exceeding client and stakeholder expectations

• To provide value and return on investment to our employees and our shareholders

MWH maintains deep connections to the communities in which they work because they’re on the ground, actively designing and building globally. Their ongoing experience with both traditional and alternative project delivery models underscores their creative, client-by-client approach to projects. MWH’s self-performance sets them apart from their competitors. They have the skills, experience and pride of workmanship to execute with unrivaled sophistication. n

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New Members continued from page 17

Texeira Contracting, Inc.Bill Texeira 901 Douglas AvenueSuite 200Altamonte Springs, FL 32714P: (407) 681-1000E: [email protected]: texeirainc.comGeneral Contractor Member: $6M - $10M

Universal Engineering SciencesSean Moro3532 Maggie BoulevardOrlando, FL 32811P: (407) 423-0504E: [email protected]: universalengineering.comAssociate Member: Testing; Geophysical Services (GPR, etc.) Environmental Sciences; Private Provider Inspection; Materials Sponsor: Chris Evans, Brasfield & Gorrie, LLC

Universal NissanChris Green12785 S. Orange Blossom TrailOrlando, FL 32837P: (407) 926-7000E: [email protected]: universal-nissan.comAssociate Member: Commercial fleet and personal vehicle sales

The Whitehead Agency, Inc.Mark Whitehead 712 Ballard StreetAltamonte Springs, FL 32701P: (407) 831-4424E: [email protected]: thewhiteheadagency.comAssociate Member: Insurance, bonding and risk managementSponsor: Earl Lomas, Terry’s Electric, Inc.

WoodChuck Industries, LLCChuck Walczak 3868 Bengert St.Orlando, FL 32808P: (407) 295-9900E: [email protected]: woodchuckindustries.netSubcontractor Member: Commercial Millwork; $1M - $3MSponsors: Rick Goldman, PCL Construction Services, Inc. and Michael Mitchell, PCL Construction Services, Inc.

Construction Growth in Central FloridaSOURCE: WORLDPOPULATIONREVIEW.COM

Construction growth follows population growth, and the graphs below shows the growth in Central Florida.


SAFETY

It’soneofthemostdifficultresponsibilities in construction management: applying disciplinary

actions when workers violate construction safety policies. No one wants to be the bad guy. No one wants to walk on to a construction site and punish a workers for unsafe behavior. However, failure to properly maintain a safety policy enforcement program carries a tremendous risk – for both theworkersinthefieldandforacontractor’s business model.

Ensuring a Safer Workplace By documenting policy violations, executive management can identify emerging trends in risky behavior. It can help shape training programs that will provide workers with a better understanding of the hazards in the workplace and how proper procedures can reduce the possibility of injury. By enforcing these policies via a progressive disciplinary program, management is protecting its workers and making the construction site safer.

Maintaining Compliance While maintaining the well-being of a company’s workers is the principle justificationforaneffectivepolicyenforcement program, documentation of worker safety violations can play an important role when dealing with the Occupational Safety and Health Administration (OSHA). In the event a contractor is under investigation for possibly violating a federal safety standard, records of disciplinary actions related to policy violations are important. In OSHA Defense for the Construction Industry, author and attorney Trent Cotney, PA of the Construction Law group notes: “OSHA routinely requests documents pertaining to company

disciplinary policies, procedures and records following an inspection. Every contractor needs to maintain a written disciplinary policy, which may be included in your employee manual. You must adhere to that policy. For example, if your company manual requires a written ‘three strikes and you’re out’ policy for employee safety violations, you need to follow this policy to the letter. OSHA does not care if it’s your best, or longest-term employee. A policy is a policy and a violation is a violation.” Failure to maintain a policy that documents violations can undermine a contractor’s defense when facing a possible citation from OSHA.

It becomes problematic if OSHA demands a contractor provide written documentation of disciplinary actions and the contractor is unable to comply because it has failed to follow-thru and enforce its company safety policies. On the other hand, a company that can provide this documentation demonstrates a commitment to maintaining procedures that will best ensure the safety of its workers.

A Management Template Policy enforcement is directly related to human resources management. Because of this, an employershouldconsultwithqualifiedprofessionals before implementing any program that could impact worker salaries or result in the suspension or

terminationofemployment.Specifically,the employer should consult with an attorney. An additional resource could be found in the company’s workers’ compensation carrier. A typical template utilized by construction companies is the “three strikes and you’re out” approach:

•Thefirsttimeanemployeeviolatesa safety policy they are subject to a documented (written) reprimand.

• The second time an employee violates the same safety policy they are suspended from work for a suitable period of time.

• The third time an employee violates the same safety policy their employment is terminated – with re-employment opportunities suspended for a designated period of time (i.e.: six months).

Again, it is important for an employer to seek qualified,legalcounselbefore implementing this form of progressive discipline. Additionally, the employer will want legal advice regarding especially egregious policy violations. For example, if an employee violates a policy that jeopardizes their own life or that of

another person, the employer should ensurethattheirprogramaffirmstherightto“firstandfinal”disciplinaryaction – wherein a workers’ employment would be terminated even if that policy violationwasafirstoffense. Some company programs utilize a severity measurement associated with thespecificpolicyviolations.Violationsthat are especially egregious may carry greater weight within a disciplinary program than infractions that are designated as minor transgressions.

Notifying Employees Regardless of the template that is selected, it is the responsibility of the employer to ensure that its employees are aware of the policy enforcement programs maintained by the company.

Safety Policy EnforcementTough Choices & Right ChoicesBY: TIM BERNARDI, SAFETY DIRECTOR, MADER SOUTHEAST


As Mr. Cotney noted in his book, employeescanbenotifiedinthe “company manual” (employee handbook). This document is typically provided to workers at the time of hire or whenever it is updated. Additionally, employees can be made aware of the policy at regular safety meetings (“toolbox talks”) or by notificationsdistributedwithpaychecks.By utilizing this approach, the employer is giving workers fair warning of how policy violations will be addressed. By raising the awareness of a company’s disciplinary program in this manner the employer creates an opportunity to empower employees – teaching them that they are not expected to perform any construction activity if it endangers themselves or other workers. In short, “if it’s not safe, don’t do it!”

An Opportunity for Progress In the event an employee violates a safetypolicyforthefirsttime,acompanycan provide an opportunity to reduce the severity of disciplinary action. For example, ifanemployeecommitsafirsttimeviolation of a policy related to personal protective equipment, that employee can erase the violation from their record if they participate in a documented training program regarding the importance of PPE and the worker maintains a clean record for a period of 90 days. This approach representsagoodfaitheffortonbehalfofan employer to help a worker understand the importance of maintaining safety policies while providing the worker with a chance to commit to ensuring a safer workplace.

Executive Involvement The critical element of any safety policy enforcement program is the commitment of executive management. Executive level managers should monitor to program to ensure violations are documented and to identify emerging trends. By closely monitoring the company program executives can make informed decisions about altering safety policies or improving training programs.

Conclusions Again, no one wants to play the role of bad cop. By nature, people avoid confrontation -- especially when it involves long term employees who are productive inthefield.However,companiesthatfailto institute and maintain safety policy enforcement programs are often being short-sighted – overlooking opportunities to re-direct workers and training them to be as safe as they are productive. n


KENPAT. . . continues to win praise for its work. In October of last year, KENPAT CFL’s work on the ceilings at the Orlando International Airport’s new Transportation Hub won an Association of Builders and Contractors (ABC) EAGLE Award

for construction excellence. The same project was also submitted to the Ceilings and Interior Systems Construction Association (CISCA) for its award program. On Wednesday, April 24, KENPAT received a CISCA GOLD Award for the construction excellence on this project at the 2019 CISCA Convention held in National Harbor, Maryland.

ROGER B. KENNEDY CONSTRUCTION. . . ranks among ENR Southeast magazine’s prestigious 2019 “Top Southeast Contractors” published on June 29.

. . . on May 6 held a Lunch & Learn Safety Seminar focused on fall protection as part of its companywide participation in this year’s National Construction Safety Week. Held at the recently-started $25 million, eight-story Westgate Building 6300 in Kissimmee, the event highlighted Kennedy’s advances in jobsite health and safety. This year’s national theme - “Safe by Choice” - emphasized 24/7 awareness and commitment to ensure that Kennedy’s safety programs remain best-in-class.

. . . broke ground April 22 for the innovative new Warley Park Apartments in Sanford, marking CentralFlorida’sfirstpermanentsupportive housing community. The three-building, three-story, 81-unit affordablehousingcommunityisbeing constructed under a contract exceeding $10 million, and is slated for completion in February 2020.

S.I. GOLDMAN COMPANY, INC.. . . wasselectedbyBrasfield&Gorrie, LLC for the AdventHealth Winter Park Hospital – Rehab project. Work includes the buildout of the shellspaceofthe4th&5thfloorsofthe new North Pavilion Expansion. The scope of work includes all HVAC, plumbing and medical gas services. Work began in November 2018 and is scheduled for completion in August 2019.

. . . was selected by Orlando Health for the Arnold Palmer Hospital Campus Steam Replacement project located in Orlando, FL. This design build project, in partnership with GAI Consultants, includes the removal and replacement of the campus underground steam and steam condensate piping on Arnold Palmer Hospital property. Work began in February 2019 and is scheduled for completion in October 2019.

. . . was selected by Charles Perry Partners, Inc. for the Creekside Middle School Upgrade HVAC Bldgs 1, 3, 10 and Chiller 3 project located in Port Orange, FL. Work includes the demolition and replacement of air handling units and ductwork in three buildings, as well as the installation of a new air-cooled chiller in the main plant, underground & overhead chilled water piping, and new directionally bored underground gas piping. Work will begin in June 2019 and is scheduled for completion in July 2019. WELBRO BUILDING CORPORATION

. . . is pleased to welcome Donald Gorham to our Central Florida team as a Senior Project Manager. Don brings over 15 years of project management experience in the healthcare, entertainment, institutional, education, office,andretail markets of commercial construction. As Senior Project Manager, Don will be responsible for providing the overall management, administration, and technical direction for projects while bringing exceptional servicetoourclients.Hisdiversified




experience will be instrumental in helping WELBRO pursue new markets throughout Central Florida. WELBRO looks forward to Don becoming an integral part of its future and expanding portfolio.

WILLIAMS COMPANY. . . was named 2019 Employee Owned Company of the Year by the 95-member New South Chapter of The ESOP Association, the national organization for companies with Employee Stock Ownership Plans.

. . . CEO Bob Lipscomb was featured in the Orlando Sentinel GrowthSpotter.com’s “People To Know” published in April. Reported by A.D. Thompson, the

article began, “At 13, Bob was a Boy Scout, hard at work on his architecture merit badge. Then living in Virginia, his family was visiting his grandmother in Florida but he wasn’t yet aware they’d be relocating.” As the story goes, Bob said, “In the back of the merit badge book, there were two categories: architecture schools and building construction schools. UF was one of the latter.” He asked his father if they could stop by on the way to check it out and decided right then it was where he wanted to go to school. “It was easier to get in back then,” he joked. “I am a planner. I knew I wanted to get into the construction business, to own or run a company.” The article goes on to say that Bob met his wife, Chris, at his firstjoboutofUF.Stillactive,heandChris are avid travelers and cyclists, often combining the two pastimes with glorious results – most recently on a weeklong jaunt to Amsterdam, where a cruising barge allowed for two-wheeled exploration. Bob’s next adventure, the reporter continued, will have him not riding, but crewing, on an eight-man team for the Race Across America. Said Bob, “It’s the toughest cycling event out there – starting in San Diego and ending in Annapolis. It goes in shifts, 24 hours a day.” As many of his fellow

ABC members can relate, as a lifelong contractor, Bob is always up for a good challenge!

. . . Williams Company Building Division completed OCPS’s 159,000 SF Pershing/Pine Castle K-8 Replacement School which has a capacity of 1,215 students.

. . . Williams Company Building Division broke ground in April for Caribe Royale Orlando Resort’s new Service Buildings, outside service area and site improvements which encompass approximately seven acres.

. . . Williams Company Southeast, along with project design partner C4 Architecture, provided Design/Build services to create a Cold and Dry Storage Distribution facility for SYGMA, a Sysco company, which included Box in a Box Freezer/Cooler, Dry Warehouse and CorporateOfficespace,totaling239,000 SF.

. . . Williams Company Southeast is constructing Sysco FreshPoint’s 70,000 SF refrigerated warehouse addition and 60,000 SF cold storage and processing room renovation, which is slated for completion in November. FreshPoint, a Sysco company, is North America’s largest wholly owned produce distributor. n

wages for employees working in the construction of buildings has gone up some 25% since April 2011. (graph 2) Florida’s construction jobs are chasing fewer available workers. According to the U.S. Bureau of Labor Statistics, the unemployment rate in

Florida has recently dropped to 3.5%. (graph 3) Right now, the availability of labor is causing contractors to pick and choose which projects to pursue. With the low unemployment and continued job growth, only those companies with high

productivity who can pay top dollar will be able to go after the major projects, which demand competitive pricing and tight schedules. As has been described in past issues, schools will be the best alternative to hiring experienced labor. Developing good channels to those secondary and post-secondary schools will keep your pipeline open to new employees. Contractors looking for workers will now have to dive into colleges andhighschoolstofindnewcandidates. ABC will continue to promote construction career training with schools and connect construction employers with those programs. Please contact me if I can assist you with connecting. n

(graph 3)

President’s Letter continued from page 3


All About the Miller ActProtections for Subcontractors and SuppliersBY: MARY BACON, LAWYER, SPENCER FANE, LLP

WHAT IS THE MILLER ACT?The purpose of the Miller Act is to protect subcontractors

and second-tier subcontractors that supply labor and materials for the construction of federal public projects. To accomplish this purpose, it requires general contractors to obtain payment

bonds to ensure that subcontractors and second-tier subcontractors get paid. This additional layer of protection helps compensate for the inability to lien federal government land.

WHAT REMEDY CAN A SUBCONTRACTOR OR SECOND-TIER SUBCONTRACTOR RECEIVE UNDER THE MILLER ACT? If the general contractor refuses to pay a subcontractor on a federal government project, and that subcontractor has fully performed under the contract, the Miller Act surety is required to pay the subcontractor pursuant to its subcontract.

WHAT DOES A SUBCONTRACTOR OR SUPPLIER NEED TO PROVE IN A MILLER ACT CLAIM? To state a claim under the Miller

Act, a subcontractor or material supplier must establish that it: • has supplied labor or materials in

the prosecution of work provided for in the prime contract;

• has not been paid; • believed in good faith that the

labor or materials were intended

forthespecifiedwork;and • complied with the “jurisdictional

prerequisites” to bringing the action.

WHAT ARE “JURISDICTIONAL PREREQUISITES?” Afirst-tiersubcontractoronlyhas to comply with one jurisdictional prerequisite; a second-tier subcontractor has to comply with two. Both need to initiate a lawsuit sometime after 90 days of last providing labor and materials and before one year of last providing labor or materials to the project. The lawsuit must be brought in the name of the United States for the use and benefitofthesubcontractororsecond-tier subcontractor suing and the suit mustfiledinthefederaldistrictcourtinwhich the contract was to be performed. Additionally, a second-tier subcontractor

has to provide written notice to the contractor within 90 days from the date on which the person performed the last of the labor, or furnished last of the material for which the claim is made. The notice must state: • the amount claimed; and • the name of the party it provided

labor or materials to.

HOW LONG WILL IT TAKE TO GET PAID? Unfortunately, there is no clear answer. Some cases will resolve before the complaintisfiled,others may be stayed pursuant to a pass-through or liquidation agreement, and still others may go to trial. Lawyers are required to represent subcontractors and second-tier subcontractors in Miller Act litigation. It makes sense to speak with a lawyer if the project

is over and payment has not been received. An attorney can help ensure that all requirements are met in a timely manner and may be able to help gauge the timing of potential payment with morespecificinformation,suchasthegeneral contractor, the amount due, why payment was not made and the judge assigned to the case. n

Reprinted with permission fromConstruction Executive magazine’seNewsletter, a publication of AssociatedBuilders and Contractors Services Corp.Copyright 2019. All right reserved.

Legal & Regulatory


Celebrating 60 Years

1959

2019


Risk Management

Helpful Links• Discover Your Risk Score: www.WhatsMyRiskScore.com

• Set up a consultation: www.RJDRM.com

If you’re like any successful business I know, in order to create sustainable growth and be competitive in your

marketplace, you must continue to control your operating costs. One such area in your business is your ability to predictably reduce your number and cost of claims and lawsuits. You’re reading the right article if: You’re frustrated with how claims and lawsuits, especially fraudulent ones,arekillingyourprofitability, and you feel powerless to control them. You know losses are an unfortunate part of business and you tried to reduce them, but with little or no success. You’re ready to eliminate claims in a predictable way, and you want a system that gets consistent results.In this article, you’re going to learn: The 5 costly mistakes leaders makethatkillprofitability. Why you need to implement systems and get your team on board to reduce risk and increaseprofitability. How you can gain peace of mind by knowing what your blind spots are that are costing you money 5 COSTLY MISTAKES: 1. Not knowing your numbers: Tom Peters coined the phrase, “What getsmeasuredgetsdone”.Ifindmanybusinesses do not have a handle on the analytics of their claims. More importantly than just knowing your number of claims, is having actionable data on hand to skillfully mitigate the risks that are causing your claims. In other words, do you see trends in the types of claims you are having? Withoutgoodanalytics,it’sdifficulttocreate a targeted plan to reduce your risks. If you’re not familiar with your numbers, we would suggest you commit to findingoutwhatyournumbersare, and the story behind them. 2. Not knowing the real cost of claims: When coaching clients across the country, I’m amazed to learn that many business leaders do not fully understandthefinancialimpactthatclaims have on their bottom line and top line. OSHA suggests that the indirect cost of claims can range anywhere from a multiple of 1.1 to 4.5 added to the direct cost of a claim itself.

For example, a claim totaling $67,000 multiplied by an indirect loss cost factor of 1.1 suggests that the indirect loss costs would total $73,700. In adding those two numbers together, the company has sustained total loss costs of $140,700. If you are a company sportinga9%netprofitmargin,you’dhave to sell $1,563,333 just to break even to pay for that claim. 3. Not knowing your operational blindspots: #1 New York Best Selling authors, Larry Bossidy & Ram Charan wrote a book called ‘Execution’. In their book, they make the comment, “Too many leaders today fool themselves into thinking their businesses are well run”. We’ve all heard the saying, “Sometimes you don’t know what you don’t know”. It’s critical that companies seek out operational best practices in order to lower their chances of having claims and lawsuits.

That has presented a challenge to many businesses because there are so many independent silos within the insurance industry. Between claims adjusters, loss control representatives, underwriters, medical providers, etc., most businesses feel that these groups of people rarely collaborate to create a holistic best practices platform. When given the opportunity, company leaders want to do the right thing and play by the rules, but they don’t know what the right rules are. There has been a growing number ofcompaniesthatarebenefitingfroma process called RiskScore® in which companies learn their strengths and operational blind spots that are costing them money. In a study of over 50 companies having gone through the RiskScore® process, 86% reduced their claims over 50% in less than one year. These procedures start with a view of a company’s hiring practices, and what

policies and procedures they have before AND after a claim occurs. 4. Not having systems in place: Dr. George Weathersby is known for his thoughts on systems. He says, “Ordinary people achieve extraordinary results consistently using the system. Extraordinary people (the really smart people), without a system, won’t produce consistent results”. This reality holds true in the insurance world. In my consulting practice, we advise clients to deploy systems that involve multiple layers of management. In football terms, we say “the left tackle and the right tackle, along with the rest of the team, need to know where to go when the play starts.” When you’ve gotyourteamassembledonthefield,and everyone is coached on what their responsibilities are in the risk mitigation process, you will see dramatic reduction in your number and cost of claims. One such system that companies are using to systematically and predictably reduce their risk, and subsequent claims, is called the DIAMOND Risk Reduction System®. Companies experience a reduction in their number of claims over 51%, reduction in the cost of those claims over 19%, and employee turnover over 28%. 5. Not taking action: Take a deep breath, and don’t be overwhelmed by the size and scope of this important topic. A journey of 1000 miles starts with one step. All you need to know is that there are systems out there that can help you in creating better results. If you’d like to gain peace of mind knowing what your blind spots are that are costing you money, go to www.WhatsMyRiskScore.com. For more information, call Rick Dalrymple at 407.998.4108, email [email protected] or visit www.RJDRM.com and www.WhatsMyRiskScore.com. n

Accidents Waiting To Happen5 Costly Mistakes That Kill ProfitabilityBY: RICK DALRYMPLE, CEO, RJD RISK MANAGEMENT, INC.

“Company leaders want to do the right

thing and play by the rules, but they don’t know what the right

rules are.”


PlanGrid, an Autodesk company and a leader in construction productivity software, today

introduced PlanGrid BIM, a powerful new product integration with Autodesk RevitⓇthatenablesuserstoimmediatelyaccess Building Information Modeling (BIM) data, in either 2D or 3D, directly within PlanGrid on their mobile devices. Construction teams and facilities managers can now drill down into rich BIM data in an easy-to-use 2D interface or 3D environment, empowering the fieldtobuildwithgreateraccuracy,avoid rework and make decisions faster andwithmoreconfidence. “BIM has transformed the way architects and engineers design, and Revit is the industry standard during pre-construction,” said Jim Lynch, vice president and general manager, Autodesk Construction Solutions. “PlanGrid’s integration of Revit empowers its users to take full advantage of BIM beyond pre-construction with a wealth of data immediatelyattheirfingertips.Thisjointinitiative,thefirstofmanyfollowingour acquisition of PlanGrid, will help Autodeskfulfillourmissiontodelivera comprehensive, integrated platform thatseamlesslyconnectstheoffice,thetrailerandthefield.”

PlanGrid BIM connects rich BIM data from the design process to construction and operations Architects and engineers who design construction projects using BIM create 3D models to act as a virtual representation of how complicated work should be installed and building assets should interact. Models are embedded with rich property data such as the height of a counter, material type of a wall or manufacturer details of a lighting fixture.Butwhenthesemodelsaresentouttothefield,they’re“flatteneddown” into PDFs, and the data is lost to the teams doing the physical work of building or maintaining facilities. This loss of data, coupled with a lack of 3D

visualizationinthefield,canleadtocritical errors, lost time and rework. PlanGrid BIM empowers construction and facilities teams to make better decisions in real-time, using the most comprehensive data available and a seamless transition between 2D and 3D. With PlanGrid BIM, users can see BIM data properties within familiar 2D drawings or tap into 3D to better visualize assets within the surrounding environment — all from within PlanGrid’s software. Encompassing three core elements, PlanGrid’s new BIM functionality includes: • BIM-enabled Sheets: Users can

tap objects to access BIM data properties, such as an object’s dimensions, material type or manufacturer details, all within the

familiar 2D environment. • 3D BIM Viewer: With a simple tap,

users can instantly transition into a3Dviewofaspecificobject,evenifoffline.Theviewer,currentlyinopen beta, includes features such as zoom and snap tools for taking measurements between model objects.

• Revit Integration: Sheets are published directly from Revit into PlanGrid, guaranteeing accurate BIM data, as well as sheet titles and numbers; drawings continue to include PlanGrid features such as automatic callout detection and hyperlinking.

With rich data immediately at their fingertips,fieldteamscandecreasemiscommunication, reduce defects at handover, increase safety and overall quality of work. “Communication on a jobsite can be challenging, particularly when team members may be missing vital information from interacting trades. A

plumber may consult with a mechanical foreman several times before installing risers near HVAC ducts, and the build-out may still take longer than expected and require rework,” said Kendall Pouland, Director of Technology and Innovation at Tellepsen. “With PlanGrid’s new BIM functionality, any construction teammembercanquicklyfindallthedetails they need right from their mobile device. And because our teams are already using PlanGrid on a daily basis, it will be easy for them to quickly learn and take advantage of this powerful new functionality.” “Weknowfieldworkersandfacilitiesteams need mobile solutions that can be used on the job site, which is why we built PlanGrid’s software with a mobile-firstapproachrightfromthestart.Wesaw immediate adoption, and now

more than 1.5 million projects around the world are using our technology,” said Tracy Young, head of PlanGrid at Autodesk. “We’re now

bringingourmobile-firstapproachtoBIM, empowering teams to build right thefirsttime.WithPlanGridBIM,weare not only helping contractors work moreefficiently,we’realsoenablingarchitects to maintain their design intent and owners to reduce lifecycle costs. We’re delivering on our commitment to building powerful and easy-to-use softwareforthefield,anddevelopinganintegratedworkflowwithAutodeskproducts. We’re changing the industry, again.” PlanGrid BIM is included with all PlanGrid subscriptions and is available today on iOS and web, with functionality on Android and Windows to follow in the future. PlanGrid will continue furthering its aim to help increase construction productivity with features to be added in the future that include integration with other design and project review software such as Autodesk Navisworks®, two-way synch to update the master BIM model withdatafromthefield,andtheabilityto generate tasks, RFIs and punchlists from model data. n

PlanGrid Delivers BIM Data in 2D and 3D Directly to Mobile Users in the Field?BY: MEREDITH OBENDORFER, DIRECTOR OF COMMUNICATIONS & PR, PLANGRID

TECHNOLOGY

JULY/AUGUST 2019 | BUILDING CENTRAL FLORIDA 37PAID ADVERTISEMENT

Since its beginning nearly one hundred years ago, the David Allen Company has stood

tall among construction industry professionals. David Allen, himself, a master craftsman in the masonry arts, set the standard that has guided the company for the last ninety-nine years. Allen’s passion for customer service excellence, integrity, professionalism and craftsmanship continues to be David Allen Company’s guiding light that ensures the Company team will continue to be the preferred terrazzo, tile, marble, and specialty concrete services contractor – not only in Florida, but across the country. The company’s roots in Florida

go back to the 1970s when Disney projects provided them opportunities to demonstrate their performance skills.TheirfirstFloridaofficewasestablished in Orlando in 1982. Since that beginning, the David Allen Company team has performed hundreds of major terrazzo, marble, and tile projects, ranging up to $30 million, throughout Florida. These include numerous airport projects, such as Miami International Airport, where David Allen Company has installed over one million square feet of epoxy terrazzo. David Allen Company is an employee-owned company (ESOP), which ensures that every team member gives his or her best on every project. n

David Allen Company Has Deep Roots in Florida

Jacksonville International Airport • NTMA Honor Award

Phot

o by

Dav

id L

auda

dio

Our 99 years of experience is a valuable asset that has clearly contributed to our national industry recognition as a skilled and capable company. However, it is what we do for our clients today that will sustain us for the next 99 years as the preferred terrazzo, tile, and marble contractor in Florida and across the nation. - David Roberson, CEO

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SOUTH FLORIDA • BIRMINGHAM, AL • COLUMBIA, SCCHARLOTTE, NC • RALEIGH, NC • WASHINGTON, DC

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