California Asphalt Magazine - 2025 Private Construction Issue
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Publisher’s Letter
Member Profile
HOME RUN: Duran & Venables Inc. grades and paves ‘The Dunes’ on Monterey Bay Phase 2 West for Shea Homes; helps address the state’s housing shortage
Q&A with Rachael Luciak
Principal of Strategic G Advisors
Member News
Remembering Del Crandell: A Legacy of Leadership and Determination at C&C Transportation
Association News
Road-focused CalAPA delegation descends on state Capitol
Asphalt influencers gather in Pomona for Spring Asphalt Pavement Conference
State Asphalt Pavement Association organization installs leadership for 2025
On the Cover: Aerial photo of Duran & Venables performing grading and paving work as part of “The Dunes” on Monterey Bay Phase 2 West for Shea Homes. Photo courtesy of Duran & Venables.
CALIFORNIA
www.calapa.net
2025 CalAPA Board of Directors
Scott Metcalf (Chairman) Ergon Asphalt & Emulsions
Frank Costa (Vice Chair) Martin Marietta
Scott Bottomley (Treasurer) Sully-Miller / Blue Diamond Materials
Chris Gerber (Secretary) G3 Quality
Jeff Benedict (Immediate past chair) Valero Energy
Ron Criss Hat Creek Construction
Tim Denlay Knife River
Chris Handley Tullis
Robert Jarvis Century Paving
Kevin Jeffers Albina
Kody King Mercer-Fraser
Pete Lambert McGuire & Hester
Jeremiah Lemons CRH
Phil Reader Reed Family Companies
Eric Richard Reed & Graham
Steve Ward Pavement Recycling Systems
HEADQUARTERS: P.O. Box 981300 • West Sacramento • CA 95798 (Mailing Address) 1550 Harbor Blvd., Suite 120 • West Sacramento • CA 95691 • (916) 791-5044
EXECUTIVE DIRECTOR: Russell W. Snyder, CAE, rsnyder@calapa.net
TECHNICAL DIRECTOR: Brandon M. Milar, P.E., bmilar@calapa.net
MEMBER SERVICES MANAGER: Sophie You, syou@calapa.net
MEMBER SERVICE COORDINATOR: Jackie Henry, jhenry@calapa.net
GUEST PUBLISHER: Russell W. Snyder, CAE, CalAPA
PUBLISHED BY: Construction Marketing Services, LLC • (909) 772-3121 P.O. Box 892977 • Temecula • CA 92589
GRAPHIC DESIGN: Aldo Myftari
CONTRIBUTING WRITERS: Brian Hoove, CMS and Russell W. Snyder, CAE, CalAPA ADVERTISING SALES: Kerry Hoover, CMS, (909) 772-3121
Value-added service at every step, from product selection to application
Full-service transportation solutions across the Paci c Northwest
A proactive approach to safety and environmental protection
best quality services and finished products to a loyal return customer base. Today, Mark Petersen who joined D&V in 1982, serves as its President and CEO.
D&V became a California Asphalt Pavement Association (CalAPA) member in 2021. “Here at D&V, we value our partnerships and relationships with vendors and organizations serving our industry,” concludes Fisher. “CalAPA provides our company with updates and training with educational seminars, conferences and information sources concerning mix design, new technology, environmental compliance and current and ongoing projects. It pays to be a CalAPA member.”
California has experienced a chronic housing shortage for decades, with some estimates suggesting the state is running a deficit of 3 million to 4 million units, and the resulting lack of inventory is driving up costs. That has resulted in California having the nation’s second lowest rate of home ownership, behind New York, and rising rents have resulted in rising homelessness as more people are priced out of affordable housing. High costs have also caused many Californians to leave the state. Elected officials and policymakers at all levels agree that more housing is needed, and fast, and the Newsom administration has promised to streamline processes, including
permitting and environmental review, that delay projects. New developments like the one taking shape in Monterey are a welcome sign that the state is doing something to address its housing crisis.
For more information on Shea Homes and The Dunes Phase 2 project, please visit www.sheahomes.com. For more information on Duran & Venables, please visit www.duran-venables.com. CA
Brian Hoover is co-owner of Construction Marketing Services, LLC, and editor of CalContractor Magazine.
TUESDAY-THURSDAY JUNE 17–19, 2025
Hyatt Regency Lake Tahoe Resort, Spa & Casino
111 Country Club Lane, Incline Village, NV 89451
Above: Duran & Venables’ paving team on-site.
Right: Duran & Venables’ crew installing 4-to-6-inches of base rock and then the placement of 3-to-4-inches of hot mix asphalt.
The California Asphalt Pavement Association presents:
RL: Absolutely. When I partner with Caterpillar and their customers nationally, I focus on enhancing safety culture through assessments, workshops, and one-on-one coaching. It's really important to understand that safety is a value and must be integrated into everything we do, equal to production and quality. I always encourage my customers to reflect on what they are already doing and think about how they can enhance their existing meetings, reports, and processes to better integrate safety into these activities.
CAM: Any specific insights with regard to the asphalt industry?
RL: I would also add, It’s common for employees that work at the plant to feel like they work in silos. There can be a lot of challenges with communication, for example, between construction in the field, and the plant. How can they come together to break down those silos, those barriers, and work more efficiently? I guide these conversations using teambuilding strategies and process improvement methodologies to foster collaboration and efficiency, helping them develop better plans and improved processes.
CAM: I’m sure some people reading this think they are already pretty good in this area. But how do they really know? They won’t unless they talk about it, and measure it.
RL: Right. While companies may be excelling, there's always room for improvement and growth. How can we continually strive to improve and grow? If we don’t adapt and change, we risk falling behind due to the rapid pace of change these days.
CAM: And getting back to culture, there is also the onboarding of new
people, and teaching them about the culture of the company.
RL: Right. I’ve conducted hundreds of strategy and improvement workshops with organizations, and the majority identify that they have a strong onboarding process. This might be attributed to HR playing a significant role in ensuring onboarding is done correctly. However, we often find that ongoing follow-up training is lacking. They check all the boxes at the beginning, but there's little to no follow-up, leading to complacency or disengaged employees. As an organization, how will you keep your employees engaged? How will you continue to follow-up and provide ongoing training that keeps everyone on their 'A Game'?
CAM: It sounds like some of what you are talking about could be characterized as “soft skills.” Our industry is very focused on specific technical and practical skills that are related to the job. We have skilled craft workers, and lab technicians, plant operators, engineers, and so forth. But those so-called soft skills can benefit anyone, right?
RL: Soft skills benefit everyone! Having the ability to communicate effectively, provide constructive feedback, and foster collaboration is just as essential. And this is where I’ll double down on the importance of your leadership team being aligned and implementing an effective accountability structure. Accountability can often have a negative connotation, but it's really about ensuring employees clearly understand their roles and responsibilities. They’ve been provided the right training, the right resources to be successful. Are you able to measure their performance? And then there
is a feedback loop. To provide feedback, whether it is positive feedback or constructive coaching.
CAM: Empowerment is quite a bit different than top-down management of the past.
RL: Definitely. For example, it’s not always the supervisor’s job to run the meeting or ask the questions. It's about creating an environment where employees feel safe and a sense of ownership, to seek out answers, identify obstacles, and contribute solutions. Instead of pointing fingers or relying solely on supervisors, emphasize teamwork to identify bottlenecks and figure out how to complete tasks as efficiently and safely as possible.
CAM: If leaders spend their time and attention on something, it will be noticed. If they say empowerment is important, then they must spend their time and attention on it, or it is just a slogan. In a competitive industry like ours, it is our team against your team. The company that has the best and most motivated team usually wins.
RL: Another area I coach leaders on is developing and enhancing leading indicator activities. These are proactive measures we can control, rather than solely looking in the rear-view mirror and reacting to issues after the fact.
CAM: Can you give us an example?
RL: Leading indicators are proactive activities such as training, near-miss reporting, employee engagement assessments, and cross-functional team improvement workshops. These contrast with reactive measures like incident rates or turnover rates, which highlight issues after they have already impacted the organization. [ Continued on page 16 ]
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By emphasizing proactive strategies, companies can enhance their culture and prevent problems before they arise. Also, think of when you are improving a key process, rolling out new technology, or implementing a new system, will you implement it without employee input? Or will you seek their feedback and understand their pain points? Are your employees involved in your improvement initiatives?
CAM: It sounds like that is how you get buy-in from everyone on the front end to avoid resistance on the back end.
RL: Right. Often times there is a tug of war between what corporate wants and what the field wants. A cross-functional team can identify these barriers and come up with ways to overcome them.
CAM: Since we are on the subject of people, there has been an encouraging trend in our industry in recent years to be more aware of employee wellness, not only physically but also mentally. The latter was a taboo subject for many years.
RL: Creating a culture of trust is essential because you want your employees to feel they can let down their guard and speak out without fear of negative repercussions. This starts with the leaders. Are they fostering a culture of trust and openness? Building trust takes time, and one of the best ways leaders can do this is by showing humility and sharing their stories. When leaders open up, speak up, and share lessons learned, they show their human side. This increases the trust of the team, making employees more likely to share when they are having a bad day or need to speak up. But there’s critical moments throughout the
day when, if the leader gives any indication that production is more important than speaking up about mental health or safety, then they are inadvertently sending a message that “I don’t care.”
CAM: Wow. We know they do care, but even the perception can be damaging.
RL: In one of my workshops, I ask participants to look at their phones and find a picture that represents what they’re passionate about, something that motivates them to come to work each day and return home safely. This exercise serves as a powerful reminder of our shared purpose and the importance of having each other's backs. We’re all human, and having a solid team behind you, ready to offer support when you need it, is vital. It’s about trust and a culture of collaboration that starts with leadership.
CAM: Recruiting a high-quality workforce includes creating a welcoming environment, so people have an interest in looking at careers in our industry. Can you speak to that? Our industry is a great place to work. We need to do a better job of getting the word out of the opportunities we have. How can we do a better job to attract those future workers?
RL: I wish I had the perfect answer, but generally speaking, the best advocates for your business are going to be your people. They’ll go home and tell their friends and family they work for the best company in the world, or maybe they’ll say, “You won’t believe what my boss did today!” (Laughs).
CAM: Ouch.
RL: The key is engaging your employees. How do you involve them? Leadership plays a critical role in fostering a
strong culture of inclusion and accountability that resonates positively. Everyone needs to understand what’s expected of them, backed by effective communication to reduce frustration. Systems should be designed to support efficiencies and establish structures that uphold effective accountability. That can mean investing in training, recognizing positive contributions, and considering how coaching is delivered. If coaching happens frequently, it’s important to balance it with positive feedback and recognition; otherwise, those coaching moments risk being perceived negatively.
CAM: It comes down to time and attention. Leaders show what is important to them by what they spend their time and attention on.
RL: Time is a limited resource. Leaders make choices every day about how to invest it, whether it's developing the skills of their employees to build a stronger team or prioritizing other demands that might seem more urgent.
CAM: Like production.
RL: What I emphasize is finding ways to seamlessly integrate these activities into your existing practices to build a strong, cohesive culture. For instance, if you hold a daily production meeting, how can you weave in safety and incorporate employee input into the discussions and decision-making processes? Make sure they are engaged and included. You really want your employees to feel ownership in what they are doing.
CAM: Narrowing our focus from workforce issues broadly to a specific area – women in our industry – or more specifically, the lack of women in our industry.
Perhaps 10% of the jobs in construction are held by women, so they would seem to suggest there is nowhere to go but up to attract more women to the field and, in doing so, help address the workforce challenge. That was partly the inspiration behind the Women of Asphalt movement – to support women in our industry, and hopefully show our industry is a welcoming environment for not only the women who work in our industry new but also those who may consider careers in our industry. The motto of Women of Asphalt is “Lead and Inspire,” and the California branch of volunteers has been busy planning and executing many activities to elevate women in our industry. The effort is also supported by men, who it should be noted, have attended WofA events and benefitted from the programs. How did you become aware of the Women of Asphalt activities and decide to become involved?
RL: I have always known about Women of Asphalt, but it wasn't until I transitioned to working independently that I became actively involved. Attending the CalAPA Conference in Southern California allowed me to see the impactful work being done. With my industry background, I felt it was a great fit and started contributing by developing the leadership series. We are happy to deliver it to California, my home state, but it is very scalable and could be delivered to other states or nationally.
CAM: We have noticed that in our Women of Asphalt programming, particularly at our conferences, it is good to provide support to elevate women, but it is also important for men to understand their role in creating a supportive environment where women can thrive in our industry. The Women of Asphalt events have been
developed by and for women, but men have attended and benefitted from the programming as well. It is very inclusive. A lot of men gained insight into their own role in creating an environment where women can succeed.
RL: That’s a whole seminar (laughs).
CAM: One that a lot of people need to attend! (Laughs).
RL: It does seem to take a lot of grit and resilience for a woman to thrive in this industry.
CAM: But it shouldn’t be that way. It should be easy for everyone to succeed in our industry, including women, right?
RL: There is a lot to unpack here. What I will say is that people naturally gravitate toward working with those they share commonalities with. Facing something unfamiliar or different can feel challenging at first, this is change management 101. We instinctively seek what feels safe, surrounding ourselves with
similar traits and interests. However, that mindset limits growth. It’s those differences that enrich the work environment, inspire fresh ideas, and drive innovation. There should be a recognition of the value those different perspectives bring. It will make us stronger. You need to be able to access multiple points of view and expertise to come up with the best solutions.
CAM: Your “Empower-HER” Leadership Series has focused on various success strategies. What are some of those you have delivered, and what is coming up?
RL: The goal of the leadership series is to advance leadership skillsets for women in our industry. The first session focused on strategic goal-setting.
CAM: Those are personal goals, right? Helping you map out your personal career trajectory.
RL: Yes. That is the core foundation. But it’s not just about personal development, it applies equally to organizations.
Rachael Luciak (far right) joins members of the Women of Asphalt California Branch at a CalAPA Spring Asphalt Pavement Conference in Southern California in 2024.
My goal is to help women build the skillsets they need, not only for themselves but also to contribute meaningfully to their organizations. How can they lead a strategy session? How can they get a meeting back on track?
CAM: And other sessions were on the importance of networking, and also to refine presentation skills. Those are all elements of effective leadership.
RL: Right. Our next session will focus on crucial conversations and effective conflict resolution.
CAM: Everyone could benefit from that.
RL: I went through that training 15 years ago, and I still benefit from that today.
CAM: You’ve been very generous with your time, and I know the Women of Asphalt California Chapter volunteers and participants really appreciate everything you have done in delivering this leadership development content in easy-to-access live webinars and to encourage interactive engagement from participants. Is there anything else you would like to add?
RL: Well, thank you! Thank you for providing this opportunity to highlight a subject that I’m so very passionate about. Workforce development plays such an important role in ensuring a company’s success and longevity. When organizations invest in their employees and empower their teams, everyone wins! The benefits are clear: higher retention,
With nearly two decades of experience spearheading large-scale change initiatives, Rachael is a growth strategist and a specialist in leadership and cultural transformation, guiding organizations toward laser-focused strategies and
improving processes across diverse business functions. Her experiences have equipped her with the knowledge and expertise to help businesses thrive in today's ever-evolving market.
As a dual citizen of both the United States and Canada, Rachael has worked with hundreds of teams throughout North America, driving millions of dollars' worth of growth and profitability within companies. Her diverse clientele ranges from dynamic startups to Fortune 500 companies. In her pursuit of propelling innovative, high-growth companies, she established Strategic G Advisors.
improved safety, increased productivity, boosted innovation, and the list goes on. Thanks again. CA
Russell W. Snyder, CAE, is executive director of the California Asphalt Pavement Association (CalAPA).
REFERENCE:
California Asphalt magazine, 2016 Special Leadership Issue “Your Leadership Journey.” https://issuu.com/calcontractor/ docs/cam_leadership_2016
Rachael currently serves as Director of Strategy and Development for NAWBO-CA and is the Women of Asphalt California -Education Lead, where she drives forward initiatives to empower and develop the skillsets of women. She holds an MBA from Montpellier Business School and is a certified Change Management
Professional and Lean Six Sigma Black Belt. Rachael is dedicated to creating cultures of growth and resilience, ensuring organizations not only succeed but thrive in the face of challenges
Remembering Del Crandell:
A Legacy of Leadership and Determination at C&C Transportation
By Brian Hoover, CMS
Del Crandell, owner of C&C Transportation and a respected figure in California’s petroleum, trucking and construction industries, passed away on February 22, 2025, during one of his beloved international motorcycle rides. He was 65.
Crandell, who officially took over operations of C&C Transportation in 1985, helped grow the company from a modest operation with just a few trucks and trailers into a multimillion-dollar enterprise with regional reach across the Western United States. He was known not only for his business acumen, but also for his loyalty, work ethic, and adventurous spirit — all qualities that made him a beloved figure in both his personal and professional circles.
“He was the most inspirational man I’ve ever known,” said his daughter, Anastasia Crandell Henning, who now leads C&C Transportation. “He always pushed people to be better, to take chances, and to do what’s right. I wouldn’t be who I am today without him.”
A Family Legacy
C&C’s roots stretch back to 1949, when it was founded by Anastasia’s great-grandfather, Frank Crandell and his brotherin-law, Edward Compton. They worked from a small trailer and rented a corner lot on Alondra
and Paramount back in 1950s. In the early years, they had a very strong relationship with Hazard Construction, their only customer at the time. C&C stayed busy hauling hot mix asphalt for Hazard. Sadly, Edward broke his back and eventually succumbed to his injuries and died of pneumonia. Frank Crandell maintained his ownership and passed the company to his son Richard “Dicky” Crandell in 1974. Dickey Crandell had been working at the company since the age of 15 when he quit school to drive trucks for his father. After Richard passed the company to Dicky he remained actively involved with C&C, lending his expertise to the mechanics team, training pump operators and offering guidance and support until his death by a heart attack in 2006.
When Del Crandell was a freshman in high school, his birth parents divorced, quickly remarried, and moved out of the school district. Wanting to remain with his football team and continue his education in the same district, Del went to live with his close friend Steve Chavez. During this time, he also developed a strong connection with the Crandell family and formed a meaningful bond with Dickie Crandell. At the age of 15, Del was formally adopted by the Crandells and legally changed his name to Crandell in 1987. He was proud
Del Crandell 1960-2025
Del Crandell played football at Fullerton College.
to call Dickey Crandell his father and embrace his new family with gratitude and respect.
Del joined the Crandell family business in 1975, working summers while attending Fullerton College, where he played college football. Starting at the age of 15, Del would drive trucks alongside other Crandell family members and rebuild engines with his grandfather, Frank. Then, in 1979, after a football injury and a health crisis involving his father Dickey, Del stepped up to manage the day-to-day operations of C&C Transportation while still attending school full-time. By 1983, Del and Dickey Crandell reached an agreement that Del would take over management and marketing responsibilities. That same year, he told his father he was going to give the company his all — and if it didn’t work, he’d pursue a corporate career. It worked.
Work was plentiful in the 1980s, but the winters were rough. At times, there was little to no work, with Hazard still being the company’s only customer. Del wanted to take on more customers and diversify the company’s offerings. He began purchasing and hauling other products such as roofing materials, bringing immediate growth to the family business. In 1986, the company officially incorporated as Trans Petro California Inc.,
Below: Del pictured in the early days beside one of C&C Transportation’s trucks.
continuing to do business as C&C Transportation.
Under Del’s leadership, C&C Transportation (C&C) expanded its customer base, acquired new trucks, trailers and equipment, and experienced steady growth. The company grossed $69,000 with four employees in 1983; by 1994, it had exceeded $3.4 million in annual revenue. The company’s fleet grew accordingly, and C&C became a trusted name among clients like Vulcan Materials, Martin Marietta, All-American Asphalt, Marathon, Road & Highways Builders, Owens Corning, Granite Construction, Sully-Miller/Blue Diamond, Valero, Western Refining and Skanska.
Del’s vision wasn’t just about growth — it was about doing things the right way. “He always believed in building relationships,” Anastasia
said. “He didn’t just want to work with his customers — he wanted to help them achieve their business goals.”
A Unique Journey
A man of grit and resolve, Del was also a passionate adventurer. For the last 18 years of his life, he traveled extensively by motorcycle, often riding internationally through rugged terrain in South America and Europe. He proudly claimed to have “conquered the Americas,” riding from the northernmost part of the continent all the way to the southern tip of Chile, where he could see Antarctica in the distance.
“He had three great passions — family, work, and riding,” said Anastasia. “And when he wasn’t riding, he was dreaming of it and planning his next adventure.”
Left: Del Crandell (far right) and his children (left to right) Delton Crandell, Jr., Megan Ott, Anastasia Crandell-Henning and her son Luke.
Above & Right: Del pictured on some of his international motorcycle trips.
“Rich told me they had just witnessed the most beautiful sunrise,” Anastasia said. “It brings me comfort knowing he passed doing what he loved, in a place he loved—boots on, in the midst of another great adventure.”
A Seamless Transition
While the loss is deeply felt, Del had spent the past two years preparing C&C Transportation for a seamless succession. Anastasia, who began working for the company in 2007, had gradually taken on more leadership responsibilities. She now oversees daily operations and is committed to carrying her father’s legacy forward.
A Final Ride
Del passed away on February 22, 2025, during one of his motorcycle expeditions. He had been riding with his close friend (often referred to as his brother), Rich Buenting, owner of Road & Highway Builders (Sparks, NV), when he took a fall — something not uncommon on the off-road journeys he loved.
Del initially seemed uninjured, never losing consciousness and did not exhibit any visible injuries. Once at the hospital in Chile, it then became apparent that Del had been suffering from internal bleeding and died of cardiac arrest shortly after arriving at a nearby hospital in Chile.
“Our customers can rest assured that nothing changes — the same values, the same standards, and the same commitment Del upheld will continue,” she said. “He built this company with his hands and his heart, and I plan to honor that every day.”
Anastasia is supported by General Manager Steve Chavez, Del’s childhood friend and longtime confidant. “I played football at Buena Park High School with Del. I was the quarterback, and he was a linebacker. Del took on business the same way he played football — with intensity and loyalty,” said Chavez. “He protected the people he cared about, and I was lucky to be one of them. I will greatly miss my friend.”
Honoring a Life
Del Crandell is survived by his children, Anastasia Crandell Henning (husband Markus and son Luke), Delton Crandell (fiancé, Delaney), and Megan Ott (husband Michael, children Gracelyn and Colton). He is also survived by his brother Dennis Little, lifelong friend Steve Chavez, and good friend Rich Buenting.
A true leader, mentor, and visionary, Del’s impact will be felt for generations to come — in the lives he touched, the roads he traveled, and the business he took to new heights.
“I’ve had hardships in my life,” Anastasia said, quoting a paper she wrote about her father in high school. “But my hardships are nothing compared to what my father went through to give me a good start in life. His love and hard work gave me a chance, just like his father, Richard (Dickie) gave him.”
Del’s memorial service was held on April 12th at the Rose Hills SkyRose Chapel in Whittier. Over 200 people attended—a true testament to how many lives he touched and the way he lived his life in support of his industry, friends, and family. Countless heartfelt stories were shared in his honor. His presence left a lasting imprint on everyone he met—he will be deeply missed but never forgotten. CA
Brian Hoover is co-owner of Construction Marketing Services, LLC, and editor of CalContractor Magazine.
Above: Anastasia CrandellHenning has been with the C&C since 2007, and has gradually taken on more leadership responsibilities. She now oversees daily operations and is committed to carrying on her father’s legacy.
Left: Del (second from right) enjoyed the industry, and he participated in CalAPA events, especially the annual dinner at the Jonathan Club. He’s pictured here with Scott Lovejoy (left), Carlos Hernandez, Eric Nielsen, Lisa Watts and Juan Forster.
Right: Del (left) and Anastasia at the 2024 annual dinner the historic Jonathan Club in downtown Los Angeles.
ADVANCING THE FUTURE OF ENERGY
Our innovation efforts have made us the largest producer of renewable fuels in North America and we continue to explore growth opportunities.
• Performance Graded Asphalt Binders
• Sealcoat Asphalt Binders
• AC Grades
• Cutbacks
• Crack Sealant
• BURA for hot applied roofing applications
• Specialty Blended Asphalt
committee staff expressed interest in the CalAPA data, which was shared with them following the meetings and also part of a special presentation to the CalAPA Board of Directors. Following numerous anecdotal reports from members, the association utilized Caltrans data to develop an analysis in 2023 to confirm the trend, and previously shared the information with Caltrans leadership. The new reports come as the Newsom Administration's California State Transportation Agency (CalSTA) released an update March 7 to its "Climate Action Plan for Transportation Infrastructure (CAPTI)," which de-emphasizes traditional system improvements, such as pavement repair, over travel-suppressing spending favored by environmentalists.
Another topic of discussion during the Fly-in was waning tax revenue devoted to roads due to the proliferation of electric
Left: Assembly Transportation Chair Lori Wilson, D-Suisun City, poses with the CalAPA “Fly-in” delegation with a special can presented to her to symbolize her pledge not to “kick the can down the road” on transportation funding.
Pictured, L-R: Pete Lambert, Phil Reader with the Reed Family Companies; Sarah Sisson, Eric Richard, Wilson, Scott Metcalf, Brian Handshoe, and Gary Houston.
vehicles, which pay no fuel tax and a nominal registration surcharge yet cause considerable wear-andtear to roads and bridges. The Legislature held a hearing on the issue March 3, chaired by Assembly Transportation Committee Chair Lori Wilson. Transportation California, a coalition supported by CalAPA, released a report on April 2 that further delves into the looming road-funding crisis, which according to the California Transportation Commission could result in a $31 billion shortfall over 10 years. The report outlines various scenarios to shore up the State Highway Account.
The CalAPA delegation met with Wilson, D-Suisun City, in her office on March 19, and she reiterated her pledge not to "kick the can down the road" on transportation funding as she stated at the CalAPA Annual Dinner Jan. 16 in Los Angeles. To emphasize the
point, she pulled out the dented can presented to her back in January by CalAPA Hall of Fame inductee Skip Brown, which she said is proudly on display in her office as a daily reminder of her commitment.
Wilson has introduced a bill in the Legislature, AB1421, soon to be amended, meant to explore gas-tax alternatives for road funding. She is also carrying a highway safety bill, AB390. Both bills are supported by CalAPA as well as the CalAPA-supported coalition, Transportation California.
To learn more about CalAPA's legislative engagement, visit the CalAPA website or call the association at (916) 791-5044. CA
Russell W. Snyder, CAE, is executive director of the California Asphalt Pavement Association (CalAPA).
Above: Meeting with Assemblywoman Laurie Davis are (L-R): Russell Snyder, Beverly Yu, Davies, Gary Houston, Eric Richard and Sarah Sisson.
Above: Meeting with Sen. Scott Wiener were (L-R): Pete Lambert, Steve Ward, Wiener, and Brian Handshoe.
An impressive lineup of heavy construction machinery was on display at the outdoor equipment exhibit, drawing attention from attendees throughout the Spring Conference.
Angel Mateos, Ph.D., Research Engineer at the University of California Pavement Research Center (UCPRC), presented findings from the Center’s latest study evaluating the use of Reclaimed Asphalt Pavement (RAP) in asphalt rubber mixes.
a top-fuel dragster once piloted by Don "Big Daddy" Garlits, considered the father of modern drag racing, hung over the stage.
"Shakedown" Lead Singer Brian Hoover has a special connection to the asphalt industry as co-owner of Construction Marketing Services and CMS Media Pros, which has produced CalAPA's highly regarded association magazine for nearly three decades. His co-owner/ spouse, Kerry Hoover, was once again providing photography services at the event. A fun preview video of the band produced prior to the conference is posted on CalAPA’s YouTube page. CMS Media Pros also produced the official conference promotional
The CalAPA Spring Conference, held February 25–26, welcomed over 150 attendees for two days of knowledge sharing, networking, and industry insights.
Asphalt Institute Regional Engineer Jhony Habbouche brought valuable technical insights to attendees during a well-received session at the Spring Conference in Pomona.
Ian Davies, Environmental Manager at Reed Family Companies, provided an overview of asphalt producer quantities and explained the data required to publish a compliant Environmental Product Declaration (EPD).
video, which was widely circulated on social media.
The Spring Conference was sponsored by CalAPA members CRH, G3 Quality, Knife River and Valero. Special thanks go out to the event exhibitors: All States Materials Group; American Pavement Systems, Inc.; Certainteed; Coastline Equipment/John Deere; Craftco, Inc.; D&H Equipment, LTD; DareeSoft; Ergon Asphalt & Emulsions, Inc.; GAF; Haaker Equipment Co.; Nixon-Egli Equipment Co.; OnStation; Quinn/ CAT; Reed Family Companies; RMA Companies; Road Works Inc.; Solmax; Terracon; Polyco; Volvo Construction Equipment ServicesCalifornia; Women of Asphalt
California Branch; and the Western Regional Association for Pavement Preservation.
All registered conference attendees were sent a link to a special conference resources web page that includes a list of all attendees, timed agenda, and PDF copies of all presentations delivered at the two-day event. Next year’s Spring Conference is expected to be bigger than ever, with an added emphasis on the equipment show. For sponsorship and exhibitor information, contact Sophie You of CalAPA at (916) 791-5044. CA
Russell W. Snyder, CAE, is executive director of the California Asphalt Pavement Association (CalAPA).
State Asphalt Pavement Association organization installs leadership for 2025 INDUSTRY NEWS
Attendees of the State Asphalt Pavement Associations, Inc. (SAPA) Winter Meeting held Jan. 31, 2025 at Wailea, Hawaii. The meeting was held in conjunction with the National Asphalt Pavement Association (NAPA) Annual Meeting during which the SAPA organization received a special award for its partnership in representing the asphalt industry.
WAILEA, HAWAII – Jan. 31, 2025 – Russell W. Snyder, CAE, executive director of the California Asphalt Pavement Association (CalAPA), was officially installed as chairman of the State Asphalt Pavement Association, Inc. (SAPA) at a meeting of the SAPA Board of Directors held today in Wailea, Hawaii. He succeeds the 2024 chairman, John Hickey, executive director of the Oregon Asphalt Pavement Association.
Snyder is an experienced association executive and former state transportation official who has been serving on the SAPA Executive Committee and numerous other leadership positions interacting with the National Asphalt Pavement Association, the Asphalt Institute and other organizations.
“Russell has had a distinguished career representing the interests of
the asphalt pavement industry in California and nationally since 2008,” said outgoing SAPA chairman John Hickey. “He has earned the respect and admiration of his fellow state asphalt pavement association executives and I know he will continue to work collaboratively with our many partners to elevate our industry.”
Snyder thanked Hickey for his many years of service to the industry and to SAPA Inc., and presented him with an award recognizing his leadership. “John’s inspiring leadership and dedication helped elevate the prominence and effectiveness of the SAPA organization on behalf of all of our member companies and the asphalt industry as a whole,” Snyder said.
The SAPA Board of Directors also approved the remainder of officers for the association for
CalAPA Executive Director Russell W. Snyder, left, 2025 chairman of the State Asphalt Pavement Associations, Inc. (SAPA), presents an award to outgoing chairman John Hickey, executive director of the Oregon Asphalt Pavement Association, during the SAPA Winter Meeting held Jan. 31, 2025 in Wailea, Hawaii.
CalAPA Executive Director Russell W. Snyder, left, 2025 chairman of the State Asphalt Pavement Associations, Inc. (SAPA), presents a special award to longtime Hawaii Asphalt Paving Industry Executive Director Jon Young at the SAPA Winter Meeting held Jan. 31, 2025 in Wailea, Hawaii.
2025. They are: Kevin Burke, executive director of the Illinois Asphalt Pavement Association (Vice Chairman); Erich Ponti, Louisiana Asphalt Pavement Association (Secretary); and Trenton Clark, Virginia Asphalt Association (Treasurer). Hickey will continue to serve on the SAPA Executive Committee as immediate past chairman.
At its Jan. 31 meeting, the association also presented a special award to longtime association executive Jon Young with the Hawaii Asphalt Paving Industry for his dedication and service to the association and the industry.
About SAPA: The State Asphalt Pavement Associations Inc. (SAPA) is a non-profit trade association comprised of executives of the various state asphalt pavement associations across the United States. The organization’s mission states that “we are a professional membership organization of state asphalt associations that support the advancement, education, and promotion of asphalt pavements.”
To learn more about SAPA, visit the organization’s website at: www.sapainc.org. CA
