CONSTRUCTOR ARCHITECTS | ENGINEERS | DEVELOPERS | SUPPLIERS
THE
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45th Annual golf outing sold out! COnstruction employment on the rise
pre-Apprenticeship Program graduates 12
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DEAR FELLOW ACI MEMBERS
S
ummer is fleeting and kids are already back to school. Work is busier than ever with no early signs of slowing down. What a great time for contractors to work together to set the stage for our next workforce. A few current efforts from ACI are demonstrated in this magazine, and I hope you will take the time to review the articles from AGC Ohio on “I Build America/Ohio”; ACI’s “Impact 100 Community Build”; upcoming “Construction Career Days”; and a recap of the “Spirit of Construction’s Summer Camp. While efforts are being increased to develop the pipeline for the next generation of employees, we are also working on programs that will help your current employees grow and develop their skills. Our Leadership Excellence Program in conjunction with Xavier University will start soon, and will provide additional training for your supervisors, and managers. As part of our ongoing commitment to serve you better, all ACI’s Board members have agreed to serve on a committee as a liaison, and to be actively involved with the committee’s goals and activities, and to report the same to the Board. This will create another communication link from members, to committees and staff, and finally to the Board. We have also decided to rotate the Board liaisons, so that by serving on other committees, they gain more knowledge of the inner work being done at ACI. In addition, a few operational rules were implemented for all committees, in order to provide a level of structure for future growth.
MAJID SAMARGHANDI Speeches and news from Allied Construction Industries President Majid Samarghandi. www.aci-construction.org
We currently have 14 committees, and if you are not serving on one of them, we urge you to get involved. Please consider this a call to action. And speaking of action, efforts are on-going to update the technology offered in the current ACI Plan Room. If you are a subscriber to the Construction Connection, upgrades to this Report are being launched to improve the user’s experience. In addition, great plans are in the works to convert the actual physical space into an innovated space for you to use. I hope you will join me, and the rest of the ACI Board, as we unite and promote our industry in a positive light in the Tri-State.
MAJID SAMARGHANDI Triton Services, Inc.
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issue 3 contents 8
A Labor of Love and Lumber FUTURES ARE BEING FORMED
10
GNSS Technology
12
Pre-Apprenticeship Graduates
14
Risk management approach
19
2018 ACI events
21
COnstruction employment increases
23
45th annual golf outing
24
Mediator Evaluation
26
Welcome our newest members
28
Digital Payments
32
Are you building leaders of tomorrow?
35
Heat stress safety violation
BENEFITS FOR CONSTRUCTION LAYOUT
TWELVE STUDENTS GROW AND GAIN CONFIDENCE
TIPS FOR BUYING INSURANCE
FROM NETWORKING TO WORKFORCE DEVELOPMENT
NEED FOR SAFETY MANAGERS INCREASES
250 ATTENDEES AND A HELICOPTER BALL DROP
WHEN AND HOW THEY SHOULD STEP IN
JULY 2018 ROSTER
EASING B2B SUPPLY CHAIN BURDEN
WHAT YOUR COMPANY’S PROFITABILITY DEPENDS ON
ISSUE IN ROOFER’S DEATH CASE
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expanding opportunities OUR TEAM & BOARD OF DIRECTORS
our team TERRY PHILLIPS Executive Director ANTHONY RICCIARDI Associate Director JOE TURNER Pro. Services Director ERICA SCHWEGMAN Dir. of Member Engagement SUSAN BERMAN Safety Director JEN GAULT Education Program Manager DAN WRIGHT IT/Plan Room Manager LOIS WITTEKIND Construction News Asst. CHRISTIE FARROW Regional Appr. Coord. JENNIFER WELDON Administrative Assistant LYDIA BURNS Industries Education Adv. ANNE MITCHELL Spirit of Construction
board of directors President MAJID SAMARGHANDI // Triton Servies Inc 1st Vice President PHIL O’BRIEN // Turner Construction Co 2nd Vice President STEVE EDER // Messer Construction Co Treasurer STEPHEN MANN // Blue & Co Secretary SCOTT WHITTLE // Hummel Industries Inc Current Past President MARK DOUGLAS // Ben Hur Construction Co
CHERI SCHERPENBERG Safety Council Co-Manager ERIC SCHERPENBERG Safety Council Co-Manager
Ad inquiries: jreid@drivenoptics.com DRIVENOPTICS - (513) 601-8292 635 W. 7th St., Ste. 306, Cincinnati, OH 45203 Send ad materials to: Joshua Reid Media Kit: http://bit.ly/aciadvertising Website: www.aci-construction.org To submit An Article: Send stories, queries, tips and photographs by email (hi-resolution digital images only). We assume no responsibility for unsolicited materials. Unless Otherwise Noted: All images are copyright (c)2018 by Allied Construction Industries or are used with permission. 6 || 2018 ISSUE 03
Directors JUSTIN KOENES MICHAEL P. O’ROURKE CHARLIE FISCHER JR. MATT BERRY JOE BEISCHEL DAN DENIER WHITNEY ECKERT JOHN HIGGINS MIKE STRAWSER JIM WATKINS
Dugan & Meyers LLC O’Rourke Wrecking Co. Craftsman Electric, Inc. James Hunt Construction R.J. Beischel Building Co. Denier Electric Jostin Construction Frost Brown Todd LLC Valley Interior Systems, Inc. TriVersity Construction
a message from terry phillips EXECUTIVE DIRECTOR
The results are in and ACI’s focus for the next three years are geared to helping you by concentrating on the following six strategic goals: 1. Workforce Development 2. Advocacy – Be the Voice of the Local Industry 3. Technology Innovation and Integration 4. Relevant, Consistent, Quality Education 5. Right Size Programming 6. Quality Membership Engagement The Board, committee chairs and staff pounded out the direction from a strategic planning session in May. Right now, all committees are working to determine the goal
that fits the work they do and then develop SMART goals to measure performance. One-way ACI is ramping up workforce development is by increasing participation in grant programs that help to develop our next workforce. Our goal is to offer programs that impact students throughout their school career. The focus in the past has been on middle schoolers but studies have shown that we need to start as early as kindergarten. We have a plan but we truly need contractor support and participation to demonstrate that the commercial construction is an industry that provides opportunities for growth and success. Many times, ACI is approached to take a stand on issues that come from the political realm. While we do not lobby, ACI can take a position on issues that impact the industry as a whole. Now we have a new committee that will review each issue brought to our attention. Unfortunately, these issues are coming more frequently than in the past and the expectation is that they will only increase with all of the turmoil in politics. If you are interested in serving on this brand-new committee, please give me a call. Technology Innovation and Integration is an area that not only affects our members, but ACI as well. We are rebranding what
we’ve called “the planroom” for over twenty years to the ACI Innovation and Technology Center. This will include an investment of time and talent to upgrade the services we offer to members. Again, if you feel so inclined, we’d love your help and direction. Relevant, Consistent, Quality Education has plagued us for the past few years, but the goal is to develop a strong education committee who, with staff, will build programing that you need and will want your staff to experience for their growth and development. The last two goals are actually carryovers from the previous strategic plan and we will continue to focus on Right Size Programming and Quality Membership Engagement/ Services. We want you to get value from your membership and we are accountable for doing so. Rest assured that every effort will be made to continue to develop the industry and to help you be successful.
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A labor of love and lumber ACI and the Spirit of Construction wrapped up their Construction Summer Camp in June with 22 tired but happy campers. The middle school students worked together with volunteer professionals to build a garden shed what will support an orchard and a community garden at Gamble Montessori Middle and High School in Westwood. Gamble’s Agriculture teacher, Mary Dudley, called camp “a labor of love,” and said “What I’ve realized is that we aren’t just building a tool shed; lives are being changed and futures are being formed.” In addition to site and concrete work, framing, electric wiring, caulking and painting the shed, campers had a chance to try welding and bricklaying, and both activities were big hits! The only skill they missed this year was roofing, which was rained out in a last-day deluge.
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Thanks to everyone who helped support our camp this summer, including: American Façade Beischel Building Co. Ben Barlage, GBBN Dave Greene - Marsh Bldg Products Dick Martin, carpenter HGC Construction Mike Marchioni, Hilltop Resources Bricklayers and Allied Craftworkers Local 18 Kate Csizmadia, GEG Stithmeier Painting Modern Day Concrete Parks OV and Ohio Valley Electric Pat Preziosi, painting instructor Rodney Toole, Roofers Local 42 Sunbelt Tool Rental Tony Aponte, cHc Valley Interiors
FUTURES ARE BEING FORMED
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GNSS Technology & Its Benefits for Those Performing Construction Layout SHANE ZSYK To many contractors, the acronyms GPS and GNSS often mean very little. Seen as technical terms from the complimentary, yet separate and complex worlds of surveying and mapping, their true origins and practical applications for construction layout are usually far from the forefront of a general contractor’s thoughts. As is often the case, though, a technology or practice within one discipline often has the ability to benefit others as well. Furthermore, the time spent in refinement for the primary industry that this technology has served has meant a smoother, simpler, more user-friendly solution for all. Utilizing its own unique
the risk of error and increases their collective availability and precision. Due to their nature, GNSS receivers can operate anywhere with a clear view of the sky, and this can be of great value for contractors. A busy construction site often means movement and clutter, two things that heavily impede
attributes through a system of proven accuracy and tie-ins that now exist for seasoned workers, tailored towards their own unique industry, the GNSS receivers of surveyors today may just find a welcome home as part of the construction professional’s arsenal. Global Navigation Satellite System (GNSS) technology is a solution that uses coordinated satellites, such as the United States’ Global Positioning System (GPS), in conjunction with ground stations and receivers to pinpoint a user’s exact location on the earth. The advantage of using an entire system of satellites is that it reduces
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common line-of-sight instruments, such as total stations. Rather than having to move and repeat setup each time an obstacle moves between such an instrument and the layout points, a GNSS receiver can simply continue on as normal, regardless of who or what passes by. Pulling from a system of satellites, the precision of today’s GNSS receivers is truly no joke either. The professional-grade GNSS receivers in use today are leagues above the satellite positioning many associate with the technology that has been used to navigate in vehicles for the past decades. As stated previously, they have been refined by the industries they serve because the work demanded the highest in accuracy. They have a proven track record with surveyors that have made them an integral part of their own work. Far beyond the typical, error-prone results of traditional methods, GNSS receivers are capable of sub-centimeter level horizontal accuracy. This puts peace of mind in contractors performing common layout tasks for applications such as footings, retaining walls, formwork, and rough grading. Quality can further be assured through control checks either along the way or upon completion. This is fur-
ther made possible because the GNSS receivers of today have been designed with modern construction layout software in mind. The construction industry is moving more and more toward the implementation of digital processes involving software tying together all aspects of a building’s lifecycle, and GNSS receivers are being designed to ride this trend,
rather than try and start a new one. For general contractors, this means that adding a GNSS receiver to their fleet of instruments can be viewed as an expansion of their current capabilities, instead of a costly alternate route. Familiar interfaces and simple, easyto-learn and use workflows designed for construction layout guide crews through their work with the same tablets and software as their other equipment. As long as you keep the manufacturer of your instrument fleet the same, solutions exist in the form of GNSS receivers that can be added to work off of the very same designs being viewed by those operating total stations and by management back at the office. In a competitive world, working smart is just as important as working hard, especially
when you have jobs to bid and complete on-time and on-budget. While it certainly didn’t originate to fill a need in the construction industry, its true roots being initially in the military, the power of GNSS technology can yield potent benefits for those who seek to increase their abilities and efficiency. Modern construction layout software and processes now act to unify all work done in the field and office, keeping everyone on the same plans, but rather than restrict what instruments field crews use, this has greatly opened the range of solutions that they may employ. With each instrument in the fleet potentially able to use the same software and plans, the task at hand becomes not choosing the exact same tools for the job, but the best fit for each application. It also
offers the option of a second opinion through the use of more than one method of gathering layout data. Given GNSS’ unique ability to work anywhere with a view of the sky, its proven track record of accuracy and new models specifically created for layout work, it should become a much more familiar solution for all construction professionals in the years to come. THE CONSTRUCTOR - ACI || 11
12 GRADUATE IN ACI PRE-APPRENTICESHIP PROGRAM JEN GAULT, EDUCATION PROGRAM DIRECTOR
On July 27, 2018, 12 students graduated from the summer session of ACI’s Construction Connections Pre-Apprenticeship program. ACI partnered with the Urban League of Greater Cincinnati and Jobs for Cincinnati Graduates to host the 6 week program designed to help those in the community by offering training and potential employment in the field of construction. Trainees were exposed to new ideas, skills and interests that they never knew they had. During the 6 week program, students completed 9 modules which included safety, construction math, introduction to hand tools, introduction to power tools, introduction to construction drawings, introduction to basic rigging, basic communication skills, basic employability skills and introduction to material handling. The 12 students also received the following credentials: NCCER Core Curriculum Card and Certificate, OSHA 10, Bobcat Skid Steer Loader and Self Propelled Elevating Work Platforms As the new Education Program Manager, this was a great experience for me to be able to see these students grow, gain confidence in themselves and become excited about the skills they were learning to give them a better future.
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NEW MEMBERSHIP BENEFIT brought to you by
a Shepherd partner
This new benefit offers you full access to Logan Lavelle Hunt’s team of advisor’s, insurance companies and business concierge services. We’ve developed an exclusive discount program for ACI members to access the following services: Property & Liability Insurance • • • • • • • •
General Liability Commercial Auto Equipment / Inland Marine Workers Compensation Building & Business Contents Professional & Pollution Liability Builders Risk Bonding
Business Concierge Services • Unlimited, On-Demand Expert Advice • Legal Consultations • Labor & Immigration Law • Human Resources Support • Workers Comp Savings Analysis • Compliance & Training Programs • Safety Program Resources
For more information, or to schedule a free consultation please contact
Michael Raidt
Office – 859-525-7020 | Mobile – 502-262-7946 michaelraidt@llhins.com
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The Risk Management Approach
TIPS FOR BUYING INSURANCE AND GETTING MORE FOR YOUR PREMIUM DOLLAR MICHAEL RAIDT
How many things do you buy that you hope you’ll never use? As consumers, or business owners / operators we buy goods and services to consume them, put them into another product, sell them, or create value in some way for our lives or organizations. In this way insurance is a bit unique, everyone buys insurance, but unlike most other things you purchase, you also hope you never have to use it. For this reason, many people fail to see the benefits of insurance. Your annual policy becomes an afterthought and that premium check is just a “necessary evil”. As a buyer you are tempted to settle for the low-cost option. This way of thinking is flawed. Educating yourself on the principles of insurance, and more importantly, embracing a comprehensive risk management approach will increase efficiency, save time and money, and turn a “necessary evil” into a something that creates value for your firm over the long-term. So what does it mean to have a
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Comprehensive Risk Management Program? What is the difference between risk management and insurance? The insurance nerds like me explain risk management with an acronym F.A.C.T. (Finance or Funding --Avoid --- Control --- Transfer)
Controlling risk is about taking steps to lower the exposure, or reduce the impact of a risk you face. Fleet safety programs, tool box talks, training, claims management, and sprinklers in buildings are all examples of risk control techniques.
Financing or funding your risk is what insurance does. You pay premiums today for losses that may happen in the future. The insurance companies collect premium, and pay claims - allowing policy holders the peace of mind of knowing that they won’t have to come out of pocket for a large claim.
Transferring risk is about taking some risk off your plate and giving it to someone else. A contractor may not want the risk associated with roofing, so they hire a sub-contractor. With so many parties involved in a construction project it’s crucial for firms to effectively transfer risk so that the party responsible for a loss is the one who has their insurance company pay the claim. This is typically accomplished through use of contracts.
Avoiding risk is to simply remove it from the equation. If a contractor does not work on jobs in live healthcare facilities, they remove the risk of their work negatively impacting patients. If you don’t want to get in a car accident then you don’t drive. It’s often difficult or impossible to avoid all risks associated with your business.
As you can see, an insurance policy is just part of a comprehensive risk management program. The combination of a strong insurance program, avoiding certain risks, loss control programs, and contractual risk transfer allow organizations to lower their overall risk
that you are an annual shopper. As a result they don’t give you the best price because they know they will face competition again the following year. If you build a good relationship with a carrier and stick with them for a period of several years you get the benefit of the doubt on claims, and you have other carriers pricing your account aggressively when you do shop it around. A good rule of thumb is to shop every 3-4 years, or as you have material changes to your business.
and protect the company’s assets. If you embrace a risk management approach, you’ll begin to understand the premium you pay for your insurance is just a small piece of the total cost of risk. That said, it’s an out of pocket expense that must be paid each year. There are some things you can do to when shopping for insurance to improve the experience and product you get in return. Here are some tips: •
•
Don’t involve more than 2 brokers in quoting – Each insurance carrier will only work with one broker at a time, and most brokers can approach all the top carries. Involving more than one broker in the quoting process creates unnecessary work and complexity for all involved. A better approach is to choose a broker you’d like to work with first – then let them control the process of shopping for the best deal. Don’t quote/shop each year – Unlike the construction industry, “bidding out” your insurance program each year does not get you the best deal. Underwriters get used to seeing your account, and know
•
•
Work with brokers that understand your industry – A broker that knows your industry and the risks that you face on a daily basis will be better equipped to negotiate the right terms, and the nuances of insurance policy language to make sure there are not gaps in coverage. Pay attention to coverage not just price – Like any product your get what you pay for. You can buy a base model truck, or one with all the bells and whistles. We said earlier that you buy insurance hoping you never have to use it. However, if you do need to use it, you would much
prefer that it do what you thought it was supposed to do and pay the claim. It’s my hope that after reading this, your understanding of the concepts of risk management have improved. Hopefully you don’t just see insurance as an expense item and a cost of business. Maybe now you recognize that developing an elite level risk management program has the potential to increase the efficiency across your organization, provide a competitive edge over less evolved competition, and ultimately save you time and money. Michael Raidt is an insurance and risk management advisor for Logan Lavelle Hunt and specialized in working with contractors in the Greater Cincinnati and Northern Kentucky region. For more information on improving your claims management process and controlling costs associated with your workers compensation program you can reach Michael at michaelraidt@LHHIns.com or on his mobile phone at 502.262-794
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Sure•Clamp™ Access Rectangular or Round ( Patented All rights reserved. )
Rectangular Access Section
CODE COMPLIANCE Fire dampers must be maintained according to NFPA 80 and smoke dampers must be maintained to NFPA 105
INSPECTION INTERVALS Dampers must be inspected and tested one year after installation and every four years after that (six years for hospitals)
INSPECTION REQUIREMENTS The damper shall fully close from the open position and all exposed moving parts of the damper shall be dry lubricated as required by the manufacturer.
PROPER SERVICE ACCESS Sure•Clamp™ Access will provide a
Fire Damper
IMPROVE THE QUALITY AND R E D U C E THE COST OF YOUR COMPLIANCE As a building owner, the new fire and smoke damper inspection requirements create further challenges for existing duct construction methods. More specifically proper access to these dampers. It is next to impossible to properly maintain your fire and smoke dampers unless you have adequate access to them. Ohio Mechanical Code 607.4 states Dampers equipped with fusible links, internal operators, or both shall be provided with an access door that is not less than 12 in. (305mm) square or provided with a removable duct section. Working through an access door causes poor quality inspections. By installing Sure•Clamp™ Access, a technician is able to properly inspect your dampers for mandatory requirements while taking 50% less time to make these inspections. This removable duct section allows the technician to comply with the maintenance requirements of Ohio Mechanical Code 607.4. Reduce your costs and maintain your compliance by demanding Sure•Clamp™ Access be installed in your HVAC system.
technician with 18" of access to properly service the dampers 50% faster.
9865 Wayne Avenue • Cincinnati, OH 45215 Phone (513) 733-5955 Fax (513) 733-8050 http://www.langdonsheetmetal.com 16 || 2018 ISSUE 03
Ohio mechanical code news! Change in Fire Damper Access! As of August 1, 2018, there is a new Mechanical Code that impacts inspections on fire and smoke dampers especially regarding “access.� Be sure to review this new code to ensure continued compliance. 607.4 Access and identification. Fire and smoke dampers shall be provided with an approved means of access, large enough to permit inspection and maintenance of the damper and its operating parts. Dampers equipped with fusible links, internal operators, or both shall be provided with an access door that is not less than 12 in. (305 mm) square or provided with a removable duct section in accordance with NFPA 80. The access shall not affect the integrity of fire resistance rated assemblies. The access openings shall not reduce the fire resistance rating of the assembly. Access points shall be permanently identified on the exterior by a label having letters not less than 0.5 inch (12.7 mm) in height reading: FIRE/SMOKE DAMPER, SMOKE DAMPER or FIRE DAMPER. Access doors in ducts shall be tight fitting and suitable for the required duct construction.
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2018 ACI Events Contact Erica Schwegman, Director of Member Engagement for more information, registration or sponsorships. eschwegman@aci-construction.org O: 513-221-8020 D: 513-482-4720 C: 513-265-3692
ACI offers a wide variety of events throughout the year. From networking to workforce development, there is something for every company. Save the dates now! ACI– YP
Oktoberfest Beer Booth 9/21, 22 & 23 Tips go towards the ACI-YP Scholarship Fund PWC Prepare Affair 11/10
Workforce Development
Construction Career Days 9/19&20
Networking
Party in the Park 9/27
Clay Shoot 10/18
Leadership Awards Luncheon 11/6
Steel Toes to Stilettos 11/15
Holiday Open House 12/7
3 Kovach Dr., Cincinnati, OH 45215 THE CONSTRUCTOR - ACI || 19
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Construction EmplOyment up NEED FOR SAFETY MANAGERS INCREASES SUSAN BERMAN
With more than 4,700 construction workers finding jobs in Ohio during the past 12 months and construction-related employment in Cincinnati reaching its highest level in nearly 10 years, local firms continue to be challenged by a shortage of available and skilled workers. Cincinnati may be in the middle of a construction boom, but our industry’s growth prevents it from meeting the growing demand for employees. In other words, contractors could be adding even more to the economy if not for the difficulties faced in finding capable and qualified candidates. One area that has been affected by the shortage of skilled workers is employee safety and health professionals, or Safety Managers. According to the U.S. Bureau of Labor Statistics, demand for safety professionals is high and not expected to slow down anytime soon. One reason for this is that as construction grows and the overall workforce ages, it becomes more susceptible to slips, trips, falls, strains, and other injuries connected to work performance. Even younger workers can be placed in dangerous situations due to the nature of their jobs and Safety Managers can be helpful to their
employers by addressing these issues. The field of employee health and safety will become even more important as companies become proactive in trying to protect their workers, reduce their lost-time incidents, and save money on Workers’ Compensation claims.
the suggestion of a supervisor. Knowledge of regulations and rules, enthusiasm for safety and loss reduction, and conflict resolution and problem solving abilities are all important skills to bring to the position of Safety Manager. Training and certification are also imperative.
Why does it matter whether your company has a qualified Safety Manager on staff? Let’s look at exactly what a Safety Manager does. Essentially, an on-site construction Safety Manager is responsible for recognizing and managing health and safety hazards, training workers on proper and safe procedures, and reporting and investigating accidents/ incidents. Safety Managers must be able to implement operating plans to eliminate hazards and prevent dangers to workers. Safety Managers can also be instrumental in saving their employers money, as the reduction of injury and illness claims through incident investigation and corrective actions become more important. On-site Safety Managers can be the first line of defense against dangerous construction site situations that can result in injuries and fatalities.
Your ACI membership can help provide access to career path training for those seeking greater roles and increasing responsibilities, with classes like the Construction Health and Safety Technician (CHST) Preparation Course. Using the Board of Certified Safety Professionals standards, this course is offered annually at ACI by recognized industry experts who are also ACI members. Based on member input, ACI will offer additional Safety Supervisor Training programs in 2019. Potential Safety Managers can also benefit from making connections with seasoned professionals by serving on the ACI Safety Committee or joining one of the Tri-State Safety Dialogue Groups.
But just as the average age of the overall construction workforce increases, so does the number of safety and health professionals approaching retirement. The need to fill the hiring pipeline with younger, talented personnel is increasing. So where will these new professionals come from and how will they be trained? For potential Safety Managers, a combination of experience and education are usually required to advance in the construction field. Often a talented foreman or project manager will transition to the position of Safety Manager at
In a recent press release from the Associated General Contractors (AGC ) of America, chief economist Ken Simonson stated that the “construction industry has added workers at nearly three times the rate of the economy as a whole,…but it is getting harder for contractors to find workers, despite offering above-average pay and good career advancement”. Simonson points to a growing problem that contractors can start solving today. ACI can partner with member companies wishing to increase the return on their personnel investment by providing talented and dedicated workers with Safety and Education training needed to progress in their careers. THE CONSTRUCTOR - ACI || 21
CLICK/SCAN TO VIEW MORE PICTURES
AM Tee:
Longest Drive #1: Adam Lewis Closest to the Pin #3: Greg Riley Closest to the Pin #7: Scott Brown Straightest Drive #12: Garry Coleman Closest to the Pin #15: Ben Brooks Closest to the Pin #17: Adam Jesse Longest Putt Made #16: Mike Abuzzo 2nd Place Team: Blain Thiel, Heath Reany, and Patrick O’Toole 1st Place Team: Eric Fette, Jason Wood, Chad Stephens and Tim Stacy
PM Tee: Longest Drive #1: Seth Woods Closest to the Pin #3: Jason Reichter Closest to the Pin #7: Mike Kane Straightest Drive #12: Don Hayes Closest to the Pin #15: Justin Taulbee Closest to the Pin #17: Tony Mort Longest Putt Made #16: Nick Ziegler 2nd Place Team: Brad Murphy, Bill Dickey, Brent Murphy and Bill McCarty 1st Place Team: Phil O’Brien, Tim Allison, John Reed and Chris Coleman
Congrats to All of Our Winners
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ACI 45th Annual Golf Outing
July 16th marked the 45th Annual Golf Outing which was held at Four Bridges Country Club. The day was complete with two tee times, over 250 attendees, a helicopter golf ball drop, and two award ceremonies. A huge thank you to all our sponsors, guests, door-prize donors, and volunteers!
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THANK YOU TO OUR SCHOLARSHIP DONORS On behalf of all our scholarship recipients, board members and staff of Allied Construction Industries, we would like to take this opportunity to thank you for your very generous donations last year. It is because of civic-minded companies and individuals like you that we can continue to build a stronger construction industry and enhance our workforce development initiatives. The Greater Cincinnati Construction Foundation provides scholarships to university students who will be entering the construction industry. To date, we have awarded over $243,000 in educational scholarships, with the addition of a Skilled-Trade Award that was newly implemented last year. Thank you again for your support of Allied Construction Industries. If you have any questions or need additional information, please don’t hesitate to contact us. Rob Lupidi, Scholarship Committee Chair Director of Business Development, Danis Construction Whitney Eckert, Board Liaison Vice President of Finance, Jostin Construction Anthony Ricciardi Executive Director, Greater Cincinnati Construction Foundation
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Students Building a New Home in Bond Hill At ACI we know that great things come from strong partnerships, we truly are “Better Together”. Our partnership with Woodward Career Technical High School, carrying out the Impact100 grant “Constructing a Pathway to Careers”, is certainly leading to great things. As part of this initiative the students in the Building Technologies Academy at Woodward are building a single-family home at 1203 Ryland Ave in Bond Hill. These students are not only building the home, but they are learning the skills necessary to also lead and manage the project. Throughout the summer the Urban League of Cincinnati made it possible to provide an hourly wage to a small group of students to work through the summer on this project. From June 5 – August 24, with the help of instructors and industries partners listed below, the students have so far completed the following: • • • •
Filing a consolidation and cut-up of the lot Hired a local tree-service contractor to prepare the site Estimated their scope of work Completely pre-fabricated the interior and exterior of the framing
Students are now currently submitting their building permit application and are looking forward to the bidding process. Stay tuned to ACI for more information on how you can be involved with this fantastic initiative, as well as video updates from the students on how the project is going. A big “Thank You” the contractors and companies that have participated so far!
Special Thanks to architect Ben Barlage of GBBN for providing the project with top-level design and site plans.
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When (and How) Should a Mediator Evaluate the Case? SCOTT GURNEY, FROST BROWN TODD, LLC Construction is a great and rewarding business, but also a challenging and risky one. Most larger projects involve dozens of companies, complex design and construction issues, compressed schedules, and tight budgets. So, despite efforts to avoid them, it’s not surprising that construction has its share of claims and disputes. Yet protracted claims and disputes can distract management and staff, destroy business relationships, and damage the bottom line. Mediation can help resolve construction and other business disputes quickly and cost-effectively while minimizing damage to relationships. Selecting the right mediator can significantly increase the likelihood of a successful mediation. As a young litigator in the late 1980s, I was taught to screen potential mediators by asking whether they were “facilitative” or “evaluative” in their approach. Facilitative mediators focus on the mediation process and the parties’ underlying interests (think “win/win” and “expanding the pie”). Typically, facilitative mediators guide the communications, ask questions, and shuttle the parties’ offers and counter-offers back and forth but do not evaluate the strengths and weaknesses, or dollar value, of the claims. By contrast, evaluative mediators, sometimes called directive mediators, focus more on the substance of the case and the parties’ competing legal rights. Evaluative mediators will provide substantive feedback on the issues and may even offer predictions regarding likely outcomes at trial. 26 || 2018 ISSUE 03
While the “facilitative versus evaluative” question is still a valid one, a deeper dive may be helpful when considering potential mediators. Many mediators will employ both facilitative and evaluative techniques. Since some evaluating by the mediator is probably expected and necessary in most mediations of business disputes – especially typical disputes involving money claims – it may be useful to ask proposed mediators when, how and under what circumstances they typically offer their opinions during the mediation process.
Benefits and Risks of Evaluation In my experience, most parties and attorneys want and expect the mediator to provide some evaluative feedback on the merits of the dispute. That is the main reason parties and attorneys often seek mediators with substantive experience in the industry or subject matter involved such as construction, employment, medical malpractice or divorce. Also, many parties, especially those new to litigation, feel a need to tell their story and have their “day in court.” This psychological need can often be satisfied through a more evaluative mediation process, particularly one that includes an opportunity for the parties to present a brief summary of their “case” to the mediator and the other side in the opening joint session. When there is an overly-optimistic case assessment by the parties and their attorneys, a mediator’s objective evaluation can also be a “reality check,” influencing them to
adjust their settlement positions. An evaluative mediator can also help “take the heat off” an attorney by helping convey difficult assessments to a stubborn client without fear that the attorney will look “weak” or less committed to the client’s cause. Finally, the mediator’s evaluation can help the party’s representative at the mediation “sell” or justify the settlement to management and other constituents who did not attend the mediation. Evaluation by the mediator also carries risks. By evaluating, mediators risk alienating one of the parties, damaging their credibility as neutrals, or appearing to undercut the advice provided by counsel. Once an evaluation is presented, it almost always becomes the focus of the mediation and may practically become a take-it-or-leave it proposition that stifles further negotiation. These risks can be mitigated if the evaluation is done effectively and at the right time.
When to Evaluate While evaluations are often expected and helpful, they are not always necessary. In some cases, the parties may assess the case similarly but simply need the structure and “motivation” of a mediation to negotiate a settlement. This is especially true with experienced parties like insurance adjusters and attorneys who regularly handle similar types of claims; they know what the claim is “worth” and may not need a mediator’s evaluation. More broadly, if the parties are making good progress, there is no reason for the mediator to give
an evaluation. My experience is that while parties and their attorneys appreciate receiving a thoughtful mediator’s informed evaluation after negotiations have bogged down, they can be turned off by mediators who jump to an early or premature conclusion, then spend most of the mediation trying to drive the parties to their number. I have found the best mediators give the parties reasonable time to argue their cases, exchange information, and do some haggling before offering explicit opinions on pivotal issues in the case. Of course, a mediator also needs to keep an eye on the clock -- if it’s getting late and the parties are still far apart, the mediator is probably going to have to put on the evaluator’s hat or propose extending the mediation.
How to Evaluate The most effective mediators treat evaluation as a progression. Early in the mediation, they reserve judgment as they guide the process, listen to the parties, learn about the case, and build rapport. After the initial phases or when the negotiations lose momentum, they begin to pivot subtlety toward evaluation, often first by questioning the parties and their counsel
about the strength and weakness of both sides’ cases. They may begin to challenge those assessments by calling attention to key omitted points or by questioning overly-optimistic assumptions. At an appropriate time, they may lead the parties and counsel through an analysis of the likely outcomes and costs of each stage of litigation if the case is not settled. These steps are typically done one-on-one in private caucus sessions to avoid embarrassing a party or its counsel in front of the other party and to prevent appearing biased. If the subtler evaluation techniques do not result in a settlement, the mediator may consider suggesting a narrower “bracketed range” for further negotiations, a more direct evaluation of key issues or, perhaps, a prediction of the likely results at trial. Most mediators will check with both parties before offering an opinion on the overall case since it likely will have a big impact on the mediation. I have been in mediations where the parties asked the mediator to delay providing an evaluation while the parties jump-started their bargaining. There are many formats for evaluations. A mediator may provide a simple settlement figure, a range of
potential outcomes at trial, a decision-tree analysis, or a more comprehensive written analysis of the case. Another common technique is to provide a “mediator’s proposal” after an impasse is reached. There, the mediator proposes settlement terms to both parties that they must either accept or reject in-full. Each party responds to the mediator confidentially without knowing the other side’s response. The mediator then determines if there is a settlement or, if not, whether the matter could either benefit from further mediation or is at an impasse and should therefore be terminated. If done effectively, thoughtful evaluation by a skilled mediator at the right time can help break an impasse during mediation and increase the likelihood of a settlement. Scott Gurney is a construction attorney, mediator and arbitrator with Frost Brown Todd LLC.
welcome aci’s newest members JUNE 2018
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FOR ALL ADVERTISEMENTS | PLEASE CALL DRIVENOPTICS (513) 601 - 8282
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professional services division JOE TURNER, PROFESSIONAL SERVICES DIRECTOR We want to thank all of you, our member companies for your continued support of our association and the construction trades. Construction is part of the fabric of our great nation. We need great trades men and women as well as suppliers and service providers to help grow our great industry. As we approach our 90th year of existence we are looking for creative ways to continue to serve and support our members. If you have ideas of how we can serve you better, please contact us directly. We want to hear from you. We are fortunate to have 500 member companies, but with that great of a number it can be difficult to know the needs of everyone. Our goal is to support you by fulfilling our mission statement: Expand
opportunities for ACI Members to be stronger construction companies by: Advocacy, Education, Networking, Safety and Workforce Development. We are “Better Together” We are looking to bring the best and latest services and training to the association by partnering with industry leaders and cutting edge technology companies. If you currently use or are interested in using Procore Construction Management Software please complete this brief (5) questions survey Procore Training Survey to help us gauge member interest in this great product. Procore is one of the leading CM software companies and they are eager to work with ACI member companies!
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Promote the industry with I Build America – Ohio! The recent launch of I Build America – Ohio (IBAOhio) workforce initiative has brought many positive comments from contractors, industry associations and departments within the state. IBAOhio’s website (www.IBuildAmerica-Ohio.com) is now online and generating traffic while promotion of the site to career candidates, those who influence the decisions of the candidates, and employers is just the beginning. Contractors are co-branding with the workforce initiative that aims to generate pride and respect for the construction industry, and to recruit young people into the industry as a rewarding and valuable career. AGC of Ohio, along with ACI, will be constantly promoting this website and its movement to ensure all facets of the construction industry in Ohio are aided in recruiting future employees through the information provided on the site. We encourage you to visit the website. It’s packed with information about careers in construction that most employers do not address in their corporate promotional marketing material. We hope that all AGC of Ohio and OCA members use the wealth of information the site provides for their recruitment plan. IBAOhio’s website provides information such as salary, future demand, industry career options and the education required. There are resources on where education and training can be acquired, including registered apprenticeship programs, career technical and Ohio technical centers, certificate and 2-year and 4-year college programs. The site also provides videos with employees describing the skills they have been trained in and their duties. To promote the I Build America – Ohio initiative simply download the employer toolbox from the “For Employers” page on the site and consider: • • • • • • •
Co-branding the IBAOhio logo on job signs, banners, and company gear Creating hardhat stickers with the IBAOhio logo Include messaging in corporate advertising material Adding it to items circulated at job fairs, school presentation, parents’ day, etc. Running the IBAOhio videos in your lobbies or at events Encouraging other organizations, you are involved in to adopt the use of the logo Including it on your email signature or letterhead
There are many ways that you can become part of the effort to enhance the perceptions others have about a construction career. The construction career path has much to offer if candidates understand both the challenges and benefits. While you are working hard to create a positive corporate picture for all to see, we ask you take that added step forward enhancing the perceptions of a career in construction. It will make your corporate presentation look that much more inviting.
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Digital Payments Ease B2B Supply Chain Burden LISA RENNER It shouldn’t be a surprise that many small and big businesses still rely on paper invoicing. Processing payments this way has been entrenched within accounting departments for years due to their complex nature. These transactions usually involve multiple stakeholders, are linked to payment orders and budgets, and are managed manually. What comes with this method of accounting is stretching standard payment terms, particularly in industries like construction, and this causes considerable pain for buyers and suppliers alike. The Downside of Supply Chain Payments According to Payments Source, the high volume of human and capital resources required to set up and maintain supply chain finance processes means buyers often struggle to onboard new suppliers. This process is called “overhead”, and it can be so cumbersome for buyers that many limit the number of supplier partners they are willing to work with. Which means buyers are missing opportunities by interacting with only a fraction of the overall supplier market. Digital Payments Make a Difference Thankfully, digital payments integration and the rise of B2B card payments in the supply chain are enabling dramatic change. The Association of Financial Professionals found that in 2004, 81% of B2B organizations paid by check, but by 2016, this number shrunk to 51%. With digital payments use increasing, buyers, acquirers, and suppliers can all plug into independent payments platforms that offer simplicity and efficiency by doing the invoicing, payment, and reconciliation without human effort. This creates significant process efficiencies by freeing up internal resources for all parties involved. Digital card payments enable large parts of the payments process to be automated and streamlined, reducing administrative headaches for both buyers and suppliers. Thanks to this automation, AR departments do not waste time and money looking for lost invoices, cut cycle time from 3-4 weeks to just a few days, and avoid stretching payment terms and making late payments. And employees are free to focus on strategic tasks instead of pushing paper. According to The Fintech Report, companies using digital payment automation can boost their bottom line by 0.5%. Buyers and Suppliers’ Partnerships Flourish Finally, this digital automation of payments turns buyers and suppliers into partners who thrive when secure and traceable information flows freely. Digital payments are fundamentally changing the way buyers and merchants find, evaluate, and interface with one another. The financial supply chain is no longer about exchanging invoices and waiting for payment, but about building successful relationships and communication. Instead of dealing with tense calls between suppliers and buyers, companies can build relationships and negotiate better terms and discounts. All parties benefit from the added value accessed through the application of flexible technologies that bring buyers, suppliers, issuers, and acquirers closer together. Learn More About B2B Digital Payments: Contact your Infintech advisor online at www.infintechllc.com/aci or call 513-725-3611.
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Are You Building Leaders For Tomorrow? DEIRDRE BIRD, DIRECTOR OF HR CONSULTING AT VONLEHMAN CPA & ADVISORY FIRM
The construction and real estate industry is closely tied to the American entrepreneurial spirit. While success and financial reward come at a cost, the opportunity to control your own destiny through hard work and long hours, is a dream many prospective business owners are obsessed with making a reality. Some are inspired and mentored by business owners for whom they have great respect; others go out on their own to escape ineffective management. Whatever the impetus was for starting your construction and real estate business, you need skilled leadership to make it prosper and grow. This necessity doesn’t pertain only to you as company owner. To build a sustainable enterprise over the long term, owners must develop leaders within the employee ranks — people who can take on increasing responsibilities and thrive. As the industry continues to struggle with a shortage of skilled workers, as well as the ongoing loss of retiring Baby Boomers, your company’s long-term profitability may depend on the efficacy of its leadership at every level. Management vs. leadership Management skills and leadership skills are both critical to a construction and real estate business, but there are basic differences between the two. Effective managers set clear goals, make short-term plans, solve practical problems and behave in an ethically and, ideally, supportive manner. They’re good at directing operations, organizing efforts and keeping score. Strong leaders, on the other hand, use what are called “softer” skills. They’re good at: • Foreseeing and articulating a profitable strategic direction, • Guiding and motivating, • Influencing ideas and behavior, and • Encouraging everyone to work toward shared . Good leaders look toward the future. They take a long-range view of the business and will take calculated risks to make it succeed. They don’t just want to do things right here and now; they want to be first in line to do things right tomorrow. Strong leadership carries over to your workforce. People want to follow leaders who have a clear vision of the future, a positive attitude and an encouraging manner. It’s hard to get fired up by a boss who’s always complaining about problems, performance and competitors. Where you stand To improve your own leadership skills, you’ve got to consider your habits and proactively seek opportunities for positive change. For example, think about the last time you implemented a new marketing or sales strategy, or delegated key responsibilities to one of your managers. If it’s been a long time since you’ve taken such steps, you may need to step away from the day-to-day and hone your leadership skills. Your employees may also harbor good ideas about how to become a better leader. Consider issuing a confidential survey to gather ideas for improvements. Be prepared, however, to receive 32 || 2018 ISSUE 03
negative feedback as well as positive. And, to the extent possible, act on the suggestions made. A culture of leadership Seeking and paying attention to good ideas from within your company is one mark of good leadership. It not only sparks positive changes in the way you run the business, but also signals to employees that you recognize and value their contributions. But don’t stop there. Talking with employees at all levels in your organization should expose you to those with the talent and capacity to lead. Once you spot that talent, work to provide opportunities for those individuals to develop. For instance, establish a task force to solve a problem your company is facing, and identify a promising employee to lead the initiative. Or, ask a potential leader to recruit a team charged with proposing new processes or programs, and be prepared to implement the ideas that make the most sense. Calm waters Your business may seem like a ship tossed upon the unpredictable waves of local and national economic changes, building trends and tough competition, but the leadership skills of you and your best employees can guide your company through these storms to the calm waters of manageable expenses and a strong bottom line. Deirdre Bird leads VonLehman CPA & Advisory Firm’s HR Consulting Group. She has over 20 years of human resources management experience, including facilitating organizational design, succession planning, performance management, recruiting, coaching, and development. Deirdre engages with company leadership of small and mid-sized companies to develop highly customized solutions that achieve organizational goals and impact bottom-line performance. Contact Deirdre at 859-331-3300 or dbird@vlcpa.com.
ADVERTISE HERE
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Heat stress safety violations at Issue in Roofer’s Death case BOB DUNLEVEY How far an employer needs to go to protect workers from heat stress could be decided by the panel that hears appeals of OSHA violations. Fueling the issue are Occupational Safety and Health Administration citations against a construction company, A.H. Sturgill Roofing Inc. of Dayton, Ohio, stemming from an investigation into the 2012 death of a temporary worker. On June 7 in Washington, the Occupational Safety and Health Review Commission heard opposing opinions on why the OSHA violations should be upheld or discarded. The review commission’s decision could determine how OSHA treats heat stress cases, which aren’t covered by specific workplace standards, in the future. OSHA alleges Sturgill failed to adequately protect workers from high temperatures by not providing heat-related training, not making sure workers drank adequate amounts of water, and not checking the background of the worker who died to be sure that the 60-year-old man was physically fit enough to do the job. Conflicting Mandates Sturgill’s attorney, Robert Dunlevey in the Dayton office of Taft Stettinius & Hollister LLP, countered that if employers were required to ask workers about their medical conditions and age as OSHA wants, they would be in violation of federal laws banning discrimination based on age and health. Dunlevey said Sturgill took precautions, such as offering water and assigning the elder worker the least strenuous task on the job site. Because OSHA doesn’t have a specific rule dealing with workplace heat hazards, the agency cited Sturgill with a violation of the general duty clause in addition to a training violation. The clause is a provision of the 1970 law creating OSHA enabling the agency to cite employers who fail to adequately protect workers from known hazards likely to cause death or a serious injury that can be corrected by a “feasible” method. Heat stress is a well-known hazard in the roofing industry, the Labor Department Office of the Solicitor’s Senior Appellate Attorney Scott Glabman of Washington said. In this case, Glabman said, Sturgill didn’t provide training to the temporary workers on recognizing heat stress and proper clothing, and didn’t allow time for the workers to acclimatize. As the heat index rose to more than 100 degrees, supervisors should have closely monitored the workers for signs of heat stress, Glabman said. Glabman dismissed Dunlevey’s assertion the temperature was overstated. “The fact a worker died does show the heat was dangerous,” Glabman said. Six Years and Counting The Sturgill case began in August 2012 when company workers were replacing a commercial roof in Miamisburg, Ohio, using a team of nine permanent and three temporary agency workers. The crew started work at 6 a.m. Following a morning break, one of the temporary agency workers began acting disoriented and sweating profusely. The foreman told the worker to take a break and sit, then at 11:41 a.m. the worker collapsed and an ambulance was called. The worker was admitted to a hospital with a temperature of 105.4 degrees and was diagnosed with heat stroke, according to court documents. He died 21 days later. Following the death, OSHA opened its investigation and on Jan. 16, 2013, issued citations to Sturgill for two serious violations—failing to adequately train workers to recognize and avoid heat hazards—and a general duty clause violation for not taking precautions to protect the workers from high heat. Sturgill appealed the citations and following a three-day hearing, an administrative law judge on Feb. 23, 2015, affirmed the violations and $8,820 proposed fine. Following the judge’s decision, the three-member review commission took up the case. There isn’t a deadline for when the commission will make a decision. The case is Sec’y of Labor v. A.H. Sturgill Roofing Inc., OSHRC, No. 13-0224, 6/7/18.
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Social Security as Longevity Insurance Michael J. Durkin, RICP®,CFP® President Durkin Financial, LLC 3540 Blue Rock Road Suite 4 Cincinnati, OH 45239 513-729-1600 md@durkinfinancial.com www.durkinfinancial.com –Elaine Floyd, CFP®
What if you or your spouse lives to a very ripe old age – to 90, 95, or even 100? The key to having enough income in your old age is to maximize the higher-earning spouse’s benefit. This can be done by having the higher-earning spouse delay the start of benefits to age 70. Survivor planning is one of the most important aspects of Savvy Social Security Planning. It starts with the basic understanding that if both spouses are receiving Social Security and one spouse dies, the surviving spouse starts receiving the higher of the two benefits and the other benefit stops. Let’s say Jack and Jill are both 62 and married. Jack’s primary insurance amount (PIA) is $2,200. This is the amount he would receive if he starts Social Security at his full retirement age of 66. If he starts Social Security early, his benefit would be 75% of $2,200, or $1,650. If he delays the start of benefits to age 70, his benefit would be 132% of $2,200, or $2,904. If Jack were to die after starting benefits at 62, Jill’s survivor benefit would be about 82.5% of Jack’s PIA, or $1,815; this is the special minimum for survivor benefits when the primary worker started benefits at 62. So let’s ask Jill: if Jack were to die and you were to take over his benefit amount as your survivor benefit, would you rather have a monthly income of $1,815 or $2,904? As if that weren’t easy enough to discern, we could
make the difference even more dramatic by escalating the benefit amounts by 2% annual cost-of-living adjustments, or COLAs. If we do this, and if Jack dies at age 85, Jill’s survivor benefit will be $2,862 if Jack files for Social Security at 62, or $4,579 if he delays the start of his benefit to 70. If Jack files for Social Security at age:
Jill’s survivor benefit at age 85 will be:
62
$2,862
70
$4,579
Assumes a PIA of 2200 and a 2% annual COLA
Social Security as longevity insurance Because Social Security pays inflation-adjusted benefits for life, it can be considered a kind of longevity insurance – that is, insurance against one spouse living too long. When you view Social Security this way, you are not trying to make any guesses about life expectancy. You simply choose the option that will pay off the most in case of extreme longevity.
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Instead of asking, “what will happen if I die too soon,” you ask, “what will happen if one of us lives too long?” And then you maximize Social Security income in case that happens. As we know, one key way to maximize Social Security income in old age is to delay the start of benefits to age 70. That’s how you “buy” longevity protection through Social Security.
Income during widowhood
Now let’s see what the “cost” of this insurance might be. By delaying benefits to age 70, Jack is forgoing eight years worth of benefits, from age 62 to 70. The worstcase scenario from an insurance standpoint – that is, the scenario that would cost the most money and provide the least payout – would be for both Jack and Jill to get hit by a bus when they are 70.
What if Jack gets hit by a bus at age 70? In this case, Jill will give up her own small benefit and begin receiving her survivor benefit of $1,815 or $2,904, depending on whether Jack had applied for benefits at 62 or 70. Counting 2% annual COLAs, her income at 85 would be either $2,862 or $4,579. If she lives to age 95, by then her income would be either $3,489 or $5,582. The higher income Jill stands to receive in her old age makes a powerful case for Jack delaying the start of his Social Security benefit to age 70. When analyzing the Social Security claiming decision, it is important to consider the lifetime value of Social Security and the long-term effects if one or both spouses live a very long life.
If this were to happen, they would have foregone eight years worth of income and received no benefit whatsoever. But for every year they live past age 70, the less the insurance “costs” them, until they reach the breakeven age of about 78, after which they will have recouped all of their costs and are now getting the insurance protection for free. So unlike most insurance policies, which cost more over time (think of all the fire insurance premiums you pay without your house ever burning down), Social Security actually costs less over time as the value of delaying benefits catches up to and overtakes the value of starting benefits early.
It is not necessary for both spouses to live long lives in order to reap the benefits of Social Security’s longevity insurance. In fact, it will be even more important if Jack dies early because it will give Jill maximum income during widowhood.
Elaine Floyd, CFP®, is Director of Retirement and Life Planning for Horsesmouth, LLC, where she focuses on helping people understand the practical and technical aspects of retirement income planning.
Securities offered through Cambridge Investment Research, Inc. Member FINRA/SIPC. Advisory Services offered through Cambridge Investment Research Advisors, Inc., a Registered Investment Advisor. Durkin Financial, LLC and Cambridge are not affiliated.
Copyright © 2018 by Horsesmouth, LLC. All rights reserved. IMPORTANT NOTICE This reprint is provided exclusively for use by the licensee, including for client education, and is subject to applicable copyright laws. Unauthorized use, reproduction or distribution of this material is a violation of federal law and punishable by civil and criminal penalty. This material is furnished “as is” without warranty of any kind. Its accuracy and completeness is not guaranteed and all warranties expressed or implied are hereby excluded.
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THE CONSTRUCTOR Ad inquiries: jreid@drivenoptics.com DRIVENOPTICS - (513) 601-8292 635 W. 7th St., Ste. 202, Cincinnati, OH 45203 Send ad materials to: Joshua Reid Media Kit: http://bit.ly/aciadvertising Website: www.aci-construction.org To submit An Article: Send stories, queries, tips and photographs by email (hi-resolution digital images only). We assume no responsibility for unsolicited materials. Unless Otherwise Noted: All images are copyright. Š2018 by Allied Construction Industries or are used with permission.
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