2023 January February Estimating Today

ASPE

BOARD OF DIRECTORS

2022 - 2023

President

M. Chris Morton, FCPE cmortonfcpe@outlook.com

First Vice President

Mike A. Alsgaard, CPE maalsgaard@fishbeck.com

Second Vice President

A. Keith Parker, CPE keithparker@circlebco.com

Immediate Past President

Mel D. Cowen, CPE mel@cowen-est.com

Treasurer

Aswe welcome 2023, I recommend that you consider doing something to improve your estimating skills. Enrolling in an Estimating Academy course or joining one of our certification programs would be a great way to ring in the new year!

We are currently offering ten Estimating Academy courses, and we will be developing more in the future. These are online, self-paced courses that can sharpen your estimating capabilities. We also offer on-demand webinars to assist you in your educational endeavors.

Our certification program offers the Associate Estimating Professional (AEP) credential, designed for estimators with less than five years of experience, and the Certified Professional Estimator (CPE) credential, designed for estimators with five or more years of experience. Both certification programs provide you with the credentials to prove to your clients and your employer that you have met the rigorous requirements of the certification process while demonstrating your commitment to estimating proficiency.

Membership renewals for 2023 were due by December 31, 2022. If you have not yet renewed your membership, please take a moment and do it now!

Finally, as always, please feel free to contact me or any board member if you have questions or suggestions on how we can improve our Society.

Thank you for your continued support of ASPE, and here’s to another great year!

Welcome to Our New Members (October + November)

Matthew Espinoza

Joseph Tran

John Paul Villegas

Gary Stevens

Rebecca Hingst

Tom Dennis

David Shank

Colin Moss

Kevin Guth

Jason Sommeso

Stratos Giannikos

Igor Kim

Joel Beasley

Richard Whitmer

Daniel Ream

Nachiket Khake

Zidong Guo

Pete Forakis

David Galain

Rod Collins

Andrew Jonsson

Conor Clarke

Daniel Clark

Aaron Wood

David Nevins

Randy Sheppard

Wyatt Blome

Driver SPG

WithumSmith+Brown

Partners Adjusting Firm LLC

Nitti Builders, LLC

FCL Builders

Shank Glazing Solutions, LLC

Alston Construction

Paragon Construction Services

Haugland Group

Bayside Refrigeration, Inc.

G&G Landscape Solution

MKA International, Inc.

Ravenvolt

Kaizen Estimating Services

Titan Industrial Services, Inc.

Baldwin Shell Construction

DCW Cost Management

OCMI, Inc.

Shaw Electric Inc.

The Weitz Company, LLC

David Nevins

M.Davis & Sons, Inc.

Meridian Experts

Kewal Agarwalla, AEP

Jeremy Drislane, CPE

Roy Huemer, CPE

Sai Tarun Mattaparthi, CPE

Donald Crean, CPE

Rich Trotter, CPE

Jim Buccilli, CPE

Brandon Galley, AEP

Bryan Baldwin, AEP

Matthew Houts, CPE

Brian Forrest, CPE

John Guzak, CPE

Richard Comaduran, CPE

Guillermo Saura, AEP

Robb Ross, AEP

Michael Swanson, AEP

Cumming Management Group Traylor Bros. Inc.

Huemer Consulting LLC

Hixson Architecture

Crawford Consulting Services

Crawford Consulting Services

Crawford Consulting Services

Crawford Consulting Services

DCW

ASPE Message from the Executive Director

Thestart of a new year is a great time to take stock of the past and look forward to new opportunities. At ASPE, we are excited about the continued expansion of the educational offerings provided by the Estimating Academy, our accredited certification program, the upcoming Summit (September 22 and 23 in Chandler, AZ—save the dates!), and a variety of regional and local chapter events.

ASPE has a lot to be proud of and a primary focus for 2023 is to spread the word far and wide about all our organization has to offer. During my first few months as executive director, I heard it repeated that ASPE is “one of the best-kept secrets” in the industry. Well, we intend to change that. The 2023 marketing program will include an updated and rebranded website, refreshed promotional assets, and a consistent and visible online and social media presence. In addition, we will investigate partnership opportunities with vendors and other industry organizations to increase our visibility. These efforts are designed to raise awareness nationally and to increase membership and engagement at the chapter level.

Another opportunity to increase engagement is by submitting one or more nominations for a 2023 member or industry award. The award criteria and nominating schedule are included in this edition of Estimating Today. We hope you will consider nominating a deserving member, chapter, and/or project for recognition at the 2023 Summit.

Please feel free to reach out anytime with your ideas and input— I’d love to hear from you.

Joanne Warren

Who Exactly is Someone Else?

The odds are good that you may have stumbled across the obituary for “Someone Else” while cruising around the Internet. This tongue-in-cheek posting, written by an unknown author, pokes fun at members of organizations that always say “let someone else” do that. However, this got me thinking about why it is we all often default to letting someone else do it.

So, who exactly is someone else? Someone else is that person who, despite being terribly busy, always finds time to participate and, in most cases, carries more than their fair share of the load. Someone else is just like you and me! He or she does not have superhuman powers nor do they have an abundant amount of spare time in their life to participate. However, they do have something that not all people do, which is a commitment to their actions.

ASPE is not immune from the “let someone else” do it mentality. Each year most, if not all, of our national elections for officers and/or governors are uncontested, and we often have difficulty finding members that are willing to commit to being a leader of our society. And the same is true at the chapter level, where many positions go unfilled at election time. National and chapter elections are once again upon us. Will you step up to participate as an officer, board member, or committee member or will you defer to “Someone Else?”

So, what if “Someone Else” is dead as the obituaries on the Internet proclaim? How will ASPE survive? That is up to all of us that are members. We can choose to step up and be a leader or we can sit back and hope that “Someone Else” really is not dead. Who exactly is “Someone Else?”

Chris Morton, FCPE, LEED® AP Denver - 5

CMortonfcpe@outlook.com

Introducing ASPE’s Continuing Education Certificate in Construction Estimating

ASPE's very own Certificate in Construction Estimating is comprised of six required courses focused on the core competencies and fundamentals necessary for a beginning estimator to master. This program is a comprehensive introduction to the foundational principles in plan reading, estimating math, bidding practices, materials and processes, preparing an estimate, and more. Whether you're new to estimating, need a refresh, or are looking for a training program for your staff, ASPE's Certificate in Construction Estimating is the up-to-date solution to accessible online estimating education.

Join us in 2023 for the following class dates:

Certificate in Construction Estimating Classes:

• Basic Estimating Math

• Plan Reading for Estimating

• Introduction to Construction Estimating I

• Introduction to Construction Estimating II

• Construction Materials and Processes I

• Estimating and Bidding

Other Estimating Academy Online Classes:

• Advanced Estimating Math

• Construction Materials and Processes II

• Construction Procurement Methods with Estimating Focus

• Fundamentals of Heavy Civil Estimating: Heavy Highway https://www.aspenational.org/page/EA

WE’RE FOCUSED WE’RE INNOVATIVE WE ENGAGE FOR IMPACT

Anser Advisory is a national capital project and advisory consulting firm offering tailored, creative solutions to an exciting range of public and private sector clients. Our services cover the entire lifecycle of capital development, starting with early-stage project readiness and continuing through to marketing successful execution.

Our diverse and talented team of 800+ professionals includes architects, engineers, project managers, inspectors, ESTIMATORS , certified professional accountants, financial analysts, and more.

$15B+

Portfolio of Project Estimating

“Our business exists as a combination of the individual and diverse backgrounds and talents of each of our employees. One of our founding core values is to foster diversity, equity, and inclusion in our organization…We embrace what makes us unique and foster creativity, agility, and innovation to Deliver Excellent Results for our Clients and Community.

- Bryan Carruthers, Chief Executive Officer

GREATER ORLANDO AVIATION AUTHORITY

PORT OF LONG BEACH

2023 AWARDS

Honoring Members + Chapters for their contributions to ASPE and the construction industry Honoring Member Estimators for their project successes

EST IMATOR OF THE YEAR

For excellence in advancing the art of construction estimating through Standards, Ethics and Practice, while leading and training others, and promoting ASPE throughout one’s career

CHAPTER PRESIDENT OF THE YEAR

For excellence in leading, promoting and supporting the goals and growth of the Chapter

FELLOW AWARD

For having attained national recognition for achievements in the art of construction estimating and for having made exceptional contributions to the Society

LEGACY - HOWARD S. PROUT FOUNDER OF CERTIFICATION AWARD

For excellence in promoting and utilization of Standards of Ethics and Practice

LEGACY - FRANK E. YOUNG EXCELLENCE IN EDUCATION AWARD

For excellence in pioneering and promotion of Educational Opportunities and Advancements

LEGACY - MERLE W. HECKENLIVELY FOUNDER OF STANDARDS AWARD

For excellence in promoting and utilization of Standards of Ethics and Practice

INDUSTRY AWARDS

Celebrating projects displaying overall estimate efficiency and accuracy, unique and innovative design, technology solutions or community involvement

CHAPTER CHAMPION

For dedicated effort and contributions made to the advancement and growth of the Chapter

CHAPTER ACHIEVEMENT

For excellence in promoting ASPE and supporting its Members at the Chapter level

TECHNOLOGY AWARD

For promoting Technology innovation in advancement of the estimating profession

Intent to Submit Forms – Due March 15, 2023

Candidate Nominations + Chapter Applications - Due by April 3, 2023

Begin planning by nominating an ASPE Member who exemplifies the qualities needed and who deserves acknowledgement for their contributions

ASPEnational.org / Resources / Awards Requirements + Scoresheets

ASPE Industry Awards

Best Estimate

The ASPE Industry Best Estimate Award honors those entries that display the best overall estimate of a proposed project across any sector. Benchmarks can include, but are not limited to, the following:

- Estimate Efficiency

- Estimate Accuracy

- Budget Control

- Material Efficiency

- Revisions

- Client Satisfaction

- Tools and Technology Used

- Solutions for Unexpected Challenges

Most Innovative Project

The ASPE Industry Most Innovative Project Award honors those entries that display the most unique and innovative benchmarks across the entire scope and process of the project submitted. Benchmarks can include, but are not limited to, the following:

- Innovative Design Build

- Creative Design Build

- Technology Elements of Project

- Technology Solutions

- Use of Advanced Techniques/Software

- Green Innovation

- Community Involvement

- Addressing Environmental or Coding Concerns

All Entries Must Include a Project Narrative

Your narrative must not exceed a maximum of 750 words. The narrative should focus on why the project should be considered the best in its category. The descriptions of each of the required elements are meant to be used as guidelines. You should interpret all criteria based on your own unique project submission and respond accordingly. This information will also be used during award presentation.

Visual Presentation

While points are not awarded for the visual presentation, the photos may impact your entry in that they help to tell your story. Support your narrative with photos that display the scope and process of the project and any challenges described in the narrative. You may include up to 3 photos in your project submittal.

ASPE reserves the right to honor multiple award entries based on submittals received.

SECTION 1: INTRODUCTION

This technical paper is intended to provide the reader with a guide for estimating general conditions and general requirement (GC/GR) costs for a given project. The two terms are often used interchangeably, but this is not the case. In simple terms, general conditions include costs associated with managing a project while general requirements are any non-management indirect costs required to complete a project.

While the majority of a project’s value is based on a set of detailed bid documents, much of the cost associated with Division 01 is left to the contractors’ discretion. To produce a complete but competitive estimate for general conditions and general requirements, we must gain an understanding of the project’s size, complexity, schedule, and location.

Brief Description of Subject Matter

Many variables must be considered when developing the general conditions and general requirements estimate for any project. The subjective nature of this scope of work means that we cannot simply rely on the bid documents for what needs to be estimated. Instead, we must develop a strategy and design our scope of work to be included. This process begins by first understanding the total scope and complexity of the work to be completed. Next, a construction duration must be established. While bid documents often stipulate a project’s duration, producing a schedule in-house is always advised. An ambitious owner with a desire for an accelerated schedule could require additional personnel to meet the stipulated time for construction. Conversely, if a project allows twelve months for construction and it is determined during the pre-bid phase that work could be completed in 10 months, we may be able to reduce our general condition and general requirement costs significantly. With a good understanding of the project scope and how long the project should take to complete, we can begin building an estimate for general conditions and general requirements.

SECTION 2: TYPES & METHODS OF MEASUREMENT

Several units of measurement will be required when estimating general conditions or general requirements for a project. Labor and equipment costs can be calculated either hourly, daily, weekly, or monthly. Temporary offices, utilities, and rental equipment such as dumpsters or portable restroom facilities are often calculated monthly. Expendables such as office or safety supplies, printing costs, job site signage, etc. are calculated as lump sums or per/ each cost. General requirement items such as temporary dust partitions, traffic control measures, the stone base for site access, or fall protection could require material take-offs as well as a labor and equipment estimate to erect and dismantle these temporary requirements.

SE CTION 3: PROJECT SPECIFIC FACTORS

Small vs. Large Quantities

Quantity, as it relates to the general condition and general requirement costs, is most often associated with a project’s size and duration. The size and complexity of a project will dictate the number of personnel required and the resources that will be needed to execute the work. The vast majority of costs associated with general conditions and general requirements are billed based on time, therefore the duration of the project can have a significant impact on this scope of work.

Geographic Location

Many projects require that a bidder visits a job site before submitting a bid. The use of online aerial maps and viewing tools like Google Earth or Street View has certainly helped estimators in recent years to gain an understanding of a project and its surroundings. However, these tools cannot replace a site visit for real-time data gathering on the condition of a project site.

Site access and availability are important factors to consider. While a large area for material storage and a job site compound may be desirable, it may not be feasible if the site is occupied or inaccessible.

Surrounding buildings or specific occupancy types such as residential neighborhoods, school zones, or hospitals could restrict work hours and extend construction time or require additional indirect costs such as flagging or site fencing in order to maintain a safe environment for workers as well as neighbors.

Seasonal Effect on Work

Weather can have a significant impact on the progress of a project. Because one of the two major factors in calculating general conditions or general requirements is time, climate factors must be considered when developing your estimate. For instance, a project scheduled to break ground during the wettest month of the year for a given area may delay progress or require additional temporary measures to proceed. It is the estimator’s responsibility to gain a general understanding of the climate conditions for a specific project by analyzing the schedule against historical weather patterns for the region.

SECTION 4: OVERVIEW OF COSTS & MARK-UPS

Staffing is the largest cost associated with general conditions. Labor costs for managing a project are typically calculated on a weekly basis. Labor values should reflect an employee’s billable rate. This includes their pay rate plus any additional overhead, insurance, or expenses as required. In addition to an employee’s billable rate, estimators should consider any equipment necessary for that individual to perform their responsibilities. Personal equipment such as a company vehicle, computer, cell phone, or travel expenses such as fuel, overnight stays, and per diem should always be considered.

Once labor rates are established, a project staffing plan should be developed that ensures the project can meet

all expectations. Providing operations with a clear understanding of the scope and complexity of the project can help in determining the appropriate staff requirements. Be sure to consider how much time each team member will be needed on a particular project. For example, a project engineer may be needed only one day a week to complete repetitive tasks while a field engineer will be needed daily, but only for the first few months of a project.

Equipment rental, as it pertains to general conditions or general requirements, will vary drastically from project to project but will often include mobile office space, temporary restrooms, temporary barricades, and fencing, as well as dumpsters for job site waste. In general, a similar approach as described above for staffing can be applied to equipment. First, coordinate specific project needs with operations. Next, solicit pricing for equipment rentals from vendors and determine the amount of time the equipment will be used. Be sure to consider fuel charges as well as expendable items such as bits or blades.

Material costs, much like equipment, will vary depending on the demands of the project. A site logistics plan or project strategy meeting can help identify these costs. First, consider the staff and equipment that you have included for your project. What materials will these people need to perform their jobs? Ice and cups, bits and blades, along with office furniture and supplies would all fall in this category. Many projects will require temporary barriers or the need for temporary handrails while construction is ongoing. If specific requirements for these items are not provided, consult with the operations team on how they should be constructed. Once lumber quantities are developed, a list of materials can be sent to your local supplier for pricing.

Another important part of any project’s general condition or general requirement costs is indirect costs such as permits, insurance, and bonding. Once the specific requirements of the project are identified, reach out to third-party vendors responsible for each and request pricing.

While general conditions and general requirements do not typically include mark-ups, the accuracy of this scope of work can have an enormous impact on a project’s profitability as a whole. If we underestimate the time or resources needed to complete a project, the results could be detrimental to the project, the bottom line, or the company as a whole. A comprehensive estimate and presentation to management will allow them to make an informed decision regarding mark-ups.

SECTION 5: SPECIAL RISK CONSIDERATION

The biggest risk factor associated with estimating general conditions and general requirements is a miscalculation of the time it will take to complete the project. The importance of a realistic, meaningful project schedule cannot be stressed enough. Projects are not built in a controlled environment. Weather delays and other extenuating circumstances can have a significant impact on your ability to meet the project schedule.

Delays caused by subcontractors are another risk to a project’s overall schedule. Open dialogue regarding a subcontractor’s ability to staff a project with the right number of qualified employees is important. Equally as important is ensuring that the general conditions are built around a staff of personnel who can motivate others to complete the project in a timely fashion.

Material availability has become a major issue in recent years. Commodities that were once readily available may now require much more time to acquire. While this generally falls outside of the general conditions or general requirements scope of work, these delays can impact a project’s overall schedule or require additional resources and planning to avoid penalties. Communication with the market before turning in a bid is important in determining whether the materials will be available on-site when needed.

SECTION 6: RATIOS AND ANALYSIS

Each project will come with its own unique set of needs, whether large or small, single or multi-phased, ground up or renovation. One way to ensure that the estimate is as accurate as possible is to look back at previously completed projects. Unlike many scopes of work that rely on outside sources such as subcontractors or suppliers to provide current market values, general condition costs are controlled in-house. This means that the estimator can analyze past projects and determine whether the estimated cost for general conditions was sufficient to cover the costs incurred.

A common metric for tracking and checking general conditions and general requirements against similar past projects is to look at the total cost for these items on a per-month basis. For instance, a recently completed $10 million, 14-month project with total general condi-

tions and general requirements cost of $980,000 had a monthly operating cost of $70,000. Due to the subjective nature of this scope of work, tracking this ratio over time can help check a project’s general conditions and general requirements estimate against historical data.

SECTION 7: MICELLANEOUS PERTIENT INFORMATION

Always review the Division 01 specifications and site plans for any special requirements. You may learn that a project requires safety measures above and beyond what OSHA or your company would typically require. A small site may require off-site parking or not allow the use of a mobile office. School zones or zoning ordinances may restrict work hours or street closures and therefore hinder progress if not accounted for. Review the requirements for costs such as builders’ risk insurance, permit fees, and testing fees. These costs are sometimes carried by the project owner. If so, they should not be carried as a part of your general requirements bid.

SECTION 8: SKETCHES, SAMPLES, SECTIONS AND DETAILS

(Figure “A”)

For this paper, we will assume that this project is a new standalone 3,452-square-foot single-story bank branch. The project is being competitively bid and the documents indicate that the project must be completed in 330 calendar days. Begin by reviewing the bid documents to gain a general understanding of the project scope. Next, communicate with operations so that an appropriate staff and project duration can be developed. Concurrent with the review being performed by the operations team, quantitative analysis and unit price costs can be gathered for miscellaneous items that we know will be required.

Bid documents indicate that a full‐time superintendent is required on‐site for the duration of the project.

SECTION 9: SAMPLE TAKE-OFF AND PRICING

Specifications also say that progress meetings will be held monthly. Operations have had a chance to look at the project and feel that in addition to the superintendent, a project engineer should be included full‐time with a project manager included at one‐fourth capacity (1/4 time). Additionally, we will include a field engineer for the first 3 months of construction to assist the superintendent and a full‐time general laborer for miscellaneous tasks. For estimating purposes, all quantities should be rounded up to the nearest whole week or month.

Bid documents indicate that a full-time superintendent is required on-site for the duration of the project. Specifications also say that progress meetings will be held monthly. Operations have had a chance to look at the project and feel that in addition to the superintendent, a project engineer should be included full-time with a project manager included at one-fourth capacity (1/4 time). Additionally, we will include a field engineer for the first 3 months of construction to assist the superintendent and a full-time general laborer for miscellaneous tasks. For estimating purposes, all quantities should be rounded up to the nearest whole week or month.

The accounting department can provide us with an updated list of labor and personal equipment rates

The accounting department can provide us with an updated list of labor and personal equipment rates

(Figure B):

(Figure B):

Section 9 ‐ Take‐Off and Pricing Sheets required

HTETCO General Conditions and General Requirements... Continued

The owner has stipulated that the project must be completed in less than 330 calendar days. After a discussion with the superintendent and scheduler, it has been decided that the project can be completed in 10 months or approximately 300 calendar days. With this information, we can compile our estimate for general conditions (Figure C):

The owner has stipulated that the project must be completed in less than 330 calendar days. After a discussion with the superintendent and scheduler, it has been decided that the project can be completed in 10 months or approximately 300 calendar days. With this information, we can compile our estimate for general conditions (Figure C):

Labor Quantity Unit Unit Price Unit Subtotal Superintendent Salary (Includes burden) 42 WK $ 4,400 WK $ 184,800 Vehicle Allowance 10 MO $ 1,300 MO $ 13,000 Fuel Allowance 10 MO $ 350 MO $ 3,500 Computer 10 MO $ 200 MO $ 2,000 Phone 10 MO $ 75 MO $ 750 Field Engineer Salary (Includes burden) 12 WK $ 2,400 WK $ 28,800 Vehicle 3 MO $ 1,300 MO $ 3,900 Fuel Allowance 3 MO $ 350 MO $ 1,050 Computer 3 MO $ 200 MO $ 600 Phone 3 MO $ 75 MO $ 225 Total Station 3 MO $ 500 MO $ 1,500 Project Manager (1/4 Time) Salary (Includes burden) 11 WK $ 4,400 WK $ 48,400 Computer 3 MO $ 200 MO $ 600 Phone 3 MO $ 75 MO $ 225 Project Engineer Salary (Includes burden) 42 WK $ 2,400 WK $ 100,800 Computer 10 MO $ 200 MO $ 2,000 Phone 10 MO $ 75 MO $ 750 General Laborer Salary (Includes burden) 42 WK $ 1,400 WK $ 58,800 Labor Total $ 451,700.00

site. An agreement is in place to park on a neighboring property as long as the lot is restored at the completion of the project. Once take‐offs are completed, we can confirm unit pricing with local suppliers or subcontractors and compile our estimate for general requirements (Figure D): 15

HTETCO General Conditions and General Requirements...

Now that we have completed our estimate for both general conditions and general requirements, we can compare our total to previous projects on a cost-per-month basis:

Now that we have completed our estimate for both general conditions and general requirements, we can compare our total to previous projects on a cost‐per‐month basis:

The total project budget has been estimated at $2 million. GC/GR costs on past projects of a similar size and complexity typically run between $48,000 and $55,000 per month, indicating that the total value estimated is likely sufficient for the current project.

The total project budget has been estimated at $2 million. GC/GR costs on past projects of a similar size and complexity typically run between $48,000 and $55,000 per month, indicating that the total value estimated is likely sufficient for the current project.

SECTION 10: GLOSSARY / TERMINOLOGY

General Conditions – Costs associated with managing a project

General Requirements – Non-management indirect costs associated with executing a project

Operations – Company personnel generally responsible for managing a project under contract, including, but not limited to, Superintendents, Project Managers, Schedulers, Foreman, etc.

SECTION 11: REFERENCES

S. Hulston & D. Zastrow. Digitek Solutions. Retrieved from General Conditions vs. General Requirements: https://digiteksolutions.com/general-conditions-vs-general-requirements/

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How to start, organize, and maintain an ASPE “Joy of Bocce” Tournament

An ASPE Chapter can start a “Joy of Bocce” Tournament for fundraising every year and clear a minimum of $10,000 after expenses with entry fees of $750 for teams and $250 for sponsors. The steps to take to start, organize, and maintain an event are as follows:

First. Get the ASPE Chapter Board to discuss the best time of year, location, and method of advertising the event. Form a committee to create the program.

Second. Update your master list of names, email addresses, and cell phone numbers of every general contractor, subcontractor, and supplier in your region. I recommend two separate master lists; one for general contractors and one for the subcontractors and suppliers. These master lists can be used for membership drives, newsletters, and ASPE monthly events. I recommend that consultants call general contractors and that general contractors call subcontractors and suppliers.

Third. Post the “Joy of Bocce” event on your website continuously throughout each year. Take photos of the 1st Annual event with the winning team holding the coveted Bocce Cup and company logos of all the teams and sponsors that year. This form of advertising saves time explaining the event to new people interested in participating. Use the master list to call and find out who all the estimators are in each firm. Tell the decision maker to go online to your website and sign up as a team or sponsor. The website should have a link to Eventbrite and an entry form for those that prefer to send a check.

Fourth. There should be four bocce courts available for four hours to accommodate 75 people. Pizza and water should be included. Make sure it is a no-host bar unless you can make money. It is preferable to put a deposit down early to make sure the four courts are available.

Fifth. You most likely come across people throughout the year. Tell them how fun it is to participate in a fundraising event where networking and fellowship are welcome. Tell them everyone has a good time. It should only take two minutes to tell them to go to your website and find out all about it. It is an easy pitch in the course of your workday throughout the year.

Sixth. The Bocce committee should be organized to have the chapter treasurer deposit the proceeds and write the checks. This is a straightforward approach that should be effortless. Imagine a company in your chapter willing to match the $10,000 in donations.

Seventh. After the first year, the Bocce committee should have the excel templates in place to keep track of the teams and sponsors including those who paid, who submitted their logo, and team instructions prior to the event. It gets easier to run the yearly event as time goes by.

There is an excel template available online that I call “Team Brackets”. There are 16 teams listed on the scoreboard with start and finish times. The first four games are counted up. The four teams that have the most points cumulatively at that point move on to the semifinal rounds. The winners go to the final round. The loser brackets are used to play bocce while the semifinals and final are played to determine third, fourth, and fifth positions.

The coveted “Joy of Bocce” Cup is passed on each year to the current winning team and returned to ASPE at the next annual tournament. The winning team engraves the names of the four players on the “Joy of Bocce” Cup. The Bocce committee may decide to expand the award ceremony to gift certificates to the winning players, second-place winners, etc. Our chapter gives out $25 Home Depot cards to the winning players and $10 Starbucks cards to the second-place winners.

In doing 12 of these “Joy of Bocce” Tournaments over the years there are a few experiences I wish to share.

1. Some firms wait until the last minute to sign up. They get upset when they are told that there are no more openings. Some firms have two teams signed up early to hopefully win first place. There is usually one firm that has signed up and does not show up. This creates an opportunity for another backup team to sign up.

2. We start our tournament at 5:00 pm and try to pace the timing of the food distribution. There are people who have not eaten all day and are hungry. Do not set all the pizzas out at once. Set times so that everyone can enjoy the tournament food.

3. Usually after the first four games many teams go home or retire at the bar and order something to eat, waiting it out until the end.

4. The key ingredient to the success of the event is hospitality! I highly recommend requiring the teams to submit the names, email addresses, and cell phone numbers via email one day before the event so preprinted name tags can be ready when they all come. It can be difficult and overwhelming when 64 people come at once in a 15-minute period. Expect some teams with different players. Expect people who do not have business cards to put in the “Joy of Bocce” Cup. It is important that everyone feels welcome and identified.

5. Tell people that Bocce is a game you can learn in five minutes. One can develop a skill and strategy quickly. There are many players ready to give advice. Remember Bocce can be played by anyone who can throw a ball.

6. Remember that proper planning removes anxiety and allows for the event to become successful. The Bocce Committee should have a follow-up meeting sometime after the event to improve on the process. I can say it becomes easier to host this event as the years go by.

Here is a list of items that would help the Bocce Committee plan a tournament:

1. The master lists are discussed above. Assign each ASPE Board member a call list that they are responsible for.

2. Create a flyer and post it on your website along with photos and logos of teams and sponsors.

3. Have a written contract with the facility. Create a written menu with specific serving times.

4. Have the ASPE W9 form on file to email to any company that requests it.

5. Create an excel template to keep track of the teams and sponsors that have signed up to date and email status periodically to the ASPE Chapter Board members.

6. Create an excel template showing the 16 teams and the players to print name tags.

7. Create a Team Brackets Board.

8. Create a logo poster for the teams and another poster for the sponsors to display at the event. There usually is a blueprint company that donates these posters.

9. Create an “Instructions to Teams” email notice describing where, when, parking instructions., etc.

10. Create a “Thank you for your support” email to all team players and sponsors to send after the event with the results of who won the tournament.

Samples of these items may be obtained if you wish to email me at KFinc@ix.netcom.com

ASPE Silicon Valley Chapter 55 has used this fundraiser for scholarships and educational events. Every ASPE Chapter can use this fundraiser to offset chapter expenses as well.

Kevin Fennimore, FCPE Silicon Valley - 55 KFinc@ix.netcom.com

2023 ASPE Critical Calendar

January 1 New Fiscal Year Begins!

3 AEP/CPE Status: Expiring /AEP’s/CPE’s revoked for non-renewal (Renewal due 12/31/2022)

31 ASPE Membership: Membership suspended for non-renewal (Renewal due 12/31/2022)

31 Deadline: Member Profile Updates for inclusion in 2023 Membership Directory

February 23 Chapter Reports due to Regional Governors

March

3 2023 Summit - Registration Opens for Chapter Representatives 15 Deadline to submit “Intent to Submit” form for Award Submittals

April 1-30 Chapters hold annual elections

3 All Award Nominations / Applications due to SBO

10 Deadline for Chapters to identify their 2023 Summit Chapter Representative

24 Award Winners to be announced (to Winners only)

28 Scholarship applications due to SBO

May 12 Deadline for Chapters to submit Chapter elections result form to SBO

26 Scholarship Winner(s) to be announced (to Winners only) 29 SBO Closed for Memorial Day

June 1 Chapter Reports due to Regional Governors

ASPE CHAPTER MEETINGS

ARIZONA

Arizona #6

Where: Varies

Website: n/a

Meeting Contact: Jerry Chandler j.chandler@cox.net

ARKANSAS

Arkansas #33

Where: Varies

Website: n/a

Meeting Contact: Jack Guess jguess@baldwinshell.com

NW Arkansas #79

Where: Varies

Website: n/a

Meeting Contact: Danny Chadwick, CPE estimatordan@gmail.com

CALIFORNIA

Los Angeles #1

Where: Virtual Website: laestimator.org

Meeting Contact: Bruce Danielson la1ofaspe@outlook.com

Golden Gate #2

Where: Virtual Website: aspe2.org

Meeting Contact: Robert Muir, CPE robmuir72@hotmail.com

Orange County #3

Where: Virtual Website: aspe-oc3.org

Meeting Contact:

Troy Thomas constructionpro1984@yahoo.com

CALIFORNIA (CONTINUED)

San Diego #4

Where: Virtual Website: aspesd4.org

Meeting Contact: Paul Chang pchang@balfourbeattyus.com

Sacramento #11

Where: Varies

Website: n/a

Meeting Contact: Bryan Hall bryan.hall@vanir.com

Silicon Valley #55

Where: Virtual Website: aspe55.org

Meeting Contact: Shawna Alvarado shawna@odonnellplastering.com

COLORADO

Denver #5

Where: Virtual Website: aspedenver.org

Meeting Contact: Jennifer Farmer, AEP jennifer@livingdesignstudios.com

CONNECTICUT

Nutmeg #60

Where: Back Nine Tavern Website: n/a

Meeting Contact: Lee Sullivan lee@lionsheadcc.com

Yankee #15

Where: n/a

Website: n/a

Meeting Contact: Bill Jacabacci jacabacci@gmail.com

DELAWARE

Delware #75

Where: Virtual Website: n/a

Meeting Contact: Brett Mucklow bmucklow@bpgsconstruction.com

DISTRICT OF COLUMBIA

Greater D.C. #23

Where: Varies

Website: n/a

Meeting Contact: Carlos Rosales cbrc74@hotmail.com

FLORIDA

Tampa Bay #48

Where: The Pub Resturant Website: aspetampabay.com

Meeting Contact: Ray Velez reymvelez@gmail.com

Gold Coast #49

Where: Varies

Website: n/a

Meeting Contact: Danny Chadwick, CPE estimatordan@gmail.com

Orlando #50

Where: Anser Advisory Website: https://aspeorlando50.com

Meeting Contact: Andrew Kleimola akleimola@anseradvisory.com

GEORGIA

Atlanta #14

Where: Virtual Website: n/a

Meeting Contact: Clinton Aldridge ca45@gatech.edu

ASPE CHAPTER MEETINGS (CONTINUED)

ILLINOIS

Chicago #7

Where: Virtual Website: n/a

Meeting Contact: Bryan Mixer, CPE bmixer_rvc@msn.com

INDIANA

Central Indiana #59

Where: Varies

Website: n/a

Meeting Contact: Jeremy Adkins, CPE jadkins@wccci.com

Old Fort #65

Where: Virtual Website: aspechapter65.org

Meeting Contact:

Thad Berkes tberkes@designcollaborative.com

IOWA

Quad Cities #71

Where: Varies

Website: aspequadcities.org

Meeting Contact: Scott Robinson, CPE scottr@jlbradyco.com

Greater Des Moines #73

Where: Varies

Website: iowaaspe73.org

Meeting Contact: Dominic Filippelli dominic.filippelli@storycon.com

LOUISIANA

New Orleans #9

Where: Varies

Website: n/a

Meeting Contact: Danny Chadwick, CPE estimatordan@gmail.com

MAINE

Maine #37

Where: Varies

Website: aspemaine.com

Meeting Contact: John Brockington, CPE jbrockington@woodwardcurran.com

MARYLAND

Baltimore #21

Where: Varies

Website: n/a

Meeting Contact: Steve Dooley, CPE sdooley@phoenix-eng.com

MASSACHUSETTS

Boston #25

Where: Virtual Website: aspe17.org

Meeting Contact: Eric Rennell eric@rennellcapitalgroup.com

MICHIGAN

Detroit #17

Where: Virtual Website: aspe17.org

Meeting Contact: Matt Burress, CPE mburress@performanceservices.com

MISSOURI

St. Louis Metro #19

Where: AGC Training School Website: aspe19stlouis.org

Meeting Contact: John Smith, CPE jpsmith@tarltoncorp.com

Heartland #32

Where: Varies

Website:aspe32.org

Meeting Contact: Eric Soriano esoriano @hermeslandscaping.com

NEVADA

Las Vegas #72

Where: Varies

Website: n/a

Meeting Contact: Chuck James, CPE wcjames2@cox.net

NEW JERSEY

Garden State #26

Where: Virtual Website: n/a

Meeting Contact: Robert Sibilia, CPE sibiliaconstructionservicesllc @gmail.com

NEW MEXICO

Roadrunner #47

Where: Fiestas Restaurant

Website: n/a

Meeting Contact: Joshuah Crooker-Flint, CPE joshc@auiinc.net

NEW YORK

New York #10

Where: Virtual Website: n/a

Meeting Contact: Rose Jesse rosejesse.aspe@gmail.com

Empire State #42

Where: Athos Resturant Website: n/a

Meeting Contact: Alvaro Garza, CPE Alvaro.garza@nationalgrid.com

ASPE CHAPTER MEETINGS (CONTINUED)

OHIO

Southwestern Ohio #38

Where: Varies

Website: aspe-cincinnati.org

Meeting Contact: Dan Frondorf, CPE dan@dgfrondorf.com

OKLAHOMA

Landrun-OK City #80

Where: Varies

Website: aspeok.org

Meeting Contact: Mike Phillips, CPE michaelp@miller-tippens.com

OREGON

Columbia-Pacific #54

Where: Varies

Website: n/a

Meeting Contact: Steve Watkins steve.watkins@bnbuilders.com

PENNSYLVANIA

Greater Lehigh Valley #41

Where: Varies

Website: n/a

Meeting Contact: Dexter Murphy, CPE dextercmurphy@comcast.net

Three Rivers #44

Where: Varies

Website: n/a

Meeting Contact: Dexter Murphy, CPE dextercmurphy@comcast.net

Philadelphia #61

Where: Varies

Website: na

Meeting Contact: Stephen Biddle SBiddle@oliverfps.com

PENNSYLVANIA (CONTINUED)

Central Pennsylvania #76

Where: Loxley's Resturant

Meeting Contact: Shawn Buckwalter, CPE sbuckwalter@egsconstruction.com

TENNESSEE

Middle Tennessee #34

Where: Varies

Website: n/a

Meeting Contact: Ricky Sanford rsanford7159@gmail.com

TEXAS

Houston #18

Where: Varies

Website: n/a

Meeting Contact: Larry Lucero, CPE llucero@redlineinsulation.com

Rio Grande #40

Where: Varies

Website: n/a

Meeting Contact: Rodolfo Barba, CPE rodolfobarba1@gmail.com

Dallas/ Ft.Worth #43

Where: Virtual Website: sites/google.com/view/aspe-dfw

Meeting Contact: Rick Wyly, CPE rick.wyly@wylycost.com

UTAH

Great Salt Lake #51

Where: Virtual

Website: na

Meeting Contact: M. John Shampton, CPE mjohnshampton@gmail.com

VIRGINIA

Richmond #82

Where: Varies

Website: aspe-richmond.org

Meeting Contact: Sid Bass, CPE sbass@reynolds.edu

WASHINGTON

Puget Sound #45

Where: Virtual

Website: na

Meeting Contact: Eric Benton Eric.benton@pmsvs.com

WISCONSIN

Brew City #78

Where: Varies

Website: na

Meeting Contact: Matt Washkoviak, CPE mattwashkoviak@camosy.com

Please Note: Information is subject to change. Report changes in your Chapter’s information with an email to Tina@ASPEnational.org

ASPE CORE VALUES

EDUCATION:

ASPE educates and mentors professional estimators for the sustainability of the construction industry.

PROFESSIONALISM:

ASPE promotes the lifelong pursuit of excellence and credibility in professional estimating.

ASPE CORE PURPOSE

ASPE is the construction industry’s leader and recognized authority in professional estimating through excellence in education, certification and standardization.

FELLOWSHIP:

ASPE develops a fellowship of professional estimators that connects and leads the construction industry.