HIGHLIGHTS:
UCON and ECA Merger:
California Leadership
Building Relationships
Through Partnering
FACES: UCON’s 2023
Public Works Summit
BAKERSFIELD
3340 Allen Rd.
Bakersfield, CA 93314 (661) 631-5777
CONCORD
5151 Port Chicago Highway Concord, CA 94520 (925) 822-0366
FRESNO
5704 S. Toyota Place Fresno, CA 93275
(559) 442-8989
HAYWARD
4125 Breakwater Avenue Hayward, CA 94545 (510) 786-9506
RENO
12905 Old Virginia Road Reno, NV 89521 (775) 348-0140
SACRAMENTO
8565 Elder Creek Road Sacramento, CA 95828
(916) 383-7475
SALT LAKE CITY
1135 S. Pioneer Road Salt Lake City, UT 84104 (801)886-0586
SAN JOSE
2969 Daylight Way San Jose, CA 95111 (408)224-1052
SAN LUIS OBISPO
635 Tank Farm Road San Luis Obispo, CA 93401 (805)543-0113
TURLOCK
2800 N. Golden State Blvd. Turlock, CA 95382 (209)632-5084
SANTA ROSA
3963 Santa Rosa Ave. Santa Rosa, CA 95407 (707) 523-2350
SAN FRANCISCO 255 Selby Street San Francisco, CA 94124 (415) 642-2350
APRIL
President Ron Bianchini, Preston Pipelines, Inc.
VP/President-Elect Kevin Hester, McGuire and Hester
Secretary/Treasurer Dale Breen, Midstate Barrier, Inc.
Sec/Treas-Elect ...... Juan C. Arrequin, Bay Line Cutting & Coring, Inc.
Kelly Attebery, F & M Bank; Tom Barr, Ghilotti Bros., Inc.; Bryn Burke, Dees Burke Engineering Constructors, LLC; Teresa Dias, Peterson Trucks, Inc.; Kurt Eddy, Pavement Recycling Systems, Inc.; Greg Goebel Jr., Goebel Construction, Inc.; Alan Guy, Anvil Builders; Jeff Peel, Steve P. Rados, Inc.; Joe Sostaric, The Conco Companies
United Contractors Committee Chairs
Associates: Teresa Dias (Associate Director), Peterson Trucks, Inc. | Kelly Attebery (Associate Director-Elect), F & M Bank |
Caltrans: Michael Ghilotti (Chairman), Ghilotti Bros., Inc. |
Legislative: Rob Layne, O.C. Jones & Sons, Inc. | Political
Action (PAC): Chris Young (Chairman), D.W. Young Construction Co., Inc. | Safety & Insurance: Robert Sabin, Harbor Linx, Inc. | Attorney Roundtable (ART): Facilitated by Mark Breslin
| SF City Contractor Liaison: Mike Ghilotti (Chairman), Ghilotti Bros., Inc., Miguel Galarza (Chairman), Yerba Buena Engineering & Construction, Inc. | Scholarship: Trony Fuller, West Coast Sand & Gravel | Southern CA Steering Committee: Steve Concannon, Pavement Recycling Systems, Inc.
Mark Breslin, Chief Executive Officer; Emily Cohen, Executive Vice President; Tejel Patel, Executive Assistant to CEO; Julie Hinge, Executive Assistant to EVP; Victor Sella, Vice President of Labor Relations; Clay O’Neal, Regional Vice President, Southern CA Operations; Dave Jenkins, Contractor Services, Southern California; Ruby Varnadore, Labor Contracts Manager; Lucia Mixon, Senior Labor & Member Services Specialist; Sandra Kaya, Administrative Specialist; Sue Weiler-Doke, Labor Relations Consultant; Melissa Gutwald, Director of Finance & Operations; Denise Ramirez, Online Services Manager; Emmy McConnell, Senior Accountant; Michelle Hannigan, Bookkeeper; Angelica Gouig, Director of Events & Education; Christine Traina, Event Manager; Rachel Oraa, Event Assistant; Avanti Mehta, Education Assistant; Marissa Miller, Marketing & Communications Manager; Michelle Vejby, Publications Manager; Eddie Bernacchi, UCON Chief Lobbyist; Christopher Lee, Safety Consultant; Drew Delaney, Mike Buckantz, Regulatory Consultants
Elevating the Industry
The Driving Force In Everything We Do
By Emily Cohen, UCON EVP LABOR
Building Relationships
Through Partnering—Southern CA
By Victor Sella, UCON VP of Labor Relations, and Clay O’Neal, Regional VP, Southern CA
8 MORE INSIDE: 20 LEAD - BUILT ON TRUST 30 NEXT UP - EDUCATION 32 NEXT UP - EVENTS 34 SCHOLARSHIP PROGRAM 36 UCON PAC 40 WE ARE UCON 42 LAST CALL 12 FACES UCON’s Public Works Summit, Anaheim 24 INDUSTRY BUSINESS STRATEGIES people | technology
This month’s issue focuses on proven strategies to strengthen your business. At UCON, this topic is where we live. From the top down, our entire team is focused on the best ways to support your success, your business, your people, and the greater industry. It’s why we exist.
On that same note, we have an important and exciting announcement. Effective March 13, the Engineering Contractors Association (ECA) has merged with UCON. ECA has served underground and heavy construction professionals in Southern California since 1976, providing regionally focused advocacy, education, and labor relations.
The merger will strengthen the voice of union-signatory heavy-civil construction contractors across the state while expanding UCON’s services, advocacy, and support for the industry. The merger is a reflection of United Contractors leadership for California’s union contractors, and our commitment to serving our 430 UCON contractor members of all sizes and across all regions. It is our privilege to have earned the trust of ECA contractors, and we look forward to building upon their great work in the Southern California region.
Please know this—As UCON expands, our mission and work remain the same: Delivering first-class service, and a relentless commitment to our members while developing the next generation of industry leaders.
Here’s some of what that is looking like in the first half of 2023:
UCON’s Professional & Leadership Development Program is unrivaled in the industry. This year alone we offer more than 50 courses centered squarely on the growth & development of your people at all levels.
UCON’s PD courses don’t just sharpen skill sets; they’re designed to strengthen employee engagement and deepen their leadership capabilities. (See pages 30-31 for UCON’s April and May 2023 Professional Development Classes, and visit www.unitedcontractors.org/calendar for our class catalog).
Now in its sixth year, UCON’s Executive Leadership Development Program (ELDP) offers industry owners, principals, and C-suites the unique opportunity to enhance your business and leadership skills alongside industry peers. This high-caliber 2-day program is offered to a select number of candidates whom our Board of Directors has identified as established or emerging industry leaders. If you want to know how serious UCON is about developing the next generation of leaders, the entire program is underwritten by the Board, viewing it as a long-term investment in UCON and the industry. To date, we’ve graduated more than 115 owners & leaders from this program. Learn more about UCON’s ELDP in the next issue of our UCON Magazine.
UCON’s Government Advocacy & Political Action Committee are driving powerful positive change for the greater industry. The direct engagement and support of our members has accelerated UCON’s political influence and success in securing the market share and improving the business environment for California’s union contractors. This year, UCON is hosting our first Southern California PAC fundraiser
in addition to our Northern California fundraiser. (See pages 36-38 for invitation details.) UCON’s Political Action Committee is critical in our fight to defend the industry. Our PAC fundraisers also serve as premier networking events for industry leaders across who step up to support UCON’s mission at the highest level. We encourage every member to get involved.
At UCON, we know that elevating the industry isn’t just a slogan—it’s a mindset that drives us every day to deliver the best possible service, support, and resources for our members. As we expand our reach and welcome the Engineering Contractors Association members into the UCON family, we are more committed than ever to serving as a catalyst for powerful, positive change for the union construction industry.
Whether it’s through our unparalleled professional development programs, top-tier executive leadership
AT UCON, WE KNOW THAT ELEVATING THE INDUSTRY ISN’T JUST A SLOGAN— IT’S A MINDSET THAT DRIVES US EVERY DAY TO DELIVER THE BEST POSSIBLE SERVICE, SUPPORT, AND RESOURCES TO OUR MEMBERS.
training, our dedicated government advocacy and political action efforts, or more, UCON is committed to helping our members succeed and thrive. We believe that when we elevate the industry, we all benefit.
We are honored to work alongside all of you as we continue to shape the future of this industry in California and beyond. z
Certifications:
UCON continues to solidify our presence in Southern California with Industry Partners Meetings (IPMs) with our union partners. Earlier this year, we held our first in-person meetings (we were on Zoom last year) with the Southern CA Laborers and Operating Engineers Local No. 12. Below is a brief summary of those meetings. If you’re interested in joining any of UCON’s craft committee or attending future partnering meetings, reach out to one of us at vsella@unitedcontractors.org or coneal@ unitedcontractors.org.
On January 9-10, UCON and the Southern California Laborers held our Industry Partners Meeting (Partnering 365 Meeting) in Ontario, CA, attended by over 40 UCON contractor members, labor relations staff, and representatives from Laborers leadership. The program focused on relationship-building and discussions, which addressed critical issues and challenges of our industry. Key topics included training and apprenticeship, the political landscape, skilled and trained workers, the economy, and organizing. UCON and the Laborers will continue working together to create solutions on these issues throughout 2023 and into the future.
On February 24, UCON and OE12 met for our first in-person partnering session. The meeting fulfilled a promise made during negotiations to explore what our contractors and the union could achieve together by working throughout the bargaining cycle, not just at the bargaining table. Invitations were extended to UCON’s OE12 craft committee members, which include Pavement Recycling Systems, Granite Construction Company, Teichert, Conco, Kiewit, Toro Enterprises, JMH Engineering and Construction, Dees-Burke Engineering Constructors, Stacy and Witbeck, Anvil Builders, and Blue Iron Foundations & Shoring.
Although this was the first meeting of its kind for UCON and OE12, the agenda followed a template refined by UCON’s 10+ years of experience facilitating working sessions between contractors and unions. The idea that collaborating on common issues can improve labor relations was reinforced by a series of action items developed during the 3-hour session on topics like increasing apprenticeship utilization, joint organizing, enhancing union market share on fire clean-up projects, developing field-level leadership training, etc.
In the end, the success of partnering will be defined not by what we say we’re going to do, but what we actually do to improve conditions for union contractors. Stay tuned in the coming month for more on the topics listed above. z(Left) Clay O’Neal, UCON Regional VP – Southern CA; from Southern California District Council of Laborers (SCDCL) Jon P. Preciado, Business Manager, Ricardo Sepulveda, Rick Smiles; and Dave Sorem, Mike Bubalo Construction Company; (above) Hertz Ramirez, SCDCL, with Lucia Mixon, UCON’s Senior Labor & Member Services Specialist, and SCDCL’s Anthony Mireles.
4,782 CLASSES PERFORMED
1,881 APPRENTICESHIP GRADUATES
26,957 STUDENTS TAUGHT
UCON’s Labor & Member Services team answers over 200 member questions every month! UCON has helpful member resources available 24/7 in the Contractor Resources Library. To access the Contractor Resources Library, visit unitedcontractors.org and log in. You may also reach out to our team of experts at (925) 855-7900 or memberinfo@ unitedcontractors.org. Here are some of your most recent questions.
Q: Are there any special pay rates for when I’m training my employees?
A: Under California law, if an employer directs an employee to attend a training, time spent in that training is considered compensable time and therefore triggers payment of wages and fringes. However, if an employee volunteers to attend a training, various CBAs across the state allow contractors to pay wages and no fringes (or only H&W) for those hours up to a yearly maximum. Some craft agreements also specify that to qualify for this pay arrangement, the training cannot be for a skill or certification that is required to perform field work.
UCON Resources: Non-Mandatory Training Pay Chart (Statewide); Compensation for Training
Q: We have a project where some of our employees will be required to spend the night. How much do we pay in per diem / subsistence?
A: Each CBA specifies the geographic areas where an hourly or daily supplement must be paid for employees working in certain areas. However, even if the project is
not in a subsistence area or zone, you are still obligated under the law to pay for or provide lodging on top of whatever supplement is owed. If the agreement you’re working under doesn’t include a per diem, it’s also advisable to add a little extra to cover meals. Finally, the way you pay per diem can be taxable to the company or the employee depending on how it’s paid, so it’s also advisable to consult with your tax accountant.
UCON Resources: Travel Time Pay and Subsistence Overview – Best practices when paying per diem under California and Federal labor laws. Subsistence and Travel Pay Chart – Reference chart for when and what is owed per the CBA.
Q: We have an employee who worked on a holiday but did not work the rest of the week. Do we still have to pay him holiday pay?
A: Yes, holiday pay (typically double time) is owed whenever an employee works on a holiday specified in the CBA or regardless of the number of hours or days the employee worked that week.
UCON Resources: 2023 Holidays Recognized by Union (N. CA & S. CA/SD)
MEMBERS ONLY BENEFIT:
On-Demand in UCON’s Education Library— Sign in to the United Contractors website, or select the Members Only icon in the UCON App to access members-only content, including recorded education classes like the ones mentioned (Special Shifts Topic).
Q: Can we have a special (single) shift that’s just on the weekend?
A: Weekends are subject to overtime pay so they’re not considered part of a special single shift or special shift. However, many CBAs have provisions allowing for jobs to start on Sunday night at the shift rate. Note that starting the workweek on Sunday night may change how overtime and double time is paid on Saturday and Sunday, depending on the CBA rules.
UCON Resources: Establishing Special Single Shifts Chart (N. CA); Establishing Special Shifts Chart (S. CA); Deciphering Special Single Shifts (N. CA); Deciphering Special Shifts (S. CA); Recordings of recent webinars on Overtime & Special (Single) Shifts for both N. CA and S. CA.
Q: We’re a small company. How do I know which leaves of absence apply to my company and whether they apply to union employees? And do I have to pay sick leave to union employees who work in a city with a local paid sick leave ordinance?
A: UCON has a quick reference chart that helps you determine which of the many types of leaves of absence (both state and federal) apply to your company. All of these leaves of absence apply to your eligible employees, whether they are in the union or not, but how you pay benefits when required will differ. We also have a chart of state and local paid sick leaves that tells you whether or not there is a CBA waiver for any union employees.
UCON Resources: California Employer Leaves of Absence Chart; UCON Paid Sick Leave CBA Waivers Statewide
By Julie Silard Kantor, Twomentor
Mentoring is important in every industry—including construction. Even though there are many internships and apprenticeships available to contractors, those programs are typically available to teach a trade. A mentorship program has another objective—to give new employees, supervisors and managers the opportunity to learn from seasoned leaders. It also allows for senior leaders to learn from their younger associates.
Mentoring was once considered a “nice-to-have” program to help supervisors and managers achieve their goals. Mentoring is now considered a “musthave” program for all employees in most industries. Mentoring provides the opportunity for everyone in the organization to have a safe space to discuss career goals and objectives while being guided by someone with experience in the area. The role of a mentor is to focus on the professional and personal growth and development of the mentee, develop the mentee’s long-term management and leadership skills, and to work with the mentee on critical decision-making skills.
The mentoring relationship can be mutually beneficial to both the mentor and mentee as they inspire, innovate, learn and grow together. Warren Berger, the author of “A More Beautiful Question,” states that when the world gets more complicated and complex, people need to question more because they must be learning and changing. Berger asserts that people need questioning now more than ever. The mentoring relationship is the perfect place to build construction employees’ capacity to grow as questioners and active listeners.
A study from Premiere Global Services (PGi.com) focuses on the millennial mindset. Of the millennials who participated in the survey, 71% stated that they wanted meaningful connections at work and hope to find a “second family” in their coworkers. Additionally, 75% of the millennials surveyed view mentoring as crucial to their success.
In the same survey, 70% of non-millennials said they are open to reverse mentoring. They acknowledge that 20- and 30-somethings have more technical knowledge and engage in more innovative practices than their older counterparts. Generations of employees can therefore learn from each other through mentoring.
Most millennials named “not a good cultural fit” as one of the top reasons why they left their job in the first three years. To retain this cohort in the workforce, contractors need to align their culture to meet the needs of millennials. This should help a multigenerational workforce to have a more meaningful support system and better connections on the job.
Mentoring programs are critical to promoting diversity and inclusion efforts. In general, they help employees develop a sense of belonging, support traditionally underrepresented groups, increase promotion rates, and foster understanding between cultural groups.
One study by Frank Dobbin and Alexandra Kalev at Harvard University analyzed the impact of mentoring, voluntary training, self-managed teams, cross-training, college recruitment, diversity task forces, and diversity managers on the representation of African American, Hispanic, and Asian men and women at the manager level. The researchers found that mentoring had the largest impact of all strategies, resulting in an increase of representation of minorities at the manager level by 9% to 24%.
Many organizations recognize the impact of mentorship on advancing diversity and fostering inclusivity. However, many companies rely on informal mentorship. They recommend that employees’ mentor but not offer support such as resources, funding, mentor matching and a formal process. If the intent of the program is to promote diversity, it is simply not realistic to expect that informal mentorship will achieve this goal.
Continued on next page
THE MENTORING RELATIONSHIP CAN BE MUTALLY BENEFICIAL TO BOTH THE MENTOR AND MENTEE AS THEY INSPIRE, INNOVATE, LEARN, AND GROW TOGETHER.
through formal programs. Formal mentoring programs offer an established, credible, and supported way for men to mentor women and minorities.
Study after study proves that there is no downside to mentoring if the program is well-engineered. Mentors and mentees are more engaged and better positioned for advancement. Engagement equals retention and retention saves time and money. Across the board, companies that invest in formal workplace mentoring programs experience substantial returns on their investment. DDI World disclosed in its Mentoring Global Leadership Forecast (2018) that 54% of organizations in the top third of financial performance have formal mentoring programs, as opposed to 33% of organizations in the bottom third. z
Non-member: Early-Bird $310; Standard $325
(Early-Bird pricing expires May 14)
Location: San Ramon Marriott, San Ramon
2600 Bishop Drive, San Ramon, CA 94583
September 21 – Fearless Field Leader (Southern CA)
Thursday, September 21; 4:30pm-8:00pm
Class Style: In-person | Class Limit: 100
Cost – Member: Early-Bird $210; Standard $225 |
Non-member: Early-Bird $310; Standard $325
(Early-Bird pricing expires August 21)
Location: Long Beach Marriott
4700 Airport Plaza Drive, Long Beach, CA 90815
“These 3 hours of your time will open your eyes to untapped success”
“I came in ready for just another motivational talk, but came away with a new mindset.”
Julie Silard Kantor is the founder and CEO of Twomentor, a high impact company that offers managed mentoring services and training. She can be contacted at 1 (833) 5 Mentor or Julie@Twomentor.com. This article appeared in Construction Executive, constructionexec.com.
Bakersfield 3105 Gateway Ave (855)376-5050 Dublin 6400 Sierra Ct, Ste G (844)829-1910 Fresno 4569 E. Home Ave (888)585-8137
Napa 10 Enterprise Ct (800)675-2656
425 Market St (877)689-7223
Sacramento (I-50) 8400 24th Ave (800)267-1444
Sacramento (I-80) 5425 Stationers Way (844)717-8579
San Carlos 1691 Bayport Ave (888)700-3349
San Francisco 200 Florida St (877)686-7223
San Jose 630 Quinn Ave (800)619-4723
San Rafael 1151 Andersen Dr (888)454-8282
Santa Clara 605 Laurelwood Rd (877)685-7223
Advanced technology has infiltrated nearly every aspect of the construction value chain, and heavy civil and infrastructure contractors are leading the way.
• Equipment tracking
• Robotic total stations
• Ground-penetrating radar (GPR)
• Light Detection and Ranging (LiDAR)
• Global Positioning Systems (GPS)
• Building Information Modeling (BIM)
• Laser guidance, drones, and robotics
• Machine vision, object, and person detection
• Advanced sensors to track infrastructure wear and maintenance needs
There isn’t an aspect of the construction industry untouched by technology. From what we do on the job site to how we manage our schedules and budgets. And the transformation is beyond cosmetics and convenience.
Digitization marks a shift in the industry’s need to make up lost ground in safety, productivity, and profit.
The digital technology that contractors use in the field has dramatically improved safety, productivity, and resource utilization. These digital tools help workers complete projects faster, with greater accuracy and less injury, which is fantastic.
However, there’s often a missing piece—connecting the field with the office. As great as technology is in the
field, the benefits of real-time collaboration between the office and the field are even more remarkable. By leveraging real-time data from the field, managers can analyze their margins, identify their opportunities, and optimize their processes to improve.
Fully integrating field systems with business processes can drive significant revenue growth and increase contractor profits—this is what it means to be ‘Digitally Mature’, and it’s well worth the effort.
Deloitte research[1] confirms that companies with higher digital maturity are about three times more likely to report annual net revenue growth and net profit margins significantly above their industry average (see chart below). In fact, the higher a company’s digital maturity, the greater the likelihood of improved financial performance, worker safety, and organizational resilience. So, where to begin?
The first step in any construction project is always surveying the existing conditions, and the road to digital maturity is no different. There are four levels of digital maturity:
DIGITAL NOVICE: At the novice level, companies have limited digital capabilities and rely mainly on manual processes.
• They may use some digital tools, but these are not integrated, and there is no digital strategy in place to optimize their operations.
• Communication between the office and the field is spotty and disjointed, mostly through phone calls, text messages and field photos.
• Managers often make decisions without critical information or with outdated data.
DIGITAL JOURNEYMAN: At the journeyman level, companies have integrated digital tools and processes and have a basic digital strategy but still lack a wellfunded digitization program.
• Management recognizes the benefits and advantages of real-time data. Still, most of the team’s digital efforts are ad hoc and only adopted as required to meet spec or project owner demands.
• Digital journeymen have integrated technology into their daily office workflows but have yet to integrate with the field.
DIGITAL SENIOR: Companies achieving digital senior status have a long-term strategy and advanced digital capabilities.
• Digital seniors have eliminated manual processing and integrated digital tools in the office and the field.
• Managers make decisions based on real-time reporting, and a growing body of knowledge culled from data collected on past projects.
• C-Suite executives have complete 360-degree visibility into their operations and can plan long and short-term strategies to capitalize on emerging opportunities.
DIGITAL CITIZEN: The digital citizen has harnessed the full suite of digital tools and processes to their strategic advantage.
• Artificial Intelligence (AI)
• Automation
• Machine learning
• Predictive analytics
• Augmented Reality (AR), Virtual Reality (VR)
• The Internet of Things (IoT) is in use and commonplace
Digital citizens are on the cutting edge of digital innovation and have the digital technology that fuels their expansion into emerging markets. They become the go-to experts in the industry and the easy choice for project owners and developers.
You know what’s next. The only way to progress is to have and execute a solid plan, right? But technology constantly evolves, and with the current investment rate in construction technology, digital maturity will be a life-long pursuit. To stay current with emerging technologies, be open to adapting your vision and roadmap as needed. But the good news is, you can begin your journey right where you are.
Continued on next page
Establish your vision, roadmap, and milestones. After assessing your company’s current level of digital maturity, establish a vision for where you want to be.
This vision should align with the company’s overall goals and include a roadmap with achievable milestones and an action plan to meet those milestones, just like you would on any other project. Your roadmap may include milestones such as implementing BIM for all projects or GPS machine tracking for all your equipment, investing in machine learning and artificial intelligence, or adopting a cloud-based project management system.
Determine your budget.
The good news is that the most straightforward integrations save the most time and money. And that means you can use the ROI to fund more significant improvements over time.
For instance, consider the savings of simply automating your payroll process. According to the 2021 JBKnowledge ConTech report[2], only about 60% of construction firms use technology for daily reporting and time management. That means the other 40%-50% of organizations still use manual entry timecards for their employees. So, either a supervisor is responsible for clocking time for her crews, or each employee is submitting their own.
Then, the office staff has to:
• Decipher the hand-written timecards
• Manually enter the data into the payroll system, accounting software, or ERP
• Expense the time against the correct project, work package, or task group
• And process payroll
Imagine saving ten person-hours a week[3] or 520 person-hours every year on this one task alone. That would net at least $25,000 annually in savings for a modest-sized firm. If you’re still manually entering hours and assigning hours worked to job sites or double-handling data, your process is likely highly inefficient. And that means money is slipping through your fingers!
Assemble your team.
The goal is to move toward more knowledgeable workers and fewer manual processes, so build your office & field team accordingly.
Your team should include strong leadership from the executive management team, IT professionals, project managers, and subject matter experts. It is essential to ensure that everyone understands the importance of digital maturity, can contribute knowledge and resources to the effort, and is committed to the vision and roadmap.
Define your schedule.
Digital transformation is a process, and defining a realistic and achievable schedule is essential. The key is creating an end-state roadmap that includes milestones with the highest level of ROI.
Deloitte’s research[1] identifies data mastery and intelligent workflows as the top two areas for investment early on. As Deloitte defines it[2], data mastery means using data and analytics to gain competitive business advantages and make more informed decisions. And intelligent workflows coordinate analytics, AI, machine learning, and automation to optimize processes with little to no manual intervention. In both cases, the easiest entry point here is employing a project management system that allows you to collaborate and share data and processes across the enterprise.
5.Celebrate your progress. Building digital maturity is a journey, and it’s essential to recognize and celebrate progress along the way. Because celebrating progress—like the time and money saved from streamlining payroll— is a great way to inspire and energize your team to keep going.
By staying current with emerging technologies and adapting the vision and roadmap as needed, digital maturity will be achievable for any organization willing to make the commitment.
The strategies outlined for reaching digital maturity in the construction industry offer a promising path towards lasting success. By embracing new technologies, fostering collaboration and communication, and investing in employee training and development, construction companies can unlock significant gains in productivity, efficiency, and profitability.
As the pace of technological change accelerates, those who fail to adapt, risk being left behind. By following these strategies for digital transformation, however, construction companies can position themselves for long-term growth and success in an increasingly competitive marketplace. z
Shanthi Rajan is a seasoned entrepreneur, CEO, and founder of Linarc, a collaborative construction management solution focused on revolutionizing the antiquated construction industry. With a strong focus on enterprise applications, Shanthi brings extensive experience in all aspects of company building, including ideation, product development, product-market fit, product strategy, team building, and go-to-market strategies. As a product leader, Shanthi is committed to delivering innovative solutions that streamline construction management operations and enhance project outcomes. Learn more at www.linarc.com, (833) 546-2720, a UCON member since 2020.
References:
1. https://www2.deloitte.com/us/en/insights/topics/digital-transformation/digitaltransformation-survey.html
2. https://contechreport.com
3. https://www.bloomberg.com/press-releases/2020-07-28/cfo-research-identifies-that-72of-finance-organizations-spend-as-much-as-520-hours-per-year-on-manual-accountspayable-tasks
By Sue Dyer, Sudyco.com
I have been President of an engineering construction company for 23 years. On our projects, sometimes we are a prime, and sometimes a sub. No matter our role, I need to get the job done. I just wonder why it is so darn hard. Any ideas are welcomed!
Tired of Working so Hard
Dear Tired,
I understand how challenging construction can be, and how rewarding as well. There are three dynamics that are always present on our jobs, but rarely understood. My hope is that understanding these, might make things easier for you.
1. Complexity — Construction is very complex, with dozens of contractors, hundreds to thousands of pages of design documents, comprehensive contracts, and each project is unique.
2. Interdependency — Everyone working on a project is interdependent. No one can just go forth and build their part. You must coordinate with all the other people on the project, so that the project is built in the sequence needed.
3. Power Imbalance — There is a fundamental power imbalance on every project. The owner has most of the power. The owner decides what to build, how it will be delivered, what is a change, and how much they will pay.
These three dynamics make it a challenge to get your project built as expected. What you really need is throughput. Throughput is the ability to pass things through a system or process to achieve a result. And projects are a system.
The idea behind lean manufacturing (and construction) is the theory of constraints, where we look for bottlenecks (constraints). These are the constraints in your “system” as you deliver your project. A constraint might be that you don’t have access to the area where you need to work, or don’t have a laydown area for your materials, the review time for an RFI or submittal is taking too long, or you need a decision to be able to move forward, or you only have one crew when you need two. Or numerous other things that constrain our projects from moving quickly. The project can only go as fast as the bottleneck will allow. So, if you can focus on helping the bottleneck increase capacity (or remove requirements on the bottleneck), this allows you to achieve improved throughput (see diagram on page 22).
In construction, because of our complexity, interdependence, and power imbalance, it can be a very big hurdle to work together to identify where you have constraints and co-create solutions, in a manner that is acceptable, so that you can achieve improved throughput.
What I’ve seen work, and sometimes create dramatic improvements, is the use of project partnering to overcome these three dynamics—complexity, interdependency, and power imbalance. Partnering creates an atmosphere where the team feels open to identify the bottlenecks, and work to improve throughput. Bottlenecks tend to show up as risks, issues, problems, and potential claims. Let’s look at how partnering helps to get throughput on your projects.
First up, complexity. Complexity grows exponentially. If you have two people, you have two lines of communication. When you are 20 people, you now have 190 lines of communication. Add to that multiple entities, complex requirements, and the need to make things work, and you can see how complexity can overwhelm a project team.
With partnering, you work to perform as ONE team focused on the success of the project. You co-create shared goals, and an issue resolution process, identify barriers (constraints) and work through them. The more you can become ONE team the more complexity will melt away. A project team that acts like ONE project team, with a shared set of goals and the ability to be open and honest, allows for communication to flow and thus the team can identify the bottlenecks. It also sets them up to make improvements. The better you get at being ONE team, the faster you can go.
Second up, interdependence. A good way to understand interdependence is to think about breathing. What if I told you to ONLY exhale? Well, eventually you would pass out from lack of oxygen. Inhaling and exhaling are an interdependent system. You need both to succeed. Such is the nature of our relationships on our projects. No one can succeed without the cooperation and help of the others to do their part. Because we are interdependent, it makes sense to create ONE strong team that can identify the challenges before they become so big that they can’t be solved and negatively impact the project (throughput).
We need to act like ONE team, because if we don’t, we will be burdened by everyone pushing and pulling in different directions. Each push and pull diminishes our ability to succeed (throughput). Most projects work against each other instead of with each other. In an interdependent relationship, that means everyone loses. Partnering aligns everyone and allows them to become ONE committed team that works together. Following up with partnering at regular intervals (based on the level of project risk) allows the
Continued on next page
team to realign, identify new constraints, and pace together, while holding each other accountable.
Third up, power imbalance. A high performing team is made up of a team of equals. You want to be able to have open, honest conversations, brainstorm, innovate ideas, solve problems quickly, and have a high trust culture. These things don’t happen by themselves when there is an extreme power imbalance between the team members. Some owners feel they need to control the conversation and what is possible. But they are really missing out of the collective wisdom of the team who could identify the potential bottlenecks before they
impact throughput; fix each and keep the project flowing so the outcomes become predictable—and maybe even extraordinary.
Project partnering works to create a high trust team of equals. It calls upon each person to share their point of view, ideas, and challenges. It helps to neutralize the extreme power imbalance that just naturally exists between the owner and others on the project team. And as a result, the owner gets a much better project that is more likely on time (or better) on budget (or better) and meets the owner’s needs!
Tired,
I hope by understanding that you have these three dynamics playing out on your projects can be helpful. Each works against success making everything much harder. When you can partner together as a project team, you can help to overcome these three dynamics and make your projects easier, and more predictable. z
Dyer, MBA, is a Master Partnering Facilitator for OrgMetrics, WSJ bestselling author and trainer on Trusted Leadership for construction leaders, and Founder of the International Partnering Institute. Send your questions for Sue to answer at suedyer@orgmet.com, (510) 504-5877.Sue
Over 200 people joined United Contractors on March 20 for our second annual United Contractors’ Public Works Summit, one of California’s largest industry and public works agency collaborations. Attendees were welcomed with remarks from US Representative Lou Correa and heard presentations from nine different public agencies, gaining insights into tens of billions of dollars in projects.
The event has brought together prime contractors, subcontractors, DBE contractors, union leaders, agency directors and managers, associate firms, industry associations, and many more. We look forward to continuing this valuable event next year!
Special thank you to our partners: Abbigail Brown with CPM Logistics, Ray Baca with ECA, Gabrielle Gonzalez with ECA, Jessica Franz Photography, Construct Your Image, LLC, and the staff at the Anaheim Hilton.
THANK YOU TO OUR UCON
ANNUAL PLATINUM SPONSORS —
Ghilotti Construction Co.
R N R Construction, Inc.
Trench Shoring Company
ANNUAL GOLD SPONSORS —
Anvil Builders
Bay Area Traffic Solutions
Chrisp Company
Granite Construction Company
Graniterock
Griffin Soil Group
Joseph J. Albanese, Inc.
PACE Supply
Pavement Coatings Co.
Pavement Recycling Systems, Inc.
Peterson Cat
R & M Paving
Smith Currie & Hancock, LLP
Stacy and Witbeck, Inc.
Sukut Construction
Sully-Miller Contracting Company
Sweeney Mason LLP
Teichert Inc.
United Rentals Trench Safety
Vulcan Materials Company
Woodruff-Sawyer & Co.
ANNUAL SILVER SPONSORS — Acrisure/PentaRisk Insurance Services LLC
Alliant Insurance Services, Inc.
Bauman Landscape and Construction, Inc.
Bay Area Temporary Sanitation
BFBA, LLP
Blue Iron Foundations & Shoring LLC
BrightView Landscape Development, Inc.
California Bank of Commerce
Carno Law Group
Cell-Crete Corporation
CliftonLarsonAllen LLP
The Conco Companies
DMZ Builders
Doyle’s Work Company, Inc.
Dynamic Office & Accounting Solutions/ Dynamic Technical Partners
Ghilotti Bros., Inc.
The Hartford
Hoseley Corporation
JCC, Inc.
Kiewit Infrastructure West Co.
Knife River Construction
McSherry & Hudson, LLC
Midstate Barrier, Inc.
Moss Adams LLP
National Trench Safety, LLC
Newfront
Silverado Contractors, Inc.
Smith Denison Construction Co.
Team Ghilotti, Inc.
Toro Enterprises, Inc.
TYS, LLP
Underground Construction Co., Inc.
Volvo Construction Equipment & Services
Walsh Construction Company II, LLC
EQUIPPED WITH SUBSITE PIPE & CABLE LOCATORS FOR “PRECISE” POTHOLES AND UTILITY LOCATES. TWO PERSON OPERATION CAN OUTDO THE WORK OF MULTIPLE TRUCKS, AIR COMPRESSOR AND MINI EXCAVATORS.
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STREET LEGAL FULLY LOADED 7 YARD CAPACITY
CALL FOR DEMO TODAY!
800-350-2595
DAYLIGHTING
POTHOLING
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UCON’s FREE Professional Development Classes— A Member Benefit
Take advantage of UCON’s Professional Development Programs—40+ classes focused on Leadership, Safety, Compliance, HR, Construction Specific and more. Most classes are FREE to UCON members.
Over 4,300 individuals from over 230 companies registered for classes last year. We have highlighted the 2023 April and May classes on the following pages. See UCON’s full Professional Development catalog, and register: www.unitedcontractors.org/calendar
For any questions regarding UCON’s programs, contact Angelica Gouig, Director of Events & Education, at agouig@unitedcontractors.org or (925) 362-7309.
By Angelica Gouig, Director of Events and Education
APRIL COURSES:
APRIL 4
Transforming Customer Complaints to Opportunities
Tuesday, April 4; 2:30pm-5:30pm
Instructor: Catherine
Brinkman, Dale Carnegie
Class Style: Virtual | Class
Limit: Unlimited
Cost – Member: FREE |
Non-member: $100
APRIL 11
Everything You Need to Know: Overtime & Special Shifts (Southern California)
Tuesday, April 11; 2:30pm-3:30pm
Instructor: Victor Sella, United Contractors
Class Style: Virtual | Class
Limit: Unlimited
Cost – Member: FREE |
Non-member: $100
APRIL 18
Control Your Calendar, Not Your Time
Tuesday, April 18; 2:30pm-4:00pm
Instructor: Eric Anderton, Construction Genius
Class Style: Virtual | Class
Limit: Unlimited
Cost – Member: FREE |
Non-member: $100
APRIL 20
Avoiding Decision Fatigue
Thursday, April 20; 2:30pm-4:30pm
Instructor: Eric Herdman, Speaker
408.337.5016
Class Style: Virtual Class Limit: Unlimited
Cost – Member: FREE
Non-member: $100
APRIL 25
On High Alert
Tuesday, April 25; 2:30pm-4:30pm
Instructor: Carol Cambridge, The Stay Safe Project
Class Style: Virtual
Class Limit: 25
Cost – Member: FREE | Non-member: $100
APRIL 27
Mind the Gaps in Wraps! Risks to Contractors in Wrap Insurance Programs
Thursday, April 27; 2:30pm-4:00pm
Instructor: Dan McLennon, Smith, Currie & Hancock LLP, and Kevin Reimers, Woodruff-Sawyer & Co.
Class Style: Virtual Class Limit: Unlimited
Cost – Member: FREE | Non-member: $100
MAY 11
Analyze Problems and Make Decisions
Thursday, May 11; 2:30pm-5:30pm
Instructor: Cayly Dixon, Dale Carnegie
Class Style: Virtual | Class Limit: Unlimited
Cost – Member: FREE | Non-member: $100
MAY 18
Transition from Doing the Job to Manager
Thursday, May 18; 2:30pm-4:30pm
Instructor: Eric Herdman, Speaker
Class Style: Virtual | Class
Limit: Unlimited
Cost – Member: Free | Nonmember: $100
EXCAVATION OF SOIL IS DANGEROUS WORK and can lead to severe injuries and even death if the excavation process is not properly addressed. National Trench Safety has a full complement of excavation support systems as well as engineering and training services to ensure you have the equipment needed to perform the job safely and effectively.
The UCON PAC has proven to be one of the most effective industry Political Action Committees for California’s union-signatory contractors. It has laid the foundation for some of our most important successes: protecting SB 1 funding, the Road Repair & Accountability Act; securing a construction carve-out for independent truckers under AB5; legislation to make 5% retention permanent policy in CA; securing the union-contractor market share in public works, defeating extreme environmental and anti-business legislation, and more. And it has paved the way for tens of billions of dollars in federal, state, and local infrastructure measures.
In 2024, there will be a record number of open seats and competitive races across California, which could shape the climate of state politics for a generation. It’s more important than ever that we fight to elect and re-elect candidates who are pro-build, pro-industry, and support union-signatory contractors.
We are pleased to invite you to United Contractors’ Annual Political Action Committee (PAC) Fundraisers.
This year we are hosting our first-ever Southern California PAC fundraiser in addition to our Northern California fundraiser. These events support our industry advocacy at the highest levels. We hope you can join us for one or both (see opposite page).
Our Southern-CA-based PAC fundraiser will take place on May 25 at Salt Creek Grille in Dana Point. Our Northern-CA-based event will take place July 20 at the home of UCON CEO Mark Breslin in Alamo.
This gathering of association and industry leaders is the primary source of support for the UCON PAC, one of our strongest and most effective tools to secure our influence in the state legislature. If you are unable to attend, please consider contributing to the UCON PAC via the form on page 38, or directly through www.unitedcontractors.org/PAC2023.
Contributing to the UCON PAC ensures that your political dollars protect and defend your business, no matter what size or specialty.
To learn more: www.unitedcontractors.org/PAC2023
Thank you to UCON’s 2023 PAC Committee:
Chris Young, D.W. Young Construction Co., Inc. (Chair)
Mike Bauman, Bauman Landscape & Construction, Inc.
Steve Concannon, Pavement Recycling Systems, Inc.
Randy Cram, Tri-West Tractor, Inc.
Bruce Daseking, McGuire and Hester
George Furnanz, Stacy and Witbeck, Inc.
Rich Gates, DeSilva Gates Construction
Dominic Sposeto, Vanguard Construction
Wahid Tadros, California Engineering Contractors, Inc.
please join us for two special evenings to benefit the ucon pac
southern california:
may 25, 2023
Thursday, 5:00 - 8:00pm
Location: Salt Creek Grille, Dana Point, CA
northern california:
july 20, 2023
Thursday, 5:00 - 8:00pm
Location: Alamo, CA, home of Mark Breslin, UCON CEO
Attend one or both special evenings. Enjoy premium wines, great food, specialty cocktails, and networking with industry leaders in support of UCON’s Political Action Committee.
The UCON Political Action Committee (PAC) exists to improve your business environment by strengthening the political voice of union contractors.
To learn more, or register, visit: unitedcontractors.org/PAC2023
Name: ______________________________________________________
Company:
q $9,000 – Industry Trailblazer
We will sponsor the UCON PAC at the following level (all sponsorships include event registration):
All Industry Champion sponsor level recognition, plus 2 tickets to both PAC fundraiser events— Southern CA (May 25 in Dana Point) and Nothern CA (July 20 in Alamo); a 1/4-page ad in UCON Magazine; special Trailblazer Sponsor gifts presented at the events.
q $6,000 – Industry Champion
All Industry Leader sponsor level recognition, plus Business card ad in UCON Magazine; special Champion Sponsor gift presented at the event.
q $3,000 – Industry Leader
All Industry Advocate sponsor level recognition plus your company logo on UCON Advocacy webpage, special Leader Sponsor gift presented at the event.
q $1,000 – Industry Advocate
2 tickets to the Southern or Northern CA PAC event (select which event when registering), signage recognition at event, and logo placed in UCON Magazine, highlighting PAC event sponsors, special Advocate Sponsor gift presented at the event.
Southern CA PAC | May 25, 2023
Salt Creek Grille, Dana Point RSVP to event by May 15, 2023:
q Yes, I will attend.
Name of Attendee and Guest:
Northern CA PAC | July 20, 2023
Alamo, CA, Home of Mark Breslin, UCON CEO RSVP to event by July 15, 2023:
q Yes, I will attend.
Name of Attendee and Guest:
q Regrettably, we cannot attend or sponsor the event, but wish to support the UCON PAC with an Advocate/Leader/Champion/Trailblazer contribution.
CONTRIBUTION INFORMATION:
q Regrettably, we cannot attend or sponsor the event, but wish to support the UCON PAC with an Advocate/Leader/Champion/Trailblazer contribution.
q Check enclosed. q Check to be delivered at event. q Online Payment at: www.unitedcontractors.org/PAC2023 For check payment, make checks payable to: UCON PAC
Should you have any questions, please do not hesitate to contact Julie Hinge, UCON Executive Assistant to the EVP, at jhinge@unitedcontractors.org, (925) 967-2466.
Business contribution limit is $9,100 per calendar year. Individual contribution limit is $9,100 per person/$18,200 per couple per calendar year. Each individual contributor needs to complete this form. Contributions are not deductible as charitable contributions.
1. 2. 1. 2.
United Contractors would like to take this opportunity to recognize and thank the following companies who are celebrating their anniversary of membership with our organization in April:
44 YEARS – 1979
Associate Member:
Rinker MaterialsConcrete Pipe Division
Cheryl Street
33 YEARS – 1990
Associate Member: Volvo Construction Equipment & Services
Rick Wolff
32 YEARS – 1991
Contractor Member: D’Arcy & Harty Construction, Inc.
Mike D’Arcy
31 YEARS – 1992
Contractor Member: Conco-West, Inc.
Mike DeRousse
30 YEARS – 1993
Contractor Members: Bauman Landscape and Construction, Inc.
Mike Bauman
Western Stabilization
Ashley Jeffery
29 YEARS – 1994
Contractor Member: Nada Pacific
Frank Lorenzen
Associate Member: Org Metrics
Rob Reaugh
28 YEARS – 1995
Associate Members: Sweeney, Mason LLP
Joseph Sweeney, Esq.
23 YEARS – 2000
Contractor Members:
Allen A. Waggoner
Construction, Inc.
Rocky Myers
Knife River Construction - Stockton
Rod Getty
21 YEARS – 2002
Contractor Member: Oak Grove Construction
Doug Hamilton
Associate Members: IAT Surety
Lori Bosshart
Rain for Rent
Larry White
17 YEARS – 2006
Contractor Member: Mike Brown Electric Co.
Samantha Mascarenhas
27 YEARS – 1996
Contractor Members: O’Grady Paving, Inc.
26 YEARS – 1997
Associate Members: Herc Rentals Inc.
Vulcan Materials Co., Western Division
25 YEARS – 1998
Associate Members: Corrpro Companies, Inc.
24 YEARS – 1999
Contractor Member: Gordon N. Ball, Inc.
Hal Stober
Tiffany Howe
Associate Member: J.S. Cole Company
Peter Almlie
16 YEARS – 2007
Contractor Members: Team Ghilotti, Inc.
Kevin Ghilotti
Trinet Construction, Inc.
Nora Hickey
13 YEARS – 2008
Associate Members: California Bank of Commerce
Erik Pierce
DHE Inc. Concrete Equipment Co.
Scott Humphrey
Lockton Companies, LLC
Emily Newell
Rogers Joseph O’Donnell
Joe McGowan
10 YEARS – 2013
Contractor Members:
Bay Area Concretes, Inc.
Jonathan Vasquez
KDW Construction, LLC
D.J. Woods
8 YEARS – 2015
Contractor Member:
BATS Traffic Solutions, Inc.
Rafael De La Cruz
7 YEARS – 2016
Associate Members:
PIRTEK San Leandro
Daniel Currid
6 YEARS – 2017
Contractor Members:
Alta Group, Inc.
Glenele Obernich
AMPCO North, Inc.
Linda Vitta
5 YEARS – 2018
Contractor Members:
APB General Engineering
Alfred Lee
Moreno Trenching, Ltd.
Jon Moreno
QLM, Inc.
Darrell Qualls, Jr.
4 YEARS – 2019
Contractor Members: Liffey Electric, Inc.
Patrick (Paddy) White
Sturgeon Electric California LLC
Kevin Nelsen
Teichert Utilities
Tom Griffith
Teichert Waterworks
Tom Griffith
Traffic Management, Inc. (TMI)
Fernando Soriano
William A. Guthridge & Son, Inc.
Richard Lee Guthridge
Associate Member: DirtMarket LLC
Rob Trujillo
3 YEARS – 2020
Contractor Member: Daleo Inc.
David Levisay
2 YEARS – 2021
Contractor Members: Hodge Western Corp.
Alex Hodge
NEx Systems
Keith Bewley
Silicon Valley Group Inc.
dba SV Group, Inc.
Scott Helf
Associate Member: SC Fuels
Jasmine Guiao
1 YEAR – 2022
Contractor Members:
A.M. Stephens
Concrete Inc.
Greg Stephens
D T S Enterprise Inc.
Dain Sorg
Park West Landscape, Inc.
Jim Tracy
Park West Rescom, Inc.
Jim Tracy
Associate Members: Alliant Consulting, Inc.
Monique Dominguez
EC Labor Compliance
Elizabeth Castro
Representing the Bay Area in Construction Contract Disputes and Collection Matters, Employment Law and Labor Relations, Business Law, Estate Planning, and Real Estate Law.
Joseph Sweeney jsweeney@smwb.com
Roger Mason rmason@smwb.com
Kurt Wilson kwilson@smwb.com
Stuart Schmidt sschmidt@smwb.com
Christoper Olson colson@smwb.com
Romin Thomson rthomson@smwb.com
Scott A. Mangum smangum@smwb.com
David Lee dlee@smwb.com
Bill Kaufman wkaufman@smwb.com
Rachael Brown reb@smwb.com
Jon Robb jrobb@smwb.com
Liudmyla (Mila) Balke mbalke@smwb.com
Laura-Lahela Ginn llginn@smwb.com
Nathaniel Lucey nlucey@smwb.com
Caitlin Kaufman ckaufman@smwb.com
UCON welcomes the following ECA contractor and affiliate members as we grow and strengthen the voice of our 430+ union-signatory contractor members and the greater industry.
United Contractors empowers, advocates for, and supports California’s union contractors. We are relentlessly committed to serving the needs of our members while building the next generation of industry leaders.
Actek Manufacturing & Engineering Inc.
Adamson & McGoldrick Insurance Solutions
Alcorn Fence Company
Aldrich CPAs + Advisors LLP
Alhambra Foundry Co., Ltd.
Andrade & Associates
ArrowTek
Associates Environmental, Inc.
Atkinson, Andelson, Loya, Ruud & Romo
Bali Construction, Inc.
Blue Bridge Financial, Inc.
Butier Engineering Inc.
C P Construction Co., Inc.
Cadiz, Inc.
California Auger Boring
California Boring Inc.
Calstate Pipelines Inc.
Carno Law Group
Cavignac
Charles P. Crowley Co.
Cheryl’s Underground Construction
Chief Engineering Co., Inc.
Clarke Construction Corp.
Coastline Equipment
Colich & Sons, LP
Commercial Surety Bond Agency
Contractors & Developers
Bonding & Insurance Svcs., Inc.
Cox, Castle & Nicholson, LLP
Dan J. Peterson Company
Dirtonu, Inc. (dba Murow Dev. Consultants)
Eide Bailly, Inc.
ERM Insurance Brokers
Ferguson Waterworks
Ferreira Construction Co. Inc.
dba Ferreira Coastal Construction Co
Frontier - Kemper Constructors
Fryman Management Inc.
G & F Concrete Cutting, Inc.
Garrett/Mosier Insurance
GHD
Gladding McBean
Golden State Boring & Pipe Jacking, Inc.
GRBCON Inc.
Griffin Contract Dewatering, LLC
Hardy & Harper, Inc.
Hobas Pipe USA, Ltd.
Hunt Ortmann Palffy Nieves
Darling & Mah, Inc.
J R Pipeline Co., Inc.
J.F. Shea Construction Company, Inc.
J.W. D’Angelo Co. Inc.
JD Barlow Construction LLC
JHS CPAs, LLP
Joints
Kordich Construction, Inc.
Leatherwood Construction, Inc.
LECET Southwest
Lesron Surety Insurance Agency
Liberty Mutual Surety
M G Construction
M N R Construction, Inc.
Manhole Construction Specialist
Marcum LLP
Metro Builders & Engineers Group Ltd.
Metropolitan Water District of Southern California
Mike Bubalo Construction Company
Mike Hixson Backhoe Service Inc
Mike Prlich & Sons, Inc.
Mission Clay Products, LLC
Mission Rubber Co.
Mladen Buntich Construction
Mocon Corporation
Monteleone & McCrory, LLP
Moran Manhole Builders, Inc.
Mulder Inc.
Murray Company
Myers & Sons Hi-Way Safety, Inc.
National Plant Services
National Ready Mix/United Concrete Companies
National Trench Safety
Nitro Associates Construction
Consultants
Northwest Pipe Company
O’Duffy Construction
Ogletree, Deakins, Nash, Smoak & Stewart PC
Old Republic Surety
Pacific Southwest Administrators
Palp Inc. dba Excel Paving Company
Pascal & Ludwig Constructors
Patriot Risk & Insurance Services
Performance Pipeline Technologies
Peterson Pipeline, Inc.
Pipe Tec, Inc.
Poseidon Resources, LLC
Pre-Con Products
Quinn Company
Ramona Inc.
Rebuild SoCal Partnership
Rendon & Associates
S.E. Pipe Line Construction Company
Salamirad, Morrow, Timpane & Dunn LLP
Sancon Technologies, Inc.
Smith Emery Company
Snell & Wilmer LLP
Sonsray Machinery
South Bay Foundry Inc.
Southern California Barricades
Southern California Group
Stater Bros. Development, Inc.
Strive Concrete Cutting, Inc.
Sullivan Curtis Monroe Insurance Services
Tax & Financial Group
Tenna
Tenstreet Construction
Terrain Engineering, Inc.
Tetra Tech, Inc.
Thompson Pipe Group
Tom Grbavac & Sons, Inc.
Tomovich & Associates
TPR Traffic Solutions
Traffic Management, Inc.
Travelers Bond & Specialty Insurance
Trebor Shoring Rentals
Trench Shoring Company
Turner Surety and Insurance Brokerage, Inc.
Underground Manholes
United Rentals Trench Safety
Van Diest Bros., Inc.
Velarde Concrete Construction
Venbrook Insurance Services
Vulcan Materials Company
Warrior Machinery LLC
West Coast Sand & Gravel, Inc.
Western Rentals/Scott Eqpt.
Western Water Works Supply
