et feb 2016 final · 2018-04-01 · [email protected] southeast governor chuck hesselbein, cpe...
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ET TODAYESTIMATINGAmerican Society of Professional EstimatorsFeb/Mar 2016
Technical Paper Page 7HTETCO a Medical Office BuildingUsing Conceptual BIM (Dprofiler)
Haven’t Attended AChapter Meeting Lately?See Page 30 for meeting times.
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EditorPatsy M. Smith
AdvertisingPatsy M. Smith
MissionTo serve Construction Estimators by providing
Education, Fellowship & Opportunity forProfessional Development
Estimating Today is the official publication of TheAmerican Society of Professional Estimators.Material in this magazine may not be reproduced inany form or by any means (electronic, mechanical,photocopy or otherwise) without permission fromthe editor. It is the policy of the Society that allmaterials submitted for publication become theproperty of the Society and may or may not bepublished, in whole or in part, at the discretion ofthe editor.
Opinions and views expressed by contributors donot necessarily reflect the position of ASPE,Estimating Today, or its staff.
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American Society of Professional Estimators2525 Perimeter Place Drive, Suite 103Nashville, TN 37214615.316.9200 (Phone)888.378.6283 (Toll Free)615.316.9800 (Fax)
Patsy M. SmithExecutive [email protected]
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●Human Resource●Annual Meeting Planning●Advertising●Marketing●Tradeshows
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Board of Trustees 2015-2016PresidentDoyle T. Phillips, [email protected]
Northwest GovernorTom [email protected]
First Vice PresidentMarcene N. Taylor, [email protected]
Interim Southwest GovernorJoseph A. Flemming, [email protected]
Second Vice PresidentBruce A. Schlesier, [email protected]
Central Plains GovernorMel G. Cowen, [email protected]
Third Vice PresidentMike A. Alsgaard, [email protected]
Southeast GovernorChuck Hesselbein, [email protected]
Immediate Past PresidentJoseph A. Flemming, [email protected]
Northeast GovernorJames G. Hanna, [email protected]
Treasurer (Appointed)Chris Morton, [email protected]
Legal Counsel (Appointed)Jason Isaacson, Evans Law FirmChattanooga, TN
ET TODAYESTIMATINGFeb/Mar 2016
Talisha Huddleston
● Certification
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From the PresidentDoyle T. Phillips, FCPE
MessageWhere Do You Rank Yourself?I had an interesting video passed on to me the other day by ourEVP of Operations in our Southwest region of Nabholz. Knowingthat he is not one to just forward things at a whim I decided totake the approximately six (6) minutes of time to look at it. It isabout the 100 – 0 principle. Many of you may already be familiarwith the principle. If you are then just bear with me because Ifeel it is a very appropriate time in our organization to bring theconcept to the forefront of our thoughts and actions.
If you have been following my messages you are well aware ofsome exciting times that are coming in our Society. A small groupformed from the Board of Trustees has been working with a con-sultant, Maxie Carpenter on a viable Strategic Plan that will bringour Society in line with the current time and practices for non-profits and put us in a position to not only survive but return to acontinuum of growth that will strengthen us more than we haveknown in our history. The strategic planning group, along withthe entire board and staff are 100% committed to this new direc-tion. At our upcoming board meeting in March we will be work-ing on a unified communications plan that you will hear moreabout in our regional meetings in the spring. That is the reasonfor the strategic planning group asking that those meetings beheld after the board meeting.
Now back to the relevance of the 100 – 0 principle. As we look toour future filled with some new directions and revisions of ourcurrent structure, people will be faced with choices. This princi-ple is basically talking about taking 100% responsibility and 0%excuses. It describes six (6) differences between stepping up andstepping back. We all know that a successful team or organiza-tion is one where the membership steps up.
I will admit that after my initial review, when applying the appli-cation to my leadership at Nabholz I honestly had to give myselfa ranking that was short of 100% when looking at my completeeveryday status. When you review the principles you will find outthat to remain 100% all the time takes a deliberate effort. If wedo so the results have great potential.
In brief here are the differences with the 100% ranking listed firstin the row and the 0% ranking listed second:
● Positive / Optimistic vs. Negative / Pessimistic● Initiator vs. Victim● CAN Do vs. CAN’T Do● Speaking Up vs. Staying Quiet● Listening In vs. Tuning Out● Constructive vs. Complaining
As we approach our upcoming changes I can tell you with confi-dence that the majority of your current leaders are 100% in orhave voiced their commitment to be so. That is what is beingasked of individuals seeking leadership in our Society from thispoint forward. If we truly want to turn our Society around andgrow again, we must have the commitment to be 100% in. Forthose that wish to see the principle in more detail, you will find ithere: link
I want to close out this month leaving you with the question“where do YOU rank? Will you step up, or be one that stepsback?” As your current President, my efforts are focused onstriving for 100% each and every day in my work for our greatorganization. Until next month.
God Bless!
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A Medical Office Building Using Conceptual BIM (DProfiler)
HOW TO ESTIMATETHE COST OF
Christopher A. Wilson, CPE is a Senior Cost Managerwith Cumming Construction Management in SanDiego, CA. Chris graduated from Montana StateUniversity with a B.S. in Mathematics and anemphasis on Statistics. After a brief stint as a DataAnalyst, Chris transitioned into Construction andreceived a Certificate of Construction Estimatingfrom San Diego State University.
He has been working for Cumming for the past 10+years on a wide array of projects including those inthe Healthcare, Hospitality, Gaming, and EducationalSectors. His main focus has been on Estimating andQuantity Surveying for all non-Mechanical/Electricaldivisions using software programs such as On ScreenTakeoff, DProfiler, and Microsoft Excel.
By: Christopher A. Wilson, CPESan Diego chapter #4
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● Section 1 - Introduction
● Section 2 - Types and Methods Measurements
● Section 3 - Special Factors to consider
● Section 4 - Overview of Labor, Material, Equipment, Indirect Costs and
Markups
● Section 5 - Special Risk Considerations
● Section 6 - Ratios and Analysis
● Section 7 - Miscellaneous Pertinent Information
● Section 8 - Sample Plan - Napkin Sketch
● Section 9 - Sample Estimate - Takeoff & Pricing Sheets
● Section 10 - Glossary
Table of Contents
SECTION 1 - INTRODUCTIONWhen someone is considering how to create a budget when they have nothing more than a napkin sketch, the easiest thing to do isgo look at their historical data and multiply the area of the building times the average cost per square foot of their benchmarks. Butlater on, when the building actually has a design and they’re able to create a more detailed estimate, they know that it’s very likelythat their budget has missed the mark either high or low by +- 20%. And they don’t have any backup to their budget costs to reallyknow what trades are trending higher or lower. This is where they need to start thinking about different tools they can use to be ableto provide detail at a conceptual level.
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The intent of this paper is to describe the approach that one cantake to create a detailed conceptual budget for a new MedicalOffice Building using a 3D BIM modeling tool called Dprofiler.
Master Format 2004Main CSI Division
● Division 01 - General Requirements● Division 03 - Concrete● Division 05 - Metals● Division 06 - Woods & Plastics● Division 07 - Thermal & Moisture Protection● Division 08 - Doors & Windows● Division 09 - Finishes● Division 10 - Specialties● Division 11 - Equipment● Division 12 - Furnishings● Division 13 - Special Construction● Division 14 - Conveying Systems● Division 21 - Water Suppression● Division 22 - Plumbing● Division 23 - Heating, Ventilating, & Air Conditioning● Division 25 - Integrated Automation● Division 26 - Electrical● Division 27 - Communications● Division 28 - Electrical Safety & Security● Division 31 - Earthwork● Division 33 - Utilities
Brief DescriptionIn order to create a detailed budget estimate, one of the toolsavailable is a software package called Dprofiler that was createdby Beck Technology and launched commercially in 2006.Dprofiler is a 3D BIM modeling tool that can be used at a veryhigh conceptual level. Sketches or floor plans can be loaded intothe software and used as references to create simple 3D massesof the building that’s being budgeted. Once the mass has beencreated, then grid lines can be added to create floor slabs andthe exterior cladding of the building can be measured. Then, allof the interiors can be added using historical metrics to create acomplete estimate. This estimate can be tracked as the projectgoes along and compared against subsequent estimates. Someof the advantages of creating this type of estimate at such anearly stage are that one will be able to see a visual representa-tion of what the project could look like as well as have a compre-hensive document that shows what the budget was based on.Estimating can largely be thought of as an “art” at the early stag-es of design and as a “science” at the later stages of design. Thispaper will describe the process one can take to use Dprofiler to
create a conceptual estimate and try to blend both “art” and“science” together at this early stage.
SECTION TWO - TYPES AND METHODS OF MEASUREMENT
Types of MeasurementThere will be many types of measurements in this paper, includ-ing area measurements by square foot (SF), linearmeasurements by linear foot (LF), volume measurements by cu-bic yard (CY), measurement of counts by each (EA) andpairs (PAIR), measurement of weight by pounds (LB) and tons(TON), measurement of stairwells by flights (Flight),measurement of elevators by stops (STOP), and measurement ofallowances by lump sum (LS).
Methods of MeasurementThe method by which the estimate line items will be measuredwill vary in three different ways:
1. Actual measurement – this means that a quantitytakeoff will be performed within Dprofiler and the mea-surement will be added to the estimate as a line item.2. Approximate measurement – this means that a data-base of historical metrics will be used to generate quan-tities for these line items.3. Gross Floor Area (GFA) measurements – this meansthat the total area of the building will be used as thequantity and a historical cost database will be used as abasis for the Cost per Square Foot.
Here are the steps required to create the estimate:1. Sketches / floor plans / site plans are uploaded into the soft-ware as reference points. (See image on page 13)2. The shape of the building is traced onto the sketch and oncethe area has been drawn it can be pulled up to the proper heightof the building. This will calculate the total area of exterior clad-ding.
a. Different materials are drawn on the exterior of thebuilding mass. This can be done by actually drawing thedoors, windows, and other materials to create actualquantities. Or a blended material can be created to allo-cate a certain percentage of the different materialswhich uses approximate quantities. For example, ablended material can be created allocating 30% glazing,20% metal panel, and 50% plaster.
3. Floor to floor heights will then be added to create the slabswhich will calculate the total Gross Floor Area of the Medical Of-fice Building.
a. The Gross Floor Area should be close to the areayou’re told the building should be – if it’s not then the
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sides of the building can be pushed or pulled in or outto reduce or increase the Gross Floor Area of the build-ing as necessaryb. Assemblies will be added to the floor slabs to buildup the total cost of each slab. For example, the firstfloor slab will contain the assembly for the Slab onGrade components along with calculations for thefoundations depending on the foundation type. For theupper floor slabs, the user will need to select what typeof slab it is. If there’s structural steel, then that willneed to be added on a pounds per square foot basis tocreate an approximate quantity.
4. Unique Features are added to the outside of the Medical Of-fice Building.
a. This includes items such as canopies or roof screensas well as any other miscellaneous exteriorcomponents.
5. Costs are applied to the Interiors of the Medical Office Build-ing
a. For items such as casework, doors, interior glazing,partitions, floor and ceiling finishes, and specialties -these will be based on historical metrics to create theapproximate quantities.b. For the Mechanical / Electrical / Plumbing (MEP) sys-tems – these are based on an average Cost perSquare Foot from historical data and are applied on thetotal GFA of the building.
6. The entire Estimate is reviewed and revised as necessary tomake sure it is as accurate as possible and reflects historicalbenchmarks.
SECTION 3 - SPECIFIC FACTORS - Effects on Takeoff and PricingSome factors to consider when creating a detailed budget esti-mate:1. Date of Historical Benchmarks (Escalation) – because many ofthe historical projects could have been completed in differentyears, they need to be escalated up to the present day to makesure the cost data is current.2. Geographic Location of Project – this can affect the unit ratesof the line items in many different ways. The labor rates are dif-ferent for different parts of the country, there could be specificcode requirements to take into account such as OSHPD in Cali-fornia, or there could be unions in the area and if it’s a union jobthen those costs must be taken into consideration. If the loca-tion is in a secluded area and labor needs to be pulled from out-side then this is also a factor.3. Shell Space – it’s important to verify whether any areas withinthe building are going to be “shelled” meaning that there will beno interior fit-out in those areas. This could greatly impact yourhistorical data since the costs of buildings with shell space willbe lower than if the building was completely fit-out.
All of these items must be accounted for when a Historical Data-base is being used. The costs for each project must be normal-ized to take these factors into account to make sure the data iscomplete and accurate. Normalization of costs means that Esca-lation, Geo-Modifiers, and Fit-Out of Shell Space must be addedto the relevant projects to make sure the historical averages arebased on like for like projects. Without normalization of thecosts, the benchmarks will reflect incorrect data and the esti-mate will be flawed.
SECTION 4 - LABOR, MATERIAL, EQUIPMENT, INDIRECT COSTAND MARKUPSBecause this estimate is conceptual in nature, the unit rates foreach line item are based on historical data which contain labor,material, and equipment and are marked up to include subcon-tractor’s overhead and profit. This overhead and profit coverseach subcontractor’s cost for labor burden, materials and equip-ment sales taxes, field overhead, home office overhead, andprofit. The general contractor’s markups are found below theline and include General Conditions, General Requirements, In-surance, and Overhead and Profit along with a Design Contin-gency. This Design Contingency is an allowance for undeveloped/ unknown design details and will be reduced during each stageof design as details which historically increase costs come tolight. All costs are in current dollars and escalation of costs tothe midpoint of construction is excluded at this stage of designdue to an unknown construction schedule.
SECTION 5 - SPECIAL RISK CONSIDERATIONSMechanical / Electrical / Plumbing CostsOne of the largest risk considerations in this type of estimatingare the costs of the MEP systems. It’s very important that it’s un-derstood that those costs are based on the historical averagesfor Medical Office Buildings and don’t take into considerationspecific types of systems unless those types have already beenselected. Without specific MEP information at the early concep-tual stage it’s more difficult to define what the costs will end upbeing. The costs in the budget don’t have to reflect the averagebut can be adjusted to reflect closer to the high or low in the da-tabase depending on how risk tolerant someone is. Being thatthe costs of these systems can equate from 30% - 50% of thecosts of the building, it’s a huge consideration to make.
Exterior Cladding ComplexityWhen an estimate is based on an early sketch, it will mostly like-ly be much more of a square or rectangular shape and won’t re-flect the complexity that the exterior cladding will end up havingwhen all is said and done. This affects the entire quantity of theexterior cladding and could result in a large cost implication. Thecosts to capture this unknown complexity will either need to beincluded as an allowance within the estimate or it will need to
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be stated that the costs for this risk iscaptured within the Design Contingency.
Clarify AssumptionsOne of the most important aspects whensomeone is building up the 3D model isthat they must make sure that any as-sumptions are clarified up front. Thisalerts everyone to the basis of the esti-mate and is another way to make surethat the budget is on track. Without clari-fying these assumptions, the costs couldend up being completely different thanwhat the estimator assumes. These as-sumptions include the following:
● Gross Floor Area of the building● Number of stories of the building● Structural foundation system of the
building ¡V this could be a number ofdifferent systems such as a mat foun-dation, shallow foundation of spreadand continuous footings, or a deepfoundation with piles and pile caps.
● Superstructure system of the building -- It could be a steel superstructurewith metal decking and concrete top-ping (how many pounds per squarefeet of steel should be allowed for?) Orit could be a concrete superstructureor a post tensioned concrete super-structure. Or it could even have differ-ent types on the lower levels ascompared to the upper levels.
● Type of finishes at the exterior clad-ding
● Level of Finishes - are there any highend finishes / features that are knownat this time that need to be accountedfor?
● Mechanical / Electrical systems - ifthey’re known at this time
Here is the list of Assumptions we’re us-ing for our Sample Estimate:● Floor to Floor Heights - 15’0” for all
floors● Number of Stories - up to 3 stories (see
sample sketch for specific areas)● Structure
○ Shallow foundation system -spread footings - 5' x 5' x 1.5';grade beams and continuousfootings - 3'wide, 1.5' deep
○ Structural Steel - 13 lbs/sf○ Floor Structure - 3" metal deck
with 3-1/2" concrete topping○ Roof Structure - 1-1/2" metal
deck with 3-1/2" concrete top-ping
● Exterior Cladding Finish○ 65% Rainscreen, 20% Curtain-
wall, 10% Windows, 5% Store-front
● Roofing○ Single ply membrane roofing○ Roof Screen - 260 feet long x 10
feet high○ Main Entry Dropoff Canopy -
1,460 SF● High End Finishes
○ Allowance for Stone Flooringand Base and a SuspendedWood Panel Ceiling System
● Mechanical / Electrical / Plumbing○ MEP costs are based on the av-
erage costs of similar MOB proj-ects and are not based on aspecific type of system
SECTION 6 - RATIOS AND ANALYSISOne would think that because most ofthe estimate is largely based on historicaldata, that there would be no need to testthe estimate, but that’s not true at all.Once the estimate has been completed, athorough review of the detail must beundertaken to confirm that what itsshowing is accurate and there are no er-rors. Because the quantities are largelydatabase driven, it’s easy to fall into thetrap of running the cost model and sub-mitting the estimate without review butthat is never a good practice. Here are afew ways that the estimate can be tested:1. Cost per Square Foot Basis (See Figures1 and 2)
a. First, the total Cost/SF of theMedical Office Building shouldbe looked at to see where itcompares to Historical Data.
b. Then, it should be looked aton a CSI Divisional basis to see ifit’s trending higher or lower in aspecific section to make surethere aren’t any outliers. If it isextremely high or low is a specif-ic Division, then this could meanthere’s an error in the calcula-tions and the estimate should bedouble checked.
2. Quantity Metrics Basis (See Figure 3)a. The quantities in the estimateshould be compared to historicalprojects to make sure it fallswithin the +-20% range. This isalso a good check to make surethere aren’t any outliers whichcould signify errors within thecalculations.
BuildingProject Name $/SF
Confidential MOB 1 $317.55
Confidential MOB 2 $324.91
Confidential MOB 3 $295.43
Confidential MOB 4 $295.97
Confidential MOB 5 $425.04
Confidential MOB 6 $350.97
Confidential MOB 7 $356.16
Confidential MOB 8 $329.45
Confidential MOB 9 $316.26
Confidential MOB 10 $384.98
Confidential MOB 11 $392.18
Confidential MOB 12 $379.17
Confidential MOB 13 $359.07
High of MOB's $425.04
Average of MOB's $348.24
Low of MOB's $295.43
Notes: 1. Escalation of costs to today's date has been included in costs2. Fit out of Shell Spaces has been included in costs
MOB Cost Benchmarks
Figure 1
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Figure 2
MOB BenchmarksSchedule of Project Metrics
Elements U/M Confidential MOB 1
Confidential MOB 2
Confidential MOB 3
Confidential MOB 4
Confidential MOB 5
Confidential MOB 6
Confidential MOB 7
Avg Ratio
Quantity Ratios
StructuralCY of Concrete per SF of GFA 0.015 0.032 0.038 0.030 0.042 0.031 0.029 0.031 0.025 to 0.037Lbs of Rebar per CY of Concrete 111.82 168.99 84.44 59.80 132.30 124.33 109.68 112.16 89.73 to 134.59Lbs of Steel per SF of GFA 10.80 12.99 8.56 10.44 12.88 15.16 9.29 11.60 9.28 to 13.92
Exterior FaçadeSF of Façade per SF of GFA 0.42 0.51 0.72 0.39 0.44 0.64 0.82 0.552 0.442 to 0.663SF of Glazing per SF of Facade 0.41 0.29 0.18 0.29 0.30 0.36 0.16 0.28 0.22 to 0.33SF of Roofing per SF of GFA 0.32 0.34 0.94 0.51 0.27 0.37 1.09 0.56 0.44 to 0.67
InteriorsLF of Casework per SF of GFA 0.016 0.022 0.027 0.017 0.017 0.021 0.023 0.020 0.016 to 0.024# of Interior Doors per SF of GFA 0.0038 0.0042 0.0035 0.0031 0.0046 0.0037 0.0036 0.0038 0.0030 to 0.0046SF of Partion Framing per SF of GFA 1.94 1.65 1.53 1.46 1.97 1.93 1.17 1.65 1.32 to 1.98SF of Partion Drywall per SF of Partion Framing 1.6950 2.4801 2.0234 2.2748 1.9104 1.6707 2.0538 1.9685 1.5748 to 2.3622SF of Partion Insulation per SF of Partion Framing 0.89 1.00 0.38 0.84 0.30 1.00 1.02 0.79 0.63 to 0.95SF of Ceiling Drywall per SF of GFA 0.19 0.13 0.13 0.14 0.15 0.09 0.42 0.16 0.13 to 0.19
Ratio Legend: Greater than +Ratio Range within 20% variance to the average of MOB projectsWithin +-Ratio Range within 20% variance to the average of MOB projectsLess than -Ratio Range within 20% variance to the average of MOB projects
Ratio Range within 20%
Figure 3
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SECTION 7 - MISCELLANEOUS PERTINENT INFORMATION:One important consideration to make in the estimate is what type of departments will be included in the Medical Office Building.This will determine some of the line items that will be included in the estimate.
● If there is a Pharmacy then there could be a premium for casework and there will need to be wire mesh in the walls aroundit. There may also be a large overhead coiling doors or smaller coiling doors at the point of sale counters.
● If there are any Imaging rooms, then lead shielding at the walls, doors, and windows will need to be accounted for to pro-tect from radiation.
● And medical gases such as Oxygen, Nitrogen, Vacuum, etc. may need to be included depending on the departments as well.
Another consideration to make is that typical line items that are based on the number of stories of may need to be reviewed.● Stairs ¡V the number of flights of stairs is based on the number of stories and how many stairwells there are. This quantity
will need to be reviewed and adjusted to make sure it makes sense.● Elevators ¡V similar to stairs, the number of elevator stops depends on the number of stories and how many elevator cabs
there are and it must be reviewed.
Section 8 - Sample Sketch
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Section 9 – Sample Takeoff and Pricing Sheets
Sample Takeoff –
Exterior Cladding:
Sample Takeoff –
Structural Slabs:
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Sample Estimate
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Section 10 - Glossary
● Medical Office Building (MOB) ¡V Office building separate from a Hospital that can contain physician offices as well as ex-
am rooms, pharmacies, optical services, imaging, and other outpatient services.
● BIM - Building Information Modeling often referring to the containment of digital information in three dimensions of a
building
● Dprofiler - a type of BIM tool used for estimating that contains cost information and is commonly used at an early con-
ceptual level
● Benchmark - historical projects used as comparison points for current projects
● Escalation - the increase or decrease in costs over time based on market conditions, inflation, and other factors
● Normalization - the modifying of costs to reflect the same date in time, the same geographical location, and the same
complete fit-out of building space
To access alltechnical paper
graphics & tablesfor enlarged
viewing.
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The Chapter Achievement Award can seem like a lot of
effort for a "paper in the drawer" award, but it can reallybe a method of guiding your chapter on what you shoulddo through the year. A few years ago, when I heard a pastnational president advise the chapters to follow thechapter achievement award worksheet to help thembecome a successful chapter, I was intrigued. I becamethe award chairman for our chapter and began to studythe points, realizing that these items truly are suggestionsfor a healthy chapter to do. After applying for an award, Irealized that many of the points were related to eachother, and with a little planning, you could maximize thepoints earned.
I took the worksheet and added some columns at the endof each row to create a Work Planner. The first column istitled, "Who" to identify the person or office that isresponsible for the documentation and/or achieving thepoint. The second column is titled, "Dates," to tell when inthe fiscal year this point should be achieved or the activityshould be done. The third column is, "Linked Points," toshow the number of each Item that is related to eachother. This column is a matrix of sorts to show whichitems link together. For example, when you create yournewsletter, why not write an article on a required topicthat would fulfill a point, thus satisfying multiple points atthe same time. Another example is to select certain topics
for your meeting's program, achieving multiple points forthe effort. Strategic planning to break the work into twosemesters, since our fiscal year is similar a school calendar,sets goals for Fall and Spring. Just like a large,overwhelming estimate, you can tackle it in smaller bites,until the entire thing is done! This also allows time toidentify your shortfalls and adjust your chapter planning ifnecessary.
Another tool that is helpful to obtaining yourdocumentation is for the chapter is to have a virtual filecabinet for storage of your chapter business. Our chapteruses Dropbox to store everything. Within our ChapterAdministration File, we have many subfolders by topic,and within those files, store everything by fiscal year. TheChapter achievement award is also organized with a folderfor each Point Item on the Worksheet. The awardchairman can create his own award file system and storeall of this on his own computer if desired, because all of hisback-up files are in the commonly shared storage system,such as Dropbox. Throughout the year, as the chapterofficers or board members download items in the Dropboxfile, the award chairman can capture neededdocumentation for his award file. Following this system oforganization throughout the year will minimize needing tocollect all of the information near the deadline in thespring, and hopefully reduce the anxiety and panic offailing to get everything needed in time.
By: Phyllis BattleLandrun/Oklahoma City Chapter 80
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Once the chapter and board members "buy into" this process of using the worksheet as a guideline to plan programs,write articles for the newsletter or for Estimating Today, conduct board meetings, advertise your chapter, givescholarships, and have social meetings they will all work towards the same goal. The chapter has a path to follow notonly for building their chapter but also to achieve chapter awards. It truly creates a team effort approach.
Another challenge to the award submission is creating the pdf file. After creating and judging a few submissions, hereare some suggestions to simplify the process.
● When you are organizing the backup material, use a new page for every Item/Point you are submitting, evenif the same backup document is needed for different point. In other words if the same newsletter page isneeded for more than one Item or Point, copy it and place each copy so it will correspond to the Item orPoint. No one will need to scroll up and down your pdf to grade it.
● Highlight the backup information on your document page so the judge can quickly and easily see what heneeds to; don't make him hunt around on each page for your information. The judges are volunteering theirtime too, so this will shorten the time required on their part, and make them happy too! Happy judges aremuch more merciful!
● Create a bookmark for each Item (point) that you are submitting. Identify each bookmark by numbering itwith a brief description.
● Connect each bookmark to each back-up document page in your pdf by creating a link from the Bookmark tothe Backup document page. In my computer, here is the pathway to achieve this task: go to the View tab,and then select Tools, Content, Add or Edit Interactive Object, Link. Do this for each Item or Bookmark.
● Another tip is to make the Bookmarks appear when the pdf page is opened. Go to the File Tab, and selectProperties, select Initial View Tab in the box that opens up, and find Navigation tab with a drop-down tab,select Bookmarks Panel and Page. Now all of your bookmarks will automatically open each time you openyour pdf file. This is very helpful for the judge; otherwise he doesn't know you created bookmarks.
There may be other ways and many more suggestions, but these are a few that I learned while preparing ourchapter's award submission.
If you would like a copy of the worksheet I created, just email me at [email protected].
Intent to Submit FormDue March 15, 2016
Please click the form to the right to download the “Intent toSubmit” form.
This form must be submitted to the Society Business Office byMarch 15, 2016,if you plan to submit an award this year.
If you have any questions, please contact Tina Cooke at [email protected] .
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MarkYourCalendars.
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Your “All Things ASPE” Reference.
MESSAGE FROM THEEXECUTIVE DIRECTOR
Patsy M. SmithExecutive Director
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When did committees go out of fashion?
A frequent question of association executives is, "Can you tell us how to get our committees to work?" It is followed bydescriptions of declines in volunteering, do-nothing committees and committees that act without authority. "We had someunproductive committees that did not advance our agenda and counterproductive ones generating ideas outside our mission.We have eliminated most standing committees, preferring focused task forces instead," explains Chris Isaacson, ExecutiveVice President at the Alabama Forestry Association.
When did committees go out of fashion?
HISTORYGoverning bodies have relied on committees for centuries. The results can be powerful.
● On June 11, 1776, Congress appointed a committee of five to write the Declaration of Independence. They operatedfor four weeks or until the Declaration was published on July 5. It could be said they were an expeditious task force.
● In another example, an architectural drawing of the Texas state capitol circa 1839-1856 (see below) designed thebuilding to incorporate five committee rooms adjacent to the House and Senate chambers.
● Always, the intent of committees has been to make the best use oftalented persons willing to give their time to advance issues andsolve problems - supplementing the work of the board of directorsand staff.
WASTE OF TIME?● I've known committees that produced significant results. They
have written books, created certification programs and passedlegislation. They've been the source of inspiration and createdfuture leaders.
● Adversely, I've listened to committees that start with the question,"What do you think we should do this year?" The group thoughtthey'd brainstorm to come up with new projects for staff.
● Problems arise when the chairperson provides no agenda, dominates conversations, advances a personal agenda orthe meeting lacks a quorum. Or when members arrive only for lunch, offer minimal input and frequently checkwatches for a quick departure.
● One way to lose a dues-paying member is to ask him or her to participate on a committee that wastes time. Membershave described attending meetings where the chair arrived late, there were no resources and no decisions weremade.
● Equally bad are calls for volunteers that lead to dead ends. Members agree to sign up but receive no moreinformation, which may imply, "We don't want you."
Until next time,
28 Estimating Today www.aspenational.org
N E W M E M B E R SMembership Update
Member Chpt. Name Chpt. Number Member Company
William McConnell Denver Chapter 05 Vertex
Robert Griesinger Arizona Chapter 06 Stantec
Joseph Eggburn Arkansas Chapter 33 CDI Contractors, LLCChandler Ferrand Arkansas Chapter 33 Nabholz Construction
Jesse Benton Arkansas Chapter 33 Elite Electric
Shivaji Bhadra Arkansas Chapter 33 UALR Dept. of Construction Management andCivil and Construction Engineering
Christopher Benton Arkansas Chapter 33 University of Arkansas at Little Rock
Grey Lovelady Arkansas Chapter 33 University of Arkansas at Little Rock
Eustorgio Nieves Arkansas Chapter 33 Alessi Keyes
Joe Smith Southwestern Ohio Chapter 38 SiteWorx
Michael Hucke Southwestern Ohio Chapter 38 Sure Mechanical LLC
Ileen Davisson Southwestern Ohio Chapter 38 ModSpace
Amanda Bilyeu Dallas/Fort Worth Chapter 43 University of North Texas
John Devlin Dallas/Fort Worth Chapter 43 FEMA
Morgan Kronk Three Rivers Chapter 44 Morgan Property & Construction Consultants
AJ Cross Gold Coast Chapter 49 HOA Financial Services, LLC
Jeffrey Bergstedt Central Indiana Chapter 59 Gibson-Lewis of Indpls, Inc
Rick Mcmahon Philadelphia Chapter 61 Multi-Housing Depot by ARI
Brett Wanek Quad Cities Chapter 71 Therm-All
Jason Stutenroth Central Pennsylvania Chapter 76 Tradesman Drywall
Roger Short NW Arkansas Chapter 79 Baldwin Shell Construction
Morgan Johnson Landrun-Oklahoma City Chapter 80 Nabholz
Scott Kilby Magnolia Chapter 81 Yates Construction
www.aspenational.org Estimating Today 29
Deadline for Enrollm
entto N
ext Cycle: July. 10, 2016.
It’s Your ASPE.
Message Board
REMEMBER: All forms and Applications are available on the web site,http://www.aspenational.org. See what you can learn by exploring theweb site today!
Intent to Submit Awards Form - due March 15, 2016.
30 Estimating Today www.aspenational.org
ARIZONAArizona Ch. 6Where: Doubletree Suites PhoenixSky Harbor - 320 44th St., PhoenixDate: 2nd Tues. of the Month (except Jul & Dec)Time: 5:30pm Social Hour • 6:30pm Dinner •7pm MeetingContact: Paula Daly 602.296.1496 •[email protected]
Old Pueblo Ch. 53Where: T B DDate: TBDTime: TBD
ARKANSASArkansas Ch. 33Where: American Pie PizzaDate: TBDTime: 12:00 NoonContact: Chris Sublett, CPE • 501.666.4300 •[email protected]
NW Arkansas #79Where: Varies - www.aspechapter79.orgDate: 3rd Fri. of monthTime: TBDContact: Thom Thibodeau • [email protected]
CALIFORNIALos Angeles Ch. 1Where: The Barkley Restaurant, 1400 HuntingtonDr., South Pasadena, CA 91030Subject to change visit: www.laestimator.orgDate: 4th Wednesday of month (expect Nov/Dec)Time: 6:00PM Social, 7:00PM Dinner; 8:00PMProgramContact: Scott Hubbard • [email protected]
Golden Gate Ch. 2Where: AIA East Bay, 1405 Clay Street, Oakland, CADate: Check with Chapter Contact belowTime: Check with Chapter Contact BelowContact: Melissa Giordano • 510-735-6444www.aspegoldengate.org [email protected]
Orange County Ch. 3Where: Ayers Hotel, 325 Bristol St., Cosa Mesa, CADate:2nd Wednesday of the Month (exceptJul/Aug)Time: 5:30 Social, 6:00 Dinner & ProgramContact: Tom Smithson • 310.427.7251www.aspe-oc3.org
San Diego Ch. 4Where: TBDDate: 3rd Tues. of MonthTime: 5pm Social • 6pm Dinner • 7pm ProgramContact: Michael Moyers, CPE [email protected]
Sacramento Ch. 11Where: Rancho Cordova City HallDate: 2nd Friday of every month (excludingJune, July, August)Time: 11:30 AM- 1:00 PM Lunch ProvidedContact: Corey Coleman • 916.282.2800 •[email protected]
Silicon Valley Ch. 55Where: VariesDate: 4th Monday of MonthTime: TBDContact: Juan Garcia • [email protected]
Inland Empire Ch. 68Where: Lonestar Steakhouse, 18601 DexterAve., Lake Elsinore, CADate: 3rd Tuesday of MonthTime: 5:30pm Social • 6:30pm Dinner • 7:15 pmProgramContact: Larry Hendrick • [email protected]
COLORADODenver Ch. 5Where: Urban Roadhouse999 18th Street, Suite 101, Denver , CO 80202Date: 2nd Tues of Month Sept. - MayTime: 5pm Social • 6pm Dinner • 7pm ProgramContact: Stacie Flynn • [email protected]
CONNECTICUTNutmeg Ch. 60Where: Confetti’s Restaurant, 393 Farmington Ave,Rt. 10, Plainville, CTDate: 2nd Wed. of MonthContact: Bogdan Jachimiec, CPE • [email protected]
Yankee Ch. 15Where: TBDDate: Non-ScheduledContact: Bill Jacabacci, CPE • 203.257.3928 •[email protected]
DELAWAREDelaware Ch. 75Where: VariesDate: 2nd Wednesday of monthTime: 5:30pm Social • 6pm Dinner • 7:00pmProgramContact: Rob Belfiore • [email protected]
DISTRICT OF COLUMBIAGreater DC Ch. 23Where: 1100 North Glebe Road, Ste. 500Arlington, VA, 22201Date: 3rd Thursday of monthTime: 5:50 Social • 6pm ProgramContact: Maurice Touzard • [email protected]
FLORIDATampa Bay Ch. 48Where: Brio-Tuscan, International Plaza, 2223 N.West Shore Blvd. TampaDate: 3rd Thurs. every monthTime: 5:45pm Social • 6:30pm Dinner • 7:15pmProgramContact: David Lenz • [email protected]
Gold Coast Ch. 49Where: Holiday Inn, 2905 Sheridan St. Holly-wood, FL 33020Date: 3rd Wed. of monthTime: 6:00pm Social Hour, 6:45 Dinner & ProgramContact: Stacey Miller, [email protected]
Orlando Ch. 50Where: TBDDate: TBDTime: TBDContact: Danny Chadwick, • 407.739.8912 •[email protected] [email protected]
GEORGIAAtlanta Ch. 14Where: Sage Woodfire Tavern-Perimeter4505 Ashford Dunwoody Rd, ATL,GA 30346Date: 3rd Monday of monthTime: 11:30 AM Lunch & ProgramContact: Clinton [email protected]
ILLINOISChicago Ch. 7Where: Barbakoa, 131 Butterfield Rd. DownersGrove, IL 60515Date: 3rd Thurs. of Month (excluding June, July,August and December)Time: 5:30 pm Social • 6:15 pm Dinner • 7pmProgramContact: Marvin Fitzwater, CPE•630.678.0808 •[email protected]
INDIANACentral Indiana Ch. 59Where: Varies each monthDate: 3rd Thurs. of MonthTime: 5:30pm Social • 6pm DinnerVerify Program Start TimeContact: Jeremy Adkins, CPE 314.462.9363 •[email protected]
Old Fort Ch. 65Where: TBD - www.aspechapter65.orgDate: TBD - see websiteTime: TBD - see websiteContact: Chad David • [email protected]
IOWAQuad Cities Ch. 71Where: TBDDate: 4th Tuesday of the Month (September - May)Time: 5:00pm Social • 6:00pm Dinner • 7pmProgramContact: Jeff Kaczinski • 563.359.4543jkaczinski@generalconstructors.comwww.aspequadcities.org
Greater Des Moines Ch. 73Where: Third Thursday of MonthDate: 3rd Thursday of monthTime: 5:00pm Social • 6pm Dinner • 7pmProgramwww.iowaaspe73.org
LOUISIANANew Orleans Ch. 9Where: VooDoo BBQ & Grill, SevernAvenue, Metairie, LADate: 2nd Wednesday of MonthTime: 5:30 Social; 6:30 Dinner / ProgramContact: [email protected]
MAINEMaine Ch. 37Where: Woodard & Curran* (verify)Date: 1st Wed. in Oct., Dec, Feb, Apr & JuneTime: 6pm Social Hour • 6:30pm Dinner • 7:15pm*Program VariesContact: John Brockington • 207.774.2756ext.3251 • [email protected]
MARYLANDBaltimore Ch. 21Where: VariesDate: 2nd Thurs. of monthTime: 5:30 pm Social • 6pm Dinner & ProgramContact: Shana Carroll [email protected]
MASSACHUSETTSBoston, Ch. 25Where: Courtyard Marriot Cambridge, 77 Me-morial Drive, Cambridge, MADate: Third Wednesday of the MonthTime: 5:30pm Social • 6:30pm Dinner • 7:00ProgramContact: Gail Cullatti • 617.394.6291 •[email protected]
MICHIGANDetroit Ch. 17Where: VariesDate: 2nd Thursday of each monthTime: 5:30 pm Social; 6:00 pm ProgramContact: Patrick Todd • [email protected]
Western Michigan Ch. 70Where: T B DDate: 1st Thurs. of MonthTime: 7amContact: Brent Balkema • [email protected]
MINNESOTAViking Ch. 39Where: VariesDate: 3rd Thurs. of monthTime: 5:30pm Social • 6pm Dinner &ProgramContact: Rich Schwarzinger • 763.287.5156 •[email protected]
MISSISSIPPIMagnolia Ch. 81Info not submitted
Upcoming Chapter Meetings
www.aspenational.org Estimating Today 31
MISSOURISt. Louis Metro Ch. 19Where: TBD month-to-monthDate: 4th Thursday of MonthTime: 5:30PM Social, 6:00PMDinner/ProgramContact: Jerry Dorhauer, Sr. • [email protected]
Heartland Ch. 32Where: TBD month-to-monthDate:3rd Wed. Of Month (Sept - May)Time: 5:30pm Social • 6:30pm DinnerContact: Greg Wienberg• 816..206.0736 •[email protected]
NEBRASKAGreat Plains Ch. 35Where: DJ’s Dugout, 636 N. 114th St.,Omaha, NEDate: 2nd Weds of the monthTime: 11:30am Lunch; 11:45 ProgramContact: Jerry Onik • [email protected]://sites.google.com/site/aspe35
NEVADAReno Ch. 12Where: TBDDate: TBD (Tuesdays Monthly)Time: TBDContact: Neil DeMent • [email protected]
Las Vegas Ch. 72Where: Desert Pines Golf CourseDate: 2nd Thurs. of each monthTime: 5:30pm Social • 6pm Dinner •6:30pm ProgramContact: Terry Banes• 702.492.5335 •[email protected]
NEW JERSEYGarden State Ch. 26Where: Librettis Restaurant, 554 Nassau St.,Orange, NJ 07050Date: 4th Tuesday of Month; Contact to verify.Time: 6 pm Social • 7pm Dinner •Contact: Jeff Senholzi • 570.856.8760 •[email protected]
NEW MEXICORoadrunner Ch. 47Where: Fiesta’s - 4400 Carlisle NE, AlbuquerqueDate: 1st Wed of monthTime: 5:30pm Social • 6pm Dinner • 6:30pmProgramContact: Michael Rocco • [email protected]
NEW YORKNew York City Ch. 10Where: TBDDate: TBDTime: TBDContact: Peter Wellstood • [email protected]
Empire State Ch. 42Where: Athos Restaurant, 1814 WesternAve., Albany, NYDate: 1st Thursday of Month every other monthbeginning in April.Time: 6:00 Social • 7PM Dinner/ProgramContact: James Madison• [email protected]
Western NY Ch. 77Where: Panera Bread, 1501 Howard Rd,Rochester, NYDate: Second Thursday of the MonthTime: 8:30AM - 9:30 AMQuarterly Meetings: Verify with Chapter ContactContact: Benjamin Nodine 585.720.5772 •[email protected]
OHIOBuckeye Ch. 27Contact: Tim Mescher • [email protected]
Northeastern OH Ch. 28Info not submitted
Southwestern OH Ch. 38Where: Embassy Suites Hotel - 4654 Lake For-est Drive, Blue Ash, OhioDate: 3rd Thurs. of monthTime: 5:30pm Social • 6pm Dinner •6:30 pmProgramContact: Chris McCarthy • [email protected]
OKLAHOMALandrun–Oklahoma City Ch. 80Where: Ingrid’s KitchenDate: 1st Wed. Of each monthTime: 11:30am - 1:00pmContact: John Smartt, CPE • [email protected]
OREGONColumbia-Pacific Ch. 54Where: University Place - 310 SWLincoln St., PortlandDate: 3rd Tues. of month (except Dec& Jan.)Time: 5:30pm Social • 6:30 pm Dinner & Pro-gramContact: Curt Kolar, CPE [email protected]
PENNSYLVANIAGreater Lehigh Valley Ch. 41Where: Notices will be emailed.Date: TBDTime: TBDContact: James G. Hanna, CPE484.357.6466 • [email protected]
Three Rivers -Pittsburgh Ch. 44Info not submitted
Philadelphia Ch. 61Where: See Chapter Website for details.Date: 3rd Wed. of monthTime: 5:30pm Social • 6:30pm Dinner/ Program(see website for topic and time)Contact: Lydell Williams •[email protected]
Central PA Ch. 76Where: TBDDate: 2nd Wed. of MonthTime: 6pm Social • 6:30pm Dinner &7:00pm ProgramContact: Daniel Dennis • [email protected]
TENNESSEEMiddle Tennessee Ch. 34Where: Adventure Sci Center, 800 Fort NegleyBlvd. Nashville, TN 37203Date: 1st Fri. Of Month (Except Dec, Jun. Jul)Time: 11am Social • 11:30am Lunch •12pm ProgramContact: Ricky Sanford: 615.206.6811ricky.sanford@rogersgroupinc.comwww.aspenashvilletn.com
TEXASHouston Ch. 18Where: Spaagetti Western’s, 1608 N. Shepard,Houston, TX 77007Date: 2 n d M o n d a y of MonthTime: 6 pmContact: D e n n i s P y l a n d • [email protected]
Rio Grande Ch. 40Where: Famous Daves, 1135 Airways Blvd., ElPaso, TX • 915.843.8400Date: 1 s t Thurs. of MonthTime: 5:30 pm Board Meeting • 6:00pm Gener-al Meeting (dinner paid by individual)Contact:Rodolfo Barba • 915.877.3333 ext [email protected]
Dallas/Fort Worth Ch. 43Where: P a p p a d e a u x S e a f o o d K i t c h e n600 W. Highway 114, Grapevine, TX 76051Date: 3rd Wed . of each MonthTime: 11:30 am Social • 12:00 noon Lunch &ProgramContact: Chris Sonderby, CPE • [email protected] • www.aspe-dfw.org
UTAHSalt Lake City Ch. 51Where: Mountainlands Area Plan RoomDate: Third Thursday of MonthTime: Varies - Call for info.Contact: John Shampton • [email protected]
VIRGINIARichmond Ch. 82Where: Baskervill Architects - 101 15th
St., RichmondDate: 4th Weds. of Month in Spring & FallTime: 5pm Social • 5:30pm Dinner •6:00pmProgramContact: Mike Gray • [email protected]
WASHINGTONPuget Sound Ch. 45Where: Hale’s Ales,4301 Leary Way NW, Seattle, WADate: 3rd Tues. of MonthTime: 5:30pm Social • 6pm Dinner • 6pm Pro-gram • Contact: Mike Booth, CPE •206.793.8504 • [email protected]
WISCONSINBrew City Ch. 78Where: Charcoal Grill - 15375 WestGreenfield Ave., New BerlinDate: 2nd Tues. of Month (Sept - May)Time: 5:30pm Social • 6pm Dinner & ProgramContact: Deanne Goodlaxson, CPE608.838.2985 •[email protected]
Upcoming Chapter Meetings
All Chapter Meetings are on amonthly basis unless other-
wise noted.
If you do not see aChapter Meeting listing in
your state/area call615.316.9200.
Chapter Presidents shouldcontact the
SBO with any updatesas needed.
08272015
American Society of Professional Estimators2525 Perimeter Place Drive, Suite 103Nashville, TN 37214
July 13-16, 2016
Fun.Fellowship.Education.