Newsletter Volume 3 No. 2                                       December 2008

In This Issue

»

A Message For You

»

Name the Building Contest

»

Industry Events

»

The Economy... What Now?

»

Material Testing Tips

»

Legal Briefs

»

Computer Tips

»

Happy Holiday Whishes

About Us

Florida Construction Connection, Inc., works with employers to not just hire, but make the right hires.

We work with currently employed construction management, administrative and accounting professionals to help them make smart career decisions.

Whether you are seeking information to help you in your current situation or seeking information about the marketplace and need help, please give us a call.

Florida Construction Connection
Deerfield Beach, FL
Phone:  (954) 725-9932
            (866) 725-9932
Fax:      (954) 725-9928
Email:  
flcc@bellsouth.net
floridaconstructionconnection.com

  A message for you

Dear All,

Thank you all for your business and friendship throughout 2008. It has been a year like no other in our industry.  Our beloved industry professionals, if fortunate enough to be in business or employed, are having to challenge themselves in areas and ways they have never had to before.  All are being challenged to acquire work and to bring that work in profitably with less staff.  Those that are finding themselves unemployed are having to adjust in income, consider travel or relocation and really soul search for what they can bring to the table in the form of relationships and special skills to set themselves apart. 


Jeff and Daniele have remained dedicated through 2008 at Florida Construction Connection and continue to be great support to me in servicing all of you better.  Daniele had baby number four in November and will be leaving us in 2009 to raise her beautiful family.  We will miss her yet know in our hearts she will be back someday.


I pray for you, your families, our industry and our economy.  May you take this holiday season to reflect on what you do have and be happy that there are still construction employment opportunities out there.  Time has been what people lacked over the past few years due to construction boom.  If you have acquired time recently use it wisely to brush up on your skills, reconnect with those you lost touch with and most of all search yourselves to see if you are bringing added value to your employer. 


We will continue to be here for your questions and we will do our best to help you whether just a moment of encouragement or helping make the right match.

 
 Merry Christmas and

Happy New Year!

May all God's blessings

abound for you always.

 

Suzanne Breistol,

President

Florida Construction Connection, Inc.


  Name the Building & Win!

Thank you to everyone that participated on our October Newsletter contest.  We awarded two $25 gift card for The Home Depot to

 

Michael Jewell
Balfour Beatty Construction
For
October's Building
The Winchester Mansion
Location: San Jose, CA
Construction Start Date: 1884
Finish Date: Sept. 5, 1922
Approx. Cost: $5,500,000.00

and

Bryan Baswell
Facchina Construction
For
September's Building
Suite Vollard
Location: Curitiba, Brazil
Similar Building:Dynamic Tower
Location: Dubai, UAE

 


The first person to e-mail us the CORRECT ANSWERS TO ALL QUESTIONS will win a $25.00 gift certificate to either
Starbuck's or The Home Depot

Read Carefully and Good Luck!

Many of you will recognize this building due to its beautiful reflective wall of glass curtain. 
This building overlooks a famous square from which the building adopted its name.

What is the name of this building and its location?

What is the name the adjacent Square?


Email your answers to flcc@bellsouth.net

 

Industry Events

2009 National Council of Structural Engineer Association Winter Institute

 


Builders Association of South Florida


Explore Wind at the Winter Institute



This January, take an exclusive tour of the RWDI Wind Tunnel Testing Lab in Miami, FL when you attend 2009 NCSEA’s Winter Institute.
This two day session, January 23rd and 24th, will highlight continuing education involving wind engineering topics, from buildings and sports facilities to bridges and towers.

You can earn up to 15 Diamond Review continuing education hours which are accepted in all states (15 ‘Category A’ SECB professional development hours).

Sign up for one day at $350 or two days for only $595 at www.ncsea.com

Click here for more details

 

Green Building Committee & Commercial Builders Council

Green Building 101

A Discussion on the Financial Opportunities and the Challenges of Developing Green

Moderator

Paul C. Savage, Esq., Greenberg Traurig


Opening Remarks
Honorable Dennis Moss (invited), Miami-Dade Board of County Commissioners, County Chairman Elect 2009

Panelists

Luis Betalleluz, Principal
The Beta Jones Group, Inc.

John Breistol, Senior Executive

Foram Group


Donna Hagerott, Development Associate

Trammell Crow


Drew Smith, President

Two Trails Inc.

Wednesday, January 14, 2009
Time: 8:00am – 10:00am
THE HAVANA CLUB
200 SOUTH BISCAYNE BLVD FL, 55th Floor


Click here for RSVP Form
To learn more
about this event or for sponsorship information call Odalys at (305) 556-6300

The Economy.... What Now???

A Discussion Outline for talking about the Economy and what we can do about it.
By
Gary Polain - Group Chairman, Vistage International

Consensus Forecast

We are in a recession, but not a depression.

   Recession will not bottom out until Q3 2010.

   Housing markets will decline through Q1 2010.

   Credit conditions won’t necessarily improve in near
     term, better by 2010.

   Unemployment rate will climb in 2009.

   Auto segment will be down significantly for 2 years.

Recovery will be long and slow.

Expect volatile markets 10/08 – 1/09.

Raising funds in this market will be much more difficult.

M&A will decrease, IPOs will decrease, prices will fall.

Mistakes to Avoid
Thinking this is a just a normal downturn in the business cycle;
Taking a “wait and see” approach/Moving too slow;
Over-reacting or under-reacting;
Throwing good money after bad;
Postponing collecting/obtaining cash;
Thinking your staff is not watching your every move.

Minimizing Downside Risk

Hoard/Protect your cash – Cash is King
Decide how many months of cash you want on hand
Consider drawing down your lines (even if you don’t need it now)- create a cash insurance policy
Evaluate the credit worthiness of all customers before extending credit
Collect receivables quickly/firmly, watch closely customers ability to pay
Determine where payments can be deferred, renegotiate terms with vendors
Keep inventory levels low, sell aged inventory
Scrutinize big deals – growth consumes cash
Use CDARS (a network of FDIC insured banks) to protect large $ deposits

 

Perform monthly cash flow projections
Focus on Cash more than EBITDA
Make any necessary changes to get to cash flow positive
Track closely the rate at which sales-cycles are extending
Know your Cash burn rate (how many months of cash have you left?)
Project a ‘worst case’ cash flow forecast

 

Be relentless on cost control
Perform a monthly line item review – scrutinize discretionary spend
Don’t hire an incremental employee until you just can’t stand it
If you are going to make cuts, cut once and cut deep
Use zero-based budgeting approach
Review salaries/FTE – leave emotions at the door
Employ a heavily commissioned sales structure
Spend every dollar as if it were your last
Involve your employees

 

Get smart about your taxes
Re-examine quarterly federal/state tax payments and methodologies available
File for quick refund of overpaid taxes
Analyze sales and use taxes
Re-evaluate property taxes paid (based upon over valuation of property)
Re-examine unemployment tax payment methodology

Reconsider capital investment plans
Is it mission-critical?
Expect increased borrowing costs
Consider impact on cash flow (what’s the J curve look like?)
Make sure the market you think is there … really is
 

Protect/Secure your financing needs
Cuddle up with your banker – keep them informed
Know all the provisions in your current borrowing agreements
Know where you can find alternative sources of financing
1.
   Don’t wait until you are out of cash to secure it
2.
   Don’t assume your current lending relationships stay
3.
   Don’t expose your personal wealth for the sake of the business (if you can help it)–      avoid personal guarantees
4.
   Consider additional owners/equity financing
 

Create contingency plans based upon worst case scenario
Identify early warning signs, measure and track
1. Track cash trends - quick ratio, current ratio, A/R days, Inv days, A/P days, months of cash
2. Track sales trends - # of leads/referrals/RFPs, time to close, close rate, average transaction size
Set trigger points for each metric and actions to take if/when the trigger is hit
1.
   Decide NOW what to do when times get tough
2.
   Decide NOW what “when times get tough” means to you – what will be the metrics that define “tough times”
3.
   Decide NOW what you are going to do if/when you hit those “when times get tough” metrics
Consider advantages of restructuring the company through a BK
Consider selling part of the business

 Maximizing Upside Possibility

Get clearer and more focused on your value proposition (relative to competition)
Continue to differentiate …. Dramatically!

Closely measure effectiveness of marketing spend

Continue doing what’s effective

 

Watch for bargains

Add market share through acquisition of troubled companies

 

Better your hand

Drop your ‘C’ players and add ‘A’ players

Track competition in trouble and target top performers in these companies

 

Sell into resilient sectors

Perform a segmentation of your customer base

1. Track current sales trends against historical trends by segment

2. Track leads by segment

3. ID segments within your customer based that are still performing and those that aren’t

4. Double efforts to find new sales in existing segments that are still performing

Refine targeting, messaging and offering to target resilient market segments

1. Healthcare

2. Food distribution

3. Water purification/distribution,

4. Energy – electricity, natural gas distribution

5. Consumer non-durables

6. Education (community colleges in particular)

7. Exports

8. Near-term leisure (short escapes from reality)

 

Expand internationally (consider growing markets like Brazil and Chile)

Prepare an opportunity based plan and position your business for the next ascent

 

Track competitor performance

Identify potential acquisitions

Watch for opportunities to expand into new markets

Expect irrational behavior/pricing from floundering competitors

Position company to be “last man standing”

Sell on your solid foundation/footing

Watch for signals of a turnaround

1. Housing will be leading indicator

2. Disposable personal income leveling off

 Managing Individual Performance

Your Own

Lead with confidence – “we can beat this business cycle”

  1. If you can’t say something positive, wait until you can

Simplify your business plan/priorities

  1. Simple truths in short, simple expressions that are memorable

  2. Set short-term milestones/goals and focus talent achievable!

  3. Celebrate wins … Often.

Know that businesses that have prepared for the downtown, will make money

  1. The future is your decision

Your Staff’s

Let your key people know the attitude you expect from them

Counterbalance negative news reports with good news of your own

  1. Positive customer stories

  2. Good conversations with suppliers/buyers

  3. New deals/won business

Leadership & Communicating with Your Staff

Make yourself more accessible – spend more time with key people

Deliver more short, informal business performance updates

Start and end briefings on a positive note

Promote the principle of “controlling the controllable”

Be aware of your own fears and concerns and be clear what you think the responsibility of the leader is in times of fear and chaos … being the best leader you can be!

Know you are not alone!

Note:  This compilation of thoughts was drawn heavily from the work of:

Steering Through the Economic Storm:  12 Habits that Engender Optimism by Vistage speaker, Marcus Child

Grant Thornton – The credit crunch: a practical guide

7 Steps to Prepare Your Company for the Economic Storm by Vistage speaker, Edmond Freiermuth

Using Forecasting to Navigate Today’s Economy by Vistage Speaker Brian Beaulieu of the Institute for Trend Research

Executive Perspective: How CFOs Avoid Mistakes in a Volatile Economy by Tatum LLC

Brian Summerfield, Executive Briefing, CLO Magazine-Online, September 2008

Using Forecasting to Navigate Today’s Economy, Brian Beaulieu

  Construction Material Testing Tips

   This Month:
Course Masonry Grout Testing

Course Masonry Grout testing differs greatly from traditional concrete testing. Per ASTM C1019  grout testing is performed by casting 3” x 3” x 7” grout specimens instead of cylinders. The test method is used to determine compressive strength of the grout mix. Grout typically has a higher slump than concrete mixes. Grout will range about 8.5” to 11” in slump and is classified as Flow.

 

Course masonry grout can only be utilized in filled cell and bond beams. Grout is made of course sands and lacks any aggregate. Course grout can not be used in tie beams or tie columns.

 

Who or what agency requires it? 

Course Masonry Grout testing is specified by ASTM (American Standards of Testing and Measurement) and ACI (American Concrete Institute) to be performed every 5,000 sq ft of wall (filled cells) or 50cubic yards placed.

 

Who typically is responsible for testing?  

Course Masonry Grout Testing is typically the contractor or shell contractor’s responsibility. Occasionally these services will be retained by the owner of a project.  Testing is performed to ensure grout placed on the job is in accordance to specifications.

 

Who does the test?

Course Masonry Grout testing is performed by Professional Testing Laboratories these companies must be licensed Engineering Companies and have at a minimum CMEC (Construction Materials Engineering Council) or other independent laboratory certification to perform these tests. Technicians performing the tests should have an ACI Certification.


How GFA International can help?
GFA International can provide all these services and many more tests and inspections required by codes and specifications.


Visit www.teamgfa.com

or call at (561) 347-0070


  Legal Briefs
  Who is in Charge?

By Daniel Wasserstein    

I
s your firm providing services to a condominium, be it to the common elements or to individual units? If so, you need to know that the law in most states requires such contracts be in writing. An oral agreement will not suffice.

Additionally, does the individual signing your contract have proper authority to enter into that agreement with your firm, whether it be on behalf of the association or on behalf of a unit owner?

Be aware that there are different types of authority recognized by the law and each can potentially impact on the legal strength and validity of a contractor’s agreement with a representative and ability to get paid. As a contractor, you ideally want the party signing your agreement to have actual authority, meaning he or she has both express and implied authority to engage you.

Having “express authority” means that the individual has been given the power to enter into all types of legally binding contracts on behalf of the association, or a unit owner, including the very type of the agreement that you have entered into. Express authority is the most legally enforceable form of authority.

On the other hand, “implied authority” is where an individual representing an entity or someone other than him or herself enters into a contract which is made legally binding simply by virtue of that person’s position, even though the individual may not have been actually authorized to enter into the particular transaction.

This could easily occur, as there are often many manager types on site, especially at condominiums under construction, many of whom are only too ready and willing to sign contracts even though they lack the express authority to do so.

These individuals can include property managers, general contractors and engineers, who by virtue of the position they hold, may believe they can bind the association or a unit owner, even though they lack express authority to do so.

 

The contractor holding one of these contracts would defend its validity by contending that the signer had implied authority to contract on behalf of the third party by virtue of his or her position at the property, but if the agreement is contested, this could be an uphill battle.

 

Apparent authority can be equally difficult to prove and enforce. This occurs when an individual has not been given any actual authority to contract at all, but who, because of his or her affiliation with another, “appears” to have authority. Where a former board member tells a contractor that he has authority to sign contracts on behalf of the association and does so in front of a current board member who says nothing to dissuade the contractor from believing this to be true, then a contractor could easily believe the former member has apparent authority.

 

The representation made and the inaction of the current board member could support the contractor’s belief that he had a contract, but as this example points out, this type of authority is potentially problematic.

 

For work within individual units, it is more difficult to argue that anyone other than the unit owner has any degree of authority, especially given the legal requirement in many jurisdictions that work performed within individual units must be expressly authorized by the individual unit owner.

 

In such a scenario, a contractor can subsequently lien the property for any unpaid work. As a contractor, if you are providing services within an individual unit, you want to ensure that your contract was signed by the unit owner, unless someone can show you written documentation proving that they are indeed an agent of the owner acting with actual authority.

 

Contractors would do well to be sure that those with whom they deal are legally authorized to engage them. A few questions, a little research of available Secretary of State records, and a good measure of caution will go far in protecting your rights if you take on work in a condominium.

Article Source:

The Lienzone.com - Florida Construction Law


Computer Tips:
Create a Shortcut to your favorite font in Word

 

Scroll…scroll…scroll… and pass up your favorite font no more. Create a keyboard shortcut and apply your most-wanted Word fonts wherever and whenever you want.
 

You like to use the Comic Sans MS font in your Word publications, but you'd rather not navigate the long list of fonts in the Formatting toolbar every time you need to use it. Rather than clicking through the toolbars and menus to find your favorite font, you can create a keyboard shortcut—and never have to search for the font again. Follow these steps:

  1. Go to Tools | Customize.

  2. On the Commands tab, click the Keyboard button.

  3. Under Categories, click Fonts.

  4. Under Fonts, click Comic Sans MS.

  5. Put your cursor in the Press New Shortcut Key text box.

  6. Press [Alt]CS.

  7. Click the Assign button.

  8. Click Close twice.

Now when you want to apply the Comic Sans MS font to your text, select the text and press [Alt]CS.

Note that these shortcut keys may be adapted to whichever key you wish—not just those chosen here—but take care not to use a shortcut combination that has already been assigned, such as for Replace, Paste, and Find.

 

   Holiday Wishes to you!
      Click on the pictures for fun facts

Happy Hanukkah!

12/22/2008 - 12/29/2008

Happy Kwanzaa!
Happy Kwanzaa!

12/26/2008 - 1/1/2009

Merry Christmas!

12/25/2008

Happy New Year!

1/1/2009