December 6, 2016

Dinndorf retiring at AGC, replaced by Sonja Forster

Jerry Dinndorf is retiring after managing the Seattle District of the AGC of Washington for 16 years.

“We're sad to see Jerry go, but we're also immensely appreciative of the fantastic job he's done for us,” said AGC of Washington Executive Vice President David D'Hondt in a news release. “He's been a huge part of the growth and success of not only the Seattle District but the entire chapter as well.”

Dinndorf's last day is Jan. 31.

Forster

Dinndorf

The AGC searched for a replacement over the summer and recently announced that Sonja Forster will be the new manager. She has already started work there.

Forster is a graduate of the University of Washington, and has been in charge of membership and fundraising programs at Enterprise Washington since 2007. She also helped businesses and worked on political issues while at Enterprise Washington.

“AGC is getting a superstar in Sonja,” said Enterprise Washington's President and CEO Michael Davis. “Her contributions to our board, members and programs have been many, and invaluable to our efforts.”

Dinndorf came to the AGC after four years with Pierce County Master Builders Association and 25 years with Puget Sound Regional Council. He served three years of active duty with the Marine Corps in Vietnam, and retired after 20 years in the Reserves.

Dinndorf answered a few questions about his time at the AGC.

Q: How has the AGC of Washington changed over the last 16 years?

A: The face of AGC is changing. Thirty two percent of our open-shop members are WMBE companies. Women increasingly occupy more leadership roles on AGC committees and the board. In 2016, AGC selected its first female president: Nancy Monroe with MidMountain Contractors.

AGC's Future Leaders Forum began with a handful of individuals and now has over 500 members.

The demand for leadership, supervisory and alternative procurement (GC/CM) and safety training — which has become the norm rather than a requirement — has increased substantially. Seattle area companies have become more corporate, less interested in socializing and more about “what can AGC provide to help them and their employees.”

Increasing industry regulation by local governments such as imposing project labor agreements, which deny non-union workers equal access to public work, is requiring AGC to spend more time educating public owners on the unintended consequences of their actions.

Q: What has been your biggest challenge?

A: Getting local public officials to understand how construction works so when they impose certain industry requirements they get the intended result. PLAs are a good example of this.

PLAs are presented as the way to achieve economically disadvantaged business, apprentice and local worker hiring goals.

But the government/union PLAs, negotiated without contractors at the table, create barriers for participation by these very groups! Most are non-union but government/union PLAs impose union work rules, limit the workers they can bring to the job site to 3-5, require payment of union representation fees and into the Union Health and Benefit Trust, and deny them their usual source of apprentices to fill apprentice requirements. As a result, their participation is not what it could be if these barriers were removed, particularly in the current market where there are lots of private opportunities.

Q: What was your biggest accomplishment at the AGC?

A: No one thing stands out. I have achieved some successes in representing the interests of our union and open-shop contractors. I take pride in the Best Practices committees established with Sound Transit and the Port of Seattle, implementing an annual meeting with Northwest federal contracting agencies, the Contractor Exchange Program for GCs and disadvantaged business, and the community projects our members completed such as the improvements made to the Center for Wooden Boats here in South Lake Union.

But I value most positioning AGC as a respected “go-to” industry resource for public agencies in King and Snohomish counties.

Q: Any advice for Sonja Forster?

A: Serving our members' industry needs and representing their interests is the number one priority. Having an understanding of how the construction process works will make her a better advocate and she will need to establish good working relationships with our members' clients, particularly the public agencies.

To be effective she will need to draw upon the expertise and participation of our AGC members but they are very busy and not always available so planning ahead is important.

Equally important is recruiting new members. The AGC brand is strong but it takes time to join a member.

Finally, setting priorities and carefully managing one's time is essential.

Q: What do you plan to do in retirement?

A: The usual things, some travel, more time with the grandchildren, and undertake postponed projects. I also intend to remain active in community affairs, pursue a variety of personal interests including investigating some business ideas and be available to assist AGC or its members in any one-off efforts.

Q: What is something that most people don't know about you?

A: Some things that may be of interest to AGC members because they subsequently resulted in construction projects are: I held leadership roles in establishing the high-occupancy-vehicle lane system that is still being built out today, the initial 13 park-and-ride lots that serve the system and Sea-Tac's third runway, all while working for the Puget Sound Regional Council.

Something probably least known is that I am a retired Marine and a Vietnam veteran. This is why we do the Marine Corps Toys for Tots drive at our annual Holiday Open House, which takes place this year on Dec. 12.