ssociated General Contractors, or AGC, of Alaska is built on the strength of its members—contractors, suppliers, and professionals who bring their insight, experience, and passion to the table. One of the most impactful ways members can shape the future of our industry and association is through active participation on AGC committees. Now more than ever, we are looking for new voices, fresh perspectives, and committed individuals to help lead the charge.

We understand that many members are busy running companies, managing teams, and meeting deadlines. But that’s exactly why your voice matters. You see the challenges firsthand, and you likely have ideas and insights that could benefit others in the industry. Joining a committee gives you a platform to share those ideas and help shape AGC’s work on behalf of all members.

You don’t need decades of experience or a long history with AGC to make a difference. In fact, some of the most valuable contributions come from those who bring a fresh lens and a willingness to ask different questions. Whether you’re a seasoned project manager, a new estimator, or running your own small business, there’s a seat at the table for you.

• The Construction Leadership Committee, or CLC, is ideal for emerging professionals looking to build their leadership skills, grow their networks, and take on greater roles within AGC and the industry at large. The CLC hosts events, supports professional development initiatives, and helps ensure the next generation of leaders has the tools and support they need to succeed.
• Like reading this magazine? Then consider joining AGC’s Magazine Editorial Board. The Editorial Board oversees AGC’s publication of The Alaska Contractor magazine. This committee works to ensure our communications reflect the work, voice, and concerns of our members. Help us highlight the work AGC members do statewide and ensure our messaging remains clear, relevant, and compelling.

Whether you’re interested in shaping policy positions, supporting workforce development initiatives, or growing AGC’s membership, there’s a committee for you.

If you’ve ever asked, “Why doesn’t AGC do X?” or “Wouldn’t it be great if we had Y?” being on a committee is your chance to be part of the solution. Your input helps shape the resources, events, and advocacy that AGC offers to all members.

s Alaska’s construction season ramps up, it’s time to refocus on the core priorities that shape our industry. From reinforcing our unwavering commitment to workforce safety, highlighting exciting opportunities, and recapping our recent advocacy efforts in Washington, D.C., it’s safe to say we’ve been busy. But as everyone in the industry knows, “busy is good” and the work we do together paves the way for a safer, stronger, and more prosperous future for Alaska’s construction community.

I can’t emphasize enough how important it is to respect these spaces and people working in them. Be safe, slow down, pay attention, and follow the rules. We all share responsibility in ensuring that every worker and every driver gets home safely at the end of the day. As we move into this busy season, I encourage you to promote a safety-first culture on every job site and every road you travel. Lastly, share this message with your family and friends—doing so could save a life.

During Agency Day, we received promising updates on projects poised to provide Alaska’s construction industry with a massive shot in the arm. First, progress made on the Alaska Industrial Development and Export Authority’s Ambler Road project is noteworthy. We learned that multiple Construction Manager/General Contractor (CM/GC) contracts for this significant infrastructure project are expected to be out for bid this year. The 211-mile road will provide access to almost 600,000 acres of state mining claims. Since 2020, more than $80 million has been invested in Alaska for this project. This project is estimated to create 2,777 direct jobs with $286 million in wages annually during mine construction and 360 direct jobs annually during road construction.

Additionally, the discussion around the Alaska LNG/Glenfarne natural gas project incited excitement amongst attendees. This effort to monetize Alaska’s vast North Slope gas resources while providing Alaskans with affordable energy would create countless opportunities for AGC members. The current plan is to build an 807-mile pipeline from the North Slope to Southcentral Alaska, as well as facilities to process the gas into liquid for overseas shipment.

The project is planned in two main phases: Phase 1 focuses on building the pipeline itself, estimated to cost $10.8 billion. Phase 2 involves building the gas treatment and LNG export facilities at an estimated cost of $33 billion. Glenfarne will serve as a major partner, taking on a 75 percent share and financial responsibility. If it moves forward, Alaska is likely to experience a building boom similar to when the Trans Alaska Pipeline System was constructed decades ago. To say we are keeping a close eye on this exciting opportunity is an understatement.

Discussions during “Alaska on the Hill” cover topics central to Alaska’s construction industry. These include federal funding for infrastructure projects, responsible resource development, environmental regulations, and policies that support economic growth. Supporting “Alaska on the Hill” allows us to join forces with our trade organization partners to advocate for federal decisions that benefit all industries, including construction. We make quite the splash when we all show up together with the same messages.

he 34th Alaska State Legislature adjourned its 2025 session a day early, gaveling out on May 20. The House and Senate garnered enough votes to override Governor Mike Dunleavy’s veto of the education funding bill, House Bill, or HB, 57, that includes some policy measures and an approximate $700 increase to the Base Student Allocation. At the time of this article, it was yet to be seen whether the Governor would line-item veto the associated appropriation.

While lawmakers met their constitutional duty to pass a balanced budget, they failed to secure the three-quarters majority vote needed to fund the fiscal year 2025, or FY25, supplemental budget of $193 million using the Constitutional Budget Reserve, or CBR, one of the state’s main savings accounts.

Without the ability to use the CBR, funding FY25 expenses defaults to contingency language added by the House and Senate Conference Committee to use up to $100 million from the unrestricted balance of the Alaska Industrial Development and Export Authority, or AIDEA. Any remaining deficit above $100 million would come from the Higher Education Investment Fund, or HEIF—not an ideal fix, as this could have a significant negative impact on AIDEA’s bonding rate.

The capital budget also remained austere, with the notable absence of district priority projects. But it did include funds for deferred maintenance and statewide emergency response. Some highlights:

• $1,000 PFD
• $700 increase to BSA
• Increases to childcare grants and behavioral health support
• Additional funding for Village Public Safety Officers and funding of State Trooper overtime hours

• $36 million in deferred maintenance for schools, university facilities, and statewide emergency repairs
• Alaska Marine Highway vessel maintenance, using $26 million in fare revenue
• Dalton Highway, or Haul Road, maintenance
• Port electrification for cruise terminals

Key legislative efforts this session included Associated General Contractors, or AGC, of Alaska’s invitation to testify before the Senate Transportation Committee on the importance of a robust, timely, and accurate Statewide Transportation Improvement Plan, or STIP. AGC Executive Director Alicia Amberg, along with industry representatives, shared concerns regarding the lack of available projects for this summer’s construction season. Additionally, AGC, in partnership with the American Council of Engineering of Alaska, provided the state Department of Transportation & Public Facilities, or DOT&PF, and legislators with an industry white paper defining key metrics for a successful DOT&PF program, year over year.

AGC engaged in advocacy efforts on numerous bills, including HB 161, pertaining to paid sick leave exemption, which would exempt employers with fewer than fifty staff members from the state’s new sick-leave requirements, implemented via Ballot Measure 1, which passed in 2024.

AGC supported HB 148/Senate Bill 132, pertaining to controlled insurance programs, and provisions in HB 133, supporting prompt payment to prime contractors. We voiced concern over HB Bill 186, which requires a percentage of workers on state projects to be in a registered apprenticeship program, and were successful in our efforts to encourage legislators to not approve this bill as written.

AGC’s Legislative Affairs Committee, or LAC, held weekly meetings where bills were continually monitored and reviewed to determine support, opposition, or neutrality. AGC voiced support for bills that would have positively enhanced our industry and discouraged movement or provided alternative solutions on several bills that could have negatively impacted our industry. The LAC laid the groundwork to continue our work on these bills in the next session.

LAC members organized a well-attended fly-in event to the state capitol in February, with more than twenty participants—the most to date! This year’s fly-in looked a little different than in past years, with the primary focus being on advocating for a robust DOT&PF program. AGC members met with key legislators and policymakers to voice concerns contractors faced as they geared up for a less-than-robust summer construction season. AGC’s concerns resonated throughout the Legislature; we will continue to dialogue with elected officials and DOT&PF staff to discuss ways to ensure DOT&PF’s annual construction program is sustainable for industry given the state and federal budget climates.

The fly-in event, along with the continued work of the LAC, plays a crucial role in advancing industry priorities, shaping policy outcomes, and championing a supportive business climate for the construction industry.

resident Donald Trump has signed several Executive Orders related to US trade policy, including setting tariffs on imported goods from multiple countries, with the intent to protect American industries. Many countries countered by issuing their own tariffs. Together, the actions are disrupting global supply chains and have created an atmosphere of uncertainty, which is affecting many businesses in all of Alaska’s major industries, construction included.

Supply issues reach beyond Canadian lumber. “Nearly all of the aluminum that’s used in the United States comes from abroad, particularly from Canada,” says Simonson. “While a lot of aluminum goes into the automotive or aerospace industries, aluminum is important for architectural features in building. Then there is a wide range of appliances, equipment, and machinery used in the construction industry that comes from a variety of countries. Much of it comes from China, so the proposed 145 percent tariff on China— or whatever percentage it ends up being—will definitely drive up the cost of a lot of construction projects.”

The reaction from other countries to US tariffs is a primary concern for the construction and other industries, he notes.

“My biggest concern about the tariffs is not cost; construction has certainly dealt with big cost jumps in the past, most notably in the year or two following the pandemic. But I’m really concerned about what other countries are doing and what they will do in reaction to our tariffs. First, the tariffs will affect many kinds of businesses. Manufacturers that depend on imported parts or components will be less competitive just because their costs are higher. But then, if other countries put tariffs on US products, that could close the door to some of those products,” explains Simonson, adding that AGC has already seen Canadians—on their own initiative—reacting strongly to the tariffs.

“Immigration so far this year seems to be running at zero. While Alaska was probably getting less immigration than other states, having it totally cut off will be another hardship, as construction is more dependent on foreign-born workers than many other industries. I would suspect that for some of the seasonal jobs, that is particularly true,” says Simonson.

“Another concern is the abrupt cut-off of federal funds through the cancellation or freezing of contracts and grants for many kinds of research for all sorts of projects, not specifically for construction projects necessarily, but when the owners suddenly find they don’t have the funds to do construction to support whatever they were going to put up that building for. All of these things create a huge amount of uncertainty and cause owners, whether public agencies, investors, or companies building for their own use, to put some projects on hold,” explains Simonson. “However, for the most part, contractors have not reported that they’ve been affected yet. Recession seems to be everywhere except in the data. However, there are plenty of reports, whether news stories or corporate owner reports, that investors are holding off on investments.”

“What I hear contractors talk about is putting larger contingencies into their bids and encouraging owners to agree to earlier purchases of materials if they’re the sort of thing that can be stored,” shares Simonson. “If there is a site that can store materials, the contractors will need an agreement on who will pay for the use of that storage facility, the insurance that may be required, and the risk that the specifications or the quantity might turn out to be wrong. So many projects go through modification as they’re underway or after the initial signing of a contract. Those are some of the things that are worth discussing between owners and contractors and always worth having communication on as early and as frequently as possible between the designers, the fabricators, the contractors, and the subcontractors. While those rules apply in any case, the consequences of not following them are greater in this setting.”

To assist contractors in uncertain times, AGC of America has created several resources.

AGC has an advocacy news website at advocacy.agc.org/news, which can be a useful resource for following anything in the administration that is important to your business, including executive orders, regulations, and tariffs.

The AGC Legislative and Regulatory Priorities 2025-2026 report, found online at advocacy.agc.org/priorities, outlines federal legislative and regulatory priorities that will promote and advance the construction industry.

AGC members can stay informed by weekly newsletters from Construction Advocacy in Action. Sign up at agc.org/news/newsletter.

And finally, a frequently updated page outlining recent tariff news and helping contractors navigate challenges related to possible tariffs: agc.org/tariff-resources-contractors.

“The US economy and its construction industry have shown incredible resilience over the last five-plus years. So, while I do feel that the risk of a downturn, even a recession, has gone up a lot, I believe construction will continue to grow after what may be a rough patch,” concludes Simonson. “We’ll move on. We’ve done it before.”

t’s not often that a construction project gets completed one-and-a half years ahead of schedule, but according to SECON Project Engineer Jared Mackey, the collaboration between everyone involved in recent Juneau Airport improvements allowed them to finish in May, instead of on the projected completion date of September 2026.

“It’s not just one party that deserves praise for getting this project completed in a timely manner,” he says. “The City and Borough of Juneau’s ability to work with the airport’s tenants and contractors, and DOWL Engineers’ ability to deal with constant planning and rephasing was a big help, as was the commitment of SECON and the project’s subcontractors to working long, hard hours to complete a year and a half ahead of schedule.”

The $14.7 million project included rehabilitating the Part 121/135 apron and remaining overnight, or RON, parking apron, which were both more than thirty years old.

“The timing of the project followed the Alaska Department of Transportation’s asphalt pavement and classification, which identified the apron surfaces as needing replacement, and the apron work and RON work were combined into a single project for efficiency,” explains Juneau Airport Project Manager Mike Greene.

During the design phase of the project, the airport intentionally created a lineal schedule, identifying each of the twelve project work phases, and assigning a work period for each.

“As we had hoped, SECON elected to address the work by overlapping work phases, which allowed them to work in more than one phase area at a time, effectively shaving an entire year off of the schedule,” says Greene.

“These aprons/ramps abut one another and cover an area of approximately 23 acres. The last major rehabilitation occurred more than twenty years ago, with more recent repairs occurring in areas around the jet bridges,” says Greene. “The pavement on both aprons/ramps had been determined to be well beyond its useful life and had been showing signs of deterioration from heavy aircraft use.”

While crack sealing and temporary repairs had been done over the years as a stopgap measure, they could no longer address all areas of failing pavement, including potholes, spalling, ponding in low spots, and drainage/catch basin fatigue.

The project also addressed the existing apron lighting mounted on the south side of the terminal that created cockpit glare and cast shadows from parked aircraft that prevented the illumination of work areas around the aircraft.

“This project introduced new lighting away from the terminal near the ends of the jet bridges that will cast light directly downward to fully illuminate the areas used by ground crews,” says Greene.

“In the past, every night from late-May to mid-September, gate parking was at capacity,” says Greene, noting that air carriers often used the freighter parking across the ramp as a RON spot between freighter arrivals.

“Air carriers also towed their 737 RON aircraft to the north ramp, though the pavement was not suitable for that type of aircraft,” adds Greene. “Additionally, small aircraft parked on the outside parking spots on the 135 ramp were displaced at night to allow the 737 [aircraft] sufficient space to be towed to/from the area until a gate became available.”

Work on the RON included construction of subsurface structural subbase and base course, the installation of a reinforced concrete hardstand, the placement of asphalt paving to meet weight standards for large, scheduled passenger aircraft parking, and striping and marking associated with parking and lead-ins.

“The worn and damaged asphalt surfaces have now been replaced, which directly benefits every aircraft that traverses these aprons, as well as improves the efficiency of snow removal operations,” says Greene. “Juneau now has a dedicated hardstand for use by any aircraft that needs to overnight (without tying up a passenger boarding bridge/gate) and provides a parking position for any aircraft experiencing a mechanical [issue].”

SECON coordinated its construction work with other airport projects: JIA’s replacement of the passenger boarding bridge at Gate 5, as well as Alaska Airlines’ replacement of passenger boarding bridges at Gate 3 and Gate 4, and expansion of Alaska Airlines’ air-cargo hardstand.

“There were numerous airport stakeholders affected by our work, including Alaska Seaplanes, Ward Air, Coastal Helicopters, Alaska Airlines, and Delta, so it took constant communication and planning to find a way to keep everyone happy,” says Mackey. “We also live in a rainforest, so we had to take advantage of non-rain days, working 14- to 18-hour days and weekends.”

SECON also took long lead times into account and started procuring the items it would need in 2023. To make sure they had enough workers, and to complete the airport improvements on time, the contractor juggled other projects.

“We have labor shortages here like they have everywhere else because the workforce is getting smaller,” says Mackey. “We only have so many union employees, and have a number of projects going on at the same time, including in Haines and Ketchikan, so we had to share our workforce. Sometimes that meant flying in certain people for different aspects of work and flying them out again when it was done.”

The full project included thirty SECON employees as well as roughly sixty subcontractor employees. Associated General Contractors, or AGC, of Alaska member companies who worked as subcontractors on the project include Compass Construction, LLC; DOWL; and Pacific Asphalt, LLC.

n March, more than 150 high school students from across Alaska gathered in Anchorage to test their abilities in hands-on technical and leadership challenges during the state’s SkillsUSA conference. The three-day event, held March 26 through 28, marked a growing return for SkillsUSA in Alaska, as students competed in dozens of different trade competitions ranging from welding and electrical wiring to video production and cosmetology.

Winners represented Alaska at the SkillsUSA National Championships in Atlanta, Georgia, from June 23 to 27.

“The National Competition is absolutely mind-blowing,” says Keith Hodson, SkillsUSA Alaska director and a career and technical education coordinator at the Anchorage School District, of the 2024 competition. “Imagine thirty football fields filled with competitions: that’s what SkillsUSA is like. The energy is electric—young adults proudly showcasing their skills. Alaska has one of the smallest populations in the nation, and I know our students felt overwhelmed; I did too.”

“We’re so grateful to our teachers, parents, and business sponsors for making this possible,” Hodson says. “Students in these programs are learning real-world skills, building résumés, and practicing public speaking. They’re gaining confidence, and that’s priceless.”

The list of competitions spans both technical and leadership categories, from welding sculpture and diesel mechanics to job interview simulations and t-shirt design. As participation and interest increases, so will the number of competitions that are offered. According to Lori Harmon, president of the SkillsUSA Alaska board and an industry leader with GHEMM Company in Fairbanks, SkillsUSA can tailor competitions to the needs of the state.

All participating students are enrolled in Career and Technical Education, or CTE, classes. Once advisors sign up for SkillsUSA, they receive competition standards that often align closely with their existing curriculum. Hodson says the experience transforms classroom dynamics.

“Instead of resisting authority, students are now part of a team with their teacher,” he says. “They also receive praise from community members for their hard work, which rarely happens in core academic classes.”

“They go from not knowing how to run a basic meeting to leading an entire conference delegation,” Hodson says. “It’s incredible to witness.”

Hodson says students who take two or more of these types of classes have a 93 percent graduation rate, compared to the 82 percent of those who don’t. He said this is why the Anchorage School District is investing in this type of education, and why the state should consider doing the same.

“If our state government is serious about workforce development, they need to properly fund our schools so more families can access these opportunities,” he says.

Harmon notes that Alaska is projected to see a 9.8 percent increase in construction jobs by 2030.

“Through the SkillsUSA competitions, students learn skills that will allow them to find high-paying jobs in high-demand careers,” Harmon says. “We want our Alaskan students to stay in Alaska. It is not easy or cheap to live in Alaska. This is especially true for rural communities. Every community, no matter what size, needs people with trade skills. We must invest in our students to combat the outward migration in our state.”

The structure of the national competition allows only one entry per student. If a student wins in multiple categories at the state level, the second-place finisher in the overlapping categories is invited to participate at the national level, maximizing the number of Alaskans eligible to compete nationally.

“The beautiful thing about SkillsUSA is you are exposing youth to a profession in a safe manner, where the workforce isn’t taking advantage of it,” Coghill says. “The idea of getting a 14- to 16-year-old child to come work for you in a construction industry, or in a salon, or in a bakery, or in a welding shop has inherent dangers, and none of our insurance companies would allow us, but they need that exposure, right? That’s what SkillsUSA facilitates.”

Coghill, who did not graduate high school and later earned his GED before building a career in the trades, says the cultural shift away from the “college-or-failure” mindset is long overdue.

“I was told when I was in school if I didn’t go to college that I was going to be considered a failure,” Coghill says. “And I felt that… Now, looking back over the twenty-five years that I’ve been in the trade, I understand that most of those guys that went to college work for me or somebody like me, and that it has been a very lucrative skill. It’s something that I’ll take with me for the rest of my life.”

Traci Johnson, a board member with SkillsUSA Alaska, says the program’s growth this year is a hopeful sign. The competition categories evolve based on student interest, with a historic strength in construction-related trades.

The conference, powered by hundreds of volunteer hours, aims to eventually rotate among Alaska’s three largest population centers. Next year’s conference, however, will remain in Anchorage. Organizers hope to hire a permanent state director to ensure long-term sustainability.

Coghill says he hopes future competitions will see more involvement from all regions of Alaska.

“These students—not only are we teaching them how to read, write, do math—but if we’re not giving them tangible tools, as well, we’re failing them still,” he says.

he construction industry is no stranger to challenges, but the recent surge in tariffs on essential building materials—steel, aluminum, and lumber—has introduced a new level of complexity.

President Donald Trump’s second term in office has been defined, in part, by a series of sweeping trade negotiations aimed at reshoring US manufacturing and reducing trade deficits. For Alaska’s construction community, where supply chains are intricate and logistics are often remote, the financial implications are acute.

To safeguard against financial uncertainties introduced by changing tariffs, project stakeholders should select the contract pricing model appropriate for the work and caresfully negotiate provisions that shift the risk of tariffs to the party best positioned to shoulder it.

• Fixed Price Contracts: Under this model, the contractor agrees to complete the project for a predetermined price. While this model provides cost certainty for the owner, it places the risk of cost increases—such as those arising from tariffs—entirely on the contractor. Absent specific contractual provisions addressing tariff-related cost escalations, the contractor may be compelled to absorb such increases, potentially impacting profitability.
• GMP Contracts: In a GMP arrangement, the owner reimburses the contractor for its actual costs incurred plus a fee, with the total not exceeding a specified maximum price. If tariffs suddenly raise material costs, contractors may be forced to absorb the difference, threatening their profitability on the project.

Because both pricing models are premised on setting a ceiling for the cost of the work, it is imperative to address tariff-related risks during contract negotiations, as many standard construction contracts (i.e., American Institute of Architecture forms) are silent on how to manage such risks. As a result, it is common for parties to revise certain contract provisions to address specific issues, including potential impacts and work delays caused by tariffs.

• Advanced Procurement: For projects with long lead times, early procurement of materials can help avoid delays and mitigate the impact of future tariff increases. Contracts should specify procurement timing, storage responsibilities, and insurance requirements. In Alaska, where delivery logistics are complex, early procurement is a prudent strategy to avoid seasonal or tariff-driven cost spikes. Parties should confer with their insurance broker to determine whether their builder’s risk policy covers materials in transit or stored off-site. If not, stakeholders may want to consider purchasing additional coverages to ensure that long lead items are insured before they arrive at the project.
• Contingency Clauses: Incorporating a contingency clause allows parties to agree to increase the overall contract price by a specified amount when certain events occur, such as material price escalations due to tariffs. If the contingency is not exhausted, savings are typically shared between the owner and contractor. This provision helps distribute the risk of price uncertainty between both parties.
• Change-in-Law Provisions: Tariffs are often categorized as changes in the law. Including a change-in-law provision in contracts allows for adjustments if new tariffs are enacted after the contract’s execution. This provision enables contractors to shift the risk of price increases due to new laws to the owner. To ensure entitlement to such adjustments, contractors should ensure that the contract’s change-in-law provisions explicitly include tariff language.
• Force Majeure Clauses: Force majeure clauses often cover events labeled as “acts of god,” and include both natural and man-made events like fires, floods, storms, war, and labor strikes. These provisions shift the risks associated with certain unforeseeable events that are not the fault of either party. It is common for these provisions to only address time impacts and not price adjustments. Like other force majeure events, changing tariffs can cause both delays and cost impacts to contractors. Savvy parties should consider including tariff-specific language in their force majeure provisions and specify whether the contractor is entitled to additional time and compensation if tariffs impact the work.

For additional support navigating changes in trade policies, members can access the Associated General Contractors of America’s Tariff Resource Center at agc.org/tariff-resources-contractors. This online portal is tailored to the construction industry’s needs and includes educational materials, a memorandum outlining strategic approaches for managing price escalations and contractual adjustments, and model contract provisions.

n Automated External Defibrillator, or AED, is a portable medical device designed to restore normal heart rhythm in individuals experiencing sudden cardiac arrest. It analyzes the heart’s rhythm and, if necessary, delivers an electric shock, or defibrillation, to help the heart re-establish an effective rhythm.

Sudden cardiac arrest, or SCA, is the third leading cause of death worldwide. Construction sites, with their inherent physical and environmental risks, are particularly vulnerable to such emergencies. The deployment of AEDs on these sites is not merely a precautionary measure but a critical component of a comprehensive safety strategy. AEDs offer multiple benefits, from saving lives to ensuring compliance with regulations and fostering a culture of safety.

SCA occurs when the heart’s electrical system malfunctions, causing an abrupt cessation of effective heartbeat. Without immediate intervention, brain damage can begin within four minutes, and death is likely within ten minutes. AEDs are designed to deliver an electric shock that can restore normal heart rhythm, often before emergency medical services, or EMS, arrive. On construction sites where access to EMS may be delayed due to remote locations or complex site layouts, AEDs bridge this critical gap. After multivariate analysis, the AED was found to have provided a 1.75-fold greater likelihood of survival for those experiencing SCA, according to a 2010 paper published by the American Clinical and Climatological Association.

The presence of AEDs also boosts worker confidence and morale. Knowing that life-saving equipment is readily available fosters a sense of security, which can improve productivity and reduce anxiety in high-stress environments. Training workers to use AEDs, often in conjunction with cardiopulmonary resuscitation, or CPR, empowers them to act decisively in emergencies, transforming bystanders into potential lifesavers.

The training is straightforward, as modern AEDs are user-friendly, with voice prompts and visual guides that require minimal medical knowledge. For example, devices like the Philips HeartStart or ZOLL AED Plus are designed for layperson use, ensuring that even untrained workers can operate them effectively under pressure.

Furthermore, AEDs can mitigate the financial and operational impacts of workplace incidents. SCA events without prompt intervention often result in fatalities, leading to costly legal battles, workers’ compensation claims, and project delays. By contrast, a successful AED intervention can minimize these consequences, preserving both human lives and business continuity. The cost of AEDs—typically $1,000 to $2,000 per unit—is modest compared to these potential losses, making them a cost-effective investment.

Clear and visible signage should also indicate the location of AEDs, making them easy to find during an emergency, and they should be regularly inspected and maintained to ensure they are in proper working order and ready for use.

Incorporating information about heart health and the warning signs of cardiac arrest into regular safety briefings would help prepare workers for these emergencies.

AEDs are a vital asset on construction sites, offering rapid, life-saving intervention, ensuring compliance, and enhancing worker well-being. Their integration into safety protocols reflects a proactive approach to managing the unique risks of construction environments, ultimately creating safer and more resilient workplaces.

• Familiarize yourself. Learn how to operate an AED and always know its location in case of an emergency. If you know CPR, don’t let the automated AED instructions slow you down, but always clear the victim when the AED is analyzing or advising shock be delivered. Once you open an AED, it provides verbal instruction to the user and is easy to operate.
• Ensure the scene is safe. Check if the person is unresponsive and not breathing normally, such as gasping or not breathing. If so, call emergency services or 911, or have someone else call.
• Turn on the AED. Retrieve the AED, open it, and press the power button. Most AEDs provide voice or visual prompts to guide you.
• Apply the pads. Expose the person’s chest (wipe it dry if wet). Peel the adhesive pads from the packaging and place them as shown on the pads or AED instructions—typically one on the upper right chest and one on the lower left side.
• Analyze the heart rhythm. Ensure no one is touching the person. The AED will automatically analyze the heart rhythm and determine if a shock is needed. Follow prompts to press the “analyze” button if required.
• Deliver a shock (if prompted). If the AED advises a shock, ensure no one is touching the person (say “Clear!”). Press the shock button when instructed. If no shock is needed, proceed to CPR.
• Perform CPR. After a shock—or if no shock is advised—begin CPR with chest compressions at 100 to 120 beats per minute, about 2 inches deep for adults. Continue until the AED prompts another analysis or emergency personnel arrive.
• Follow AED prompts. The AED will guide you, re-analyzing the heart rhythm every two minutes or as needed. Follow its instructions until help arrives or the person shows signs of life.

or twenty years the National Association of Women in Construction, or NAWIC, has celebrated, promoted and educated the public about the role of women in the industry with Women in Construction Week, held in March. Locally, Alaska’s NAWIC chapter highlights the achievements of women who work across all fields of the industry with the Constructive Women Award.

This year, seventeen women were nominated by their peers. Of the six Constructive Women Award winners, five were from Associated General Contractors, or AGC, of Alaska member companies.

We reached out to each of them to learn more about their achievements, how they navigate the changing landscape of Alaska’s construction industry—and what advice they have for future “constructive” women.

Apprentices in the program get paid while they learn on the job; meanwhile, contractors “benefit by having a steady, well-trained and skilled workforce,” says McCarthy. The state benefits as a whole, too, since students mostly engage in public works projects such as building highways, bridges, ports, and more.

McCarthy is passionate about recruiting even more people into the construction industry—particularly women.

“Women always get paid equally in construction, which is not true for so many other career pathways,” she says.

As a member of NAWIC, she says she is part of a “group of strong women who work in today’s industry and are paving the way for other women to enter and advance.”

She highlights NAWIC’s mission of increasing recruitment, retention, and development of women in construction. “I am boots-on-the-ground, making that happen throughout Alaska,” she says.

Fast-forward to today: She’s overseeing large-scale road construction projects, working on overpasses and complex at-grade interchanges like the Gaffney Road/Airport Way/Richardson Highway/Steese Expressway, or GARS, project—which HC Contractors completed in almost half the projected time.

“That’s a career highlight,” Kuykendall says. “Putting together a crew that can accomplish goals is key, [and] I have a pretty great team here at HC.”

The work Kuykendall’s team did on the GARS project exemplifies her expertise. With more than 26,000 vehicles crossing the project every day, as well as significant design challenges, Kuykendall not only delivered the work a year ahead of schedule but ensured continuous safe access for the public throughout construction.

In her short tenure with HC Contractors—just four years—Kuykendall has overseen and completed complex heavy civil projects in the Fairbanks area, exceeding $74 million in contract revenue. She was singled out by her nominators for her ability to lead under pressure, prioritize safety, and integrate the latest construction technology to drive performance.

When asked for advice for other women wanting to work in the field, she shares, “I would have a lot to say. But in short, I’d tell them: Respect yourself and the people you work with.”

She’s also an inspiration, not just to women who might consider a career in construction but to Alaska Native men and women who, like her, are faced with the challenge of how to get much-needed, basic health and safety services to their remote villages.

Ayapan is a living example of how to pursue a career and care for her hometown: she plays a crucial role in building water and wastewater projects that reduce the incidence of infection in remote Alaska. Through her work, more than 350 homes in rural Alaska now have safe drinking water.

Projects Ayapan has led and worked on have eliminated the need for residents of villages like Akiakchak, New Stuyahok, and Koyuk to haul water and use honey buckets.

Thanks to an appearance in a short film aimed at inspiring students in rural schools to consider construction careers, Ayapan is motivating a new generation of potential trade workers. One young woman from Tunanak specifically cited Ayapan as the reason she’s now pursuing a career as an electrician.

Today, she leads projects that deliver technically advanced and reliable electrical design to a number of sectors, including healthcare, retail, housing, and mixed-use facilities. She also provides electrical engineering solutions to education, government, and industrial markets.

One of her most notable jobs was representing RSA as an on-site construction inspector for the US Navy at the South Pole in Antarctica in 2001;there, she designed electrical systems for the Cryogen and Balloon Inflation Facilities. She was repeatedly asked by the US Navy to return and ultimately completed three tours, earning the respect of her peers for her meticulous attention to detail and ability to excel in extreme conditions.

“Define what you want to achieve in your career and create a roadmap to reach those goals,” Ta advises other women entering the construction industry. “Find a mentor who can offer guidance, support, and advice based on their won experiences.”

Ta acts as a mentor and guide herself, fostering professional development opportunities for her team. Early on, she led and trained teams of young engineers at RSA, some of whom went on to become part of the firm’s leadership.

She continues to play a key role in developing RSA Engineering’s next generation of electrical engineers, sharing her expertise and her experience as the firm’s first female electrical engineer. A trailblazer who has worked on RSA’s most complex projects, Ta notes, “[It’s important] to trust your abilities and skills, then define what you want, keep learning—and prioritize your own well-being.”

She never thought she’d work in construction. But when she took an administrative job with Ahtna’s Environmental group, she discovered she liked problem solving and enjoyed the challenges the field presented her; soon, she says, she was deliberately pursuing a career “where I could see the results of my work and feel like I was contributing to something bigger.”

Today, Ford manages the construction efforts for nine different companies under Ahtna Diversified Holdings. She supervises staff deployment, travel, lodging, and—above all—safety in support of project delivery in some of the most remote locations in Alaska, including locales in the Aleutian Chain and around the Pacific Rim.

The people she works with mean the most to Ford. “Creating a team that’s safer and stronger is what motivates me every day. It’s the connections we make and the way we support each other that really matters. I am proud of the contributions I’ve made here in creating a culture where everyone feels like they matter.”

Ford’s role as “the glue that holds the company together,” as her nominators characterized her, is evident in the care she puts into ensuring every individual is supported. Her nominators highlighted one instance when she acted quickly to help a remote employee who was struggling with mental health issues to evacuate from the project site and find treatment, then seamlessly return to work when they were ready.

Ford’s advice for other women in the industry reflects her natural empathy. “Your presence matters more than you know. Your work product will speak for itself—but don’t be afraid to speak up, too. And if you ever find yourself wondering whether you belong—trust me, you do.”

Congratulations to all the Constructive Women of 2025, including UIC Nappairit Project Engineer/Manager Brianna Carlson, who are paving the way for more opportunities for more women in construction.

veryone keeps asking, “Where did the employees go? Why can’t we find people to fill our positions?” Today, I would like to offer hope for filling our needs as employers. The workforce suffered a sudden shift due to the COVID-19 pandemic. Since 2020, the workforce has started to improve, but it has not reached its full potential.

Of the workforce in skilled trades, 90 percent are men between the ages of 24 and 54 years old. The following trades in particular have a workforce primarily comprised of men:

• Plumbers: 98 percent
• Construction equipment operators: 97 percent
• Highway maintenance: 96 percent
• Welders: 94 percent
• Machinist: 95 percent
• Electrician: 97 percent

Women, who are more than capable of doing the work for many trades, are an as-of-yet untapped resource. During World War II, women were called to fill pilot and manufacturing positions because there were not enough men to fill the roles. Women are able to fill many roles in the skilled labor field, though it would require a change in culture to happen. That cultural shift starts with employers and educating our youth about opportunities.

The younger generations are tech-savvy. They have also watched their parents and grandparents work hard to make a living, even at the expense of family relationships. Many do not want that life. They are driving a cultural shift in increased work/life balance. Flexible schedules and hybrid work environments may be one way to attract and keep employees.

Wages were a factor in Alaska’s population loss. Alaska used to be the leader in wages, compared to the cost of living. Over the years, we have dropped to 8th in the United States. During COVID-19, wages increased in Alaska, and they have not dropped. Employers had to pay more—and still do—to get good employees.

The good news is that the population showed an increase in 2023 and 2024, and we are now almost back to the population of 2016. In the staffing industry, we have also noticed a change in the ability to find qualified candidates. It is starting to get easier to find the people needed to fill positions.

Staffing companies can be a solution to helping employers meet their staffing needs. Staffing companies do this daily—they are the professionals at it. Suppose we utilize all our resources and work with our community to continue to attract new people to Alaska. Alaska can be a great place to work, play, and live.