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Electric Company Names Martin As President\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_28\";s:49:\"Aschinger, electrical, contractor, Emily, Martin \";s:11:\"field_ft_28\";s:4:\"none\";s:11:\"field_id_29\";s:9743:\"<p><br /><br />Aschinger Electric Company, one of the largest electrical contracting firms in St. Louis, is making an unusual transition to a fourth generation of family management.</p>\n<table align=\"left\" border=\"0\" class=\"table-left\" style=\"height: 44px;\" width=\"76\">\n<tbody>\n<tr>\n<td>\n<p><img alt=\"Emily Aschinger-Martin\" height=\"373\" src=\"/images/uploads/emily-aschinger.jpg\" width=\"266\" /></p>\n</td>\n</tr>\n<tr>\n<td><strong>Emily Aschinger Martin</strong></td>\n</tr>\n</tbody>\n</table>\n<p>Emily Aschinger Martin has been promoted to president, a position formerly held by her father Eric Aschinger. Scott Aschinger, Martin\'s cousin, was named vice president of operations. Eric remains with Aschinger Electric as chairman and chief executive officer. His brothers, Jack Aschinger and Keith Aschinger, also remain officers of the company. Jack serves as the senior vice president, and Keith is the administrative vice president and corporate secretary. Scott Aschinger is Jack\'s son. Scott will continue to serve as president of Aschinger Electric Communications, Inc., a business unit of Aschinger Electric Company that designs, installs and maintains communication systems, such as telephone and voice-over internet protocol (VOIP).<br /><br />According to the U.S. Small Business Administration, only 12 percent of family-owned businesses make it into the third generation. It is even rarer for a woman to become president.<br /><br />\"This transition is part of a carefully planned, multi-year process designed to provide seamless leadership,\" Eric Aschinger said.<br /><br />\"My father had two heart attacks within a week of each other in 2001, and that made him think seriously about transition,\" said Martin. \"Their father, Francis, died suddenly in \'78 and they had to learn to read financial statements on the fly,\" she said.<br /><br />In contrast to the way he and his brothers took over the business thirty years ago, Eric Aschinger said that they did not want this transition \"to be an event, we wanted it to be a process.\" Francis Aschinger died within three weeks of being diagnosed with cancer in 1978. His three sons all were in the business, but Eric became president because he had already gotten his own electrical contractor\'s license in addition to his electrical engineering license. \"I already had the licenses, so I seemed to be the right one even though I was the youngest,\" Eric said. \"Both my brothers bought in on that and we shared responsibility.\" Eric said he did not want the new generation to make the same mistakes he made. \"I was good at running jobs, but that is different from running a business,\" he said.<br /><br />So, seven years ago, the Aschinger family began a process of transferring the family business to a new generation. It was a process that they thought would take seven to 10 years to complete. \"We studied failures,\" Eric said. \"We went to FMI seminars, heard horror stories, and decided what to do.\"<br /><br />The first major decision was to do something about the increasing division of ownership of the company. Francis\' widow owned stock in the company. Eric, Jack, and Keith had stock, and so did their sisters. All of Francis\' grandchildren, 17 in total, owned stock. \"We decided that only those who were in the business should have stock,\" Eric said. \"Too many of the horror stories were about people outside the family business owning stock in it and not understanding what it takes to run the business, he said. So, the three brothers started the transition process by first buying out everyone else so that when they passed management of the company on they were actually passing control of the company on as well.<br /><br />Eric had four children, but only daughter Emily is in the business. Jack had three children, but only son Scott is in the business. Keith also had three children, and his son Craig is the only one in the business. None of the sisters\' children went into the business. Emily is a lawyer; Scott is an electrical engineer with an MBA; and Craig has a psychology degree and taught English in Japan before entering the electrician\'s apprenticeship program. Craig is working for the company as a journeyman electrician.<br /><br />Two years into the transition process, the family still was not certain that the company would stay in the family. \"Someone else was interested in taking over the business,\" Eric said. The family had Emily, Scott, and Craig tested \"to see if there was an heir apparent,\" he said, and also had Eric, Jack, and Keith tested.<br /><br />\"Both Emily and Scott fit the profile for business leaders,\" Eric said. \"They both were in the 99th percentile and between the business side and the construction side they complement each other well,\" he said.<br /><br />How did the family decide which of the two of them would become president? \"We didn\'t,\" Eric said. \"We let them decide. We told them that if there was going to be a problem, it was not going to be our problem; it was going to be theirs. They sat down with the consultant and came up with a set of guidelines as to what decision they each would make independently and what decisions they would make together,\" he said.<br /><br />Emily said that their model is the relationship that Tracy Hart and Dirk Elsperman have a Tarlton Corporation. \"Scott and I sat down with Tracy and Dirk to discuss how they work together,\" Martin said. \"Our relationship is very similar: We are a partnership. He is very much on the operation side; I am on the sales and administrative side.\"<br /><br />That is not to say that Eric and his brothers were not keeping an unobtrusive eye on their offspring. \"We watched to see who people went to naturally when they had a problem,\" Eric said, \"and they went to Emily.\"<br /><br />After the settling the succession, there began the long process of preparation. \"I made them both join business owners groups to learn the business of running a business,\" Eric said. \"We sent them to FMI training and NECA training. I would meet with them once a month and talk about business, teach them how to read statements, and take them to the bank with me to get line of credit or to the bonding company with me. And I showed them what I look for when I look at job reports, the things that might raise a red flag, which is something nobody showed me.\"<br /><br />Emily Martin and Scott Aschinger represent the fourth generation of the family in electrical contracting, going back almost a century to their great-grandfather, Otto Aschinger, who began replacing gas lights and oil lamps with electric wiring in 1912. He left St. Louis during the Great Depression in the 1930s for opportunities in the California shipyards. His son Francis founded Aschinger Electric in St. Louis in 1940.<br /><br />Eric said that when Emily was a child, he used to bring templates home from work and make his children lay them out for parking lot wiring. When she was 10, he made her wire all the receptacles in a house he was building. Emily recalls visiting potential job sites with her father and counting light fixtures for estimates. Nonetheless, Eric said he did not expect her to enter the family business.<br /><br />As an adult, Emily had gone off in her own direction, Eric recalled. \"She became a lawyer and went into private practice,\" he said. \'Then after she had practiced law for nearly five years, she called and said she wanted to come to work me. I remember my first thought was, \"What do I need a lawyer for\",\' he said. That was in 1998.<br /><br />Eric said he made Emily estimate jobs, run jobs, and close jobs. \"She did 100 percent of what it takes to be a project manager so that she could relate to the issues that others face,\" he said. She then added sales and marketing roles and in 2004 she was named vice president of business development.<br /><br />Scott Aschinger joined Aschinger Electric Company in the early 1980s as a draftsman and project engineer. He has since earned an MBA as well as registration as a professional engineer and communications distribution designer, and he started and runs Aschinger\'s communications division.<br /><br />With annual billings of more than $44 million, Aschinger Electric Company is one of the largest electrical firms in St. Louis. The firm employs more than 200 people, including more than 170 electricians, communication technicians and lighting technicians.<br /><br />Emily intends to continue the company\'s reputation for innovation. \"The imperative of the industry today is to move in a new direction,\" she said. \"We are moving from reactive services to proactive: we are doing predictive and preventive maintenance, flash hazard analysis, and light maintenance services (changing light bulbs and ballasts),\" she said.<br /><br />\"There is an emphasis today on going green and saving energy that has people going into lighting retrofit. We have someone doing just retrofits: he is project manager. That is what I mean by being proactive: we can sell it,\" she said.<br /><br />\"I would always rather sell the work as opposed to bidding the work,\" Eric said. \"We would get information about the future directions of the industry from NECA (National Electrical Contractors Association) meetings and we would try to be a one stop solution for the customer,\" he said. \"Some things work and some don\'t, but we\'ve always looked for something different,\" he added.<br /><br />What is next for Eric, Jack, and Keith? \"I said that I would stay as CEO for two years,\" Eric said. \"There is always some fallout in a transition and we wanted to avoid that, so we are going slowly.... Jack takes care of the trucks, because that is what he likes to do, and Keith is still into computers.\"<br /><br />&nbsp;</p>\";s:11:\"field_ft_29\";s:0:\"\";s:11:\"field_id_31\";s:2:\"53\";s:11:\"field_ft_31\";s:4:\"none\";s:11:\"field_id_32\";s:0:\"\";s:11:\"field_ft_32\";s:0:\"\";s:11:\"field_id_34\";s:0:\"\";s:11:\"field_ft_34\";s:0:\"\";s:11:\"field_id_35\";s:0:\"\";s:11:\"field_ft_35\";s:0:\"\";s:11:\"field_id_36\";s:0:\"\";s:11:\"field_ft_36\";s:4:\"none\";s:11:\"field_id_37\";s:0:\"\";s:11:\"field_ft_37\";s:0:\"\";s:11:\"field_id_41\";s:0:\"\";s:11:\"field_ft_41\";s:4:\"none\";s:11:\"field_id_42\";s:0:\"\";s:11:\"field_ft_42\";s:4:\"none\";s:11:\"field_id_43\";s:0:\"\";s:11:\"field_ft_43\";s:4:\"none\";s:11:\"field_id_44\";s:166:\"Aschinger Electric Company, one of the largest electrical contracting firms in St. Louis, is making an unusual transition to a fourth generation of family 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Electric Company Names Martin As President\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_28\";s:49:\"Aschinger, electrical, contractor, Emily, Martin \";s:11:\"field_ft_28\";s:4:\"none\";s:11:\"field_id_29\";s:9743:\"<p><br /><br />Aschinger Electric Company, one of the largest electrical contracting firms in St. Louis, is making an unusual transition to a fourth generation of family management.</p>\n<table align=\"left\" border=\"0\" class=\"table-left\" style=\"height: 44px;\" width=\"76\">\n<tbody>\n<tr>\n<td>\n<p><img alt=\"Emily Aschinger-Martin\" height=\"373\" src=\"/images/uploads/emily-aschinger.jpg\" width=\"266\" /></p>\n</td>\n</tr>\n<tr>\n<td><strong>Emily Aschinger Martin</strong></td>\n</tr>\n</tbody>\n</table>\n<p>Emily Aschinger Martin has been promoted to president, a position formerly held by her father Eric Aschinger. Scott Aschinger, Martin\'s cousin, was named vice president of operations. Eric remains with Aschinger Electric as chairman and chief executive officer. His brothers, Jack Aschinger and Keith Aschinger, also remain officers of the company. Jack serves as the senior vice president, and Keith is the administrative vice president and corporate secretary. Scott Aschinger is Jack\'s son. Scott will continue to serve as president of Aschinger Electric Communications, Inc., a business unit of Aschinger Electric Company that designs, installs and maintains communication systems, such as telephone and voice-over internet protocol (VOIP).<br /><br />According to the U.S. Small Business Administration, only 12 percent of family-owned businesses make it into the third generation. It is even rarer for a woman to become president.<br /><br />\"This transition is part of a carefully planned, multi-year process designed to provide seamless leadership,\" Eric Aschinger said.<br /><br />\"My father had two heart attacks within a week of each other in 2001, and that made him think seriously about transition,\" said Martin. \"Their father, Francis, died suddenly in \'78 and they had to learn to read financial statements on the fly,\" she said.<br /><br />In contrast to the way he and his brothers took over the business thirty years ago, Eric Aschinger said that they did not want this transition \"to be an event, we wanted it to be a process.\" Francis Aschinger died within three weeks of being diagnosed with cancer in 1978. His three sons all were in the business, but Eric became president because he had already gotten his own electrical contractor\'s license in addition to his electrical engineering license. \"I already had the licenses, so I seemed to be the right one even though I was the youngest,\" Eric said. \"Both my brothers bought in on that and we shared responsibility.\" Eric said he did not want the new generation to make the same mistakes he made. \"I was good at running jobs, but that is different from running a business,\" he said.<br /><br />So, seven years ago, the Aschinger family began a process of transferring the family business to a new generation. It was a process that they thought would take seven to 10 years to complete. \"We studied failures,\" Eric said. \"We went to FMI seminars, heard horror stories, and decided what to do.\"<br /><br />The first major decision was to do something about the increasing division of ownership of the company. Francis\' widow owned stock in the company. Eric, Jack, and Keith had stock, and so did their sisters. All of Francis\' grandchildren, 17 in total, owned stock. \"We decided that only those who were in the business should have stock,\" Eric said. \"Too many of the horror stories were about people outside the family business owning stock in it and not understanding what it takes to run the business, he said. So, the three brothers started the transition process by first buying out everyone else so that when they passed management of the company on they were actually passing control of the company on as well.<br /><br />Eric had four children, but only daughter Emily is in the business. Jack had three children, but only son Scott is in the business. Keith also had three children, and his son Craig is the only one in the business. None of the sisters\' children went into the business. Emily is a lawyer; Scott is an electrical engineer with an MBA; and Craig has a psychology degree and taught English in Japan before entering the electrician\'s apprenticeship program. Craig is working for the company as a journeyman electrician.<br /><br />Two years into the transition process, the family still was not certain that the company would stay in the family. \"Someone else was interested in taking over the business,\" Eric said. The family had Emily, Scott, and Craig tested \"to see if there was an heir apparent,\" he said, and also had Eric, Jack, and Keith tested.<br /><br />\"Both Emily and Scott fit the profile for business leaders,\" Eric said. \"They both were in the 99th percentile and between the business side and the construction side they complement each other well,\" he said.<br /><br />How did the family decide which of the two of them would become president? \"We didn\'t,\" Eric said. \"We let them decide. We told them that if there was going to be a problem, it was not going to be our problem; it was going to be theirs. They sat down with the consultant and came up with a set of guidelines as to what decision they each would make independently and what decisions they would make together,\" he said.<br /><br />Emily said that their model is the relationship that Tracy Hart and Dirk Elsperman have a Tarlton Corporation. \"Scott and I sat down with Tracy and Dirk to discuss how they work together,\" Martin said. \"Our relationship is very similar: We are a partnership. He is very much on the operation side; I am on the sales and administrative side.\"<br /><br />That is not to say that Eric and his brothers were not keeping an unobtrusive eye on their offspring. \"We watched to see who people went to naturally when they had a problem,\" Eric said, \"and they went to Emily.\"<br /><br />After the settling the succession, there began the long process of preparation. \"I made them both join business owners groups to learn the business of running a business,\" Eric said. \"We sent them to FMI training and NECA training. I would meet with them once a month and talk about business, teach them how to read statements, and take them to the bank with me to get line of credit or to the bonding company with me. And I showed them what I look for when I look at job reports, the things that might raise a red flag, which is something nobody showed me.\"<br /><br />Emily Martin and Scott Aschinger represent the fourth generation of the family in electrical contracting, going back almost a century to their great-grandfather, Otto Aschinger, who began replacing gas lights and oil lamps with electric wiring in 1912. He left St. Louis during the Great Depression in the 1930s for opportunities in the California shipyards. His son Francis founded Aschinger Electric in St. Louis in 1940.<br /><br />Eric said that when Emily was a child, he used to bring templates home from work and make his children lay them out for parking lot wiring. When she was 10, he made her wire all the receptacles in a house he was building. Emily recalls visiting potential job sites with her father and counting light fixtures for estimates. Nonetheless, Eric said he did not expect her to enter the family business.<br /><br />As an adult, Emily had gone off in her own direction, Eric recalled. \"She became a lawyer and went into private practice,\" he said. \'Then after she had practiced law for nearly five years, she called and said she wanted to come to work me. I remember my first thought was, \"What do I need a lawyer for\",\' he said. That was in 1998.<br /><br />Eric said he made Emily estimate jobs, run jobs, and close jobs. \"She did 100 percent of what it takes to be a project manager so that she could relate to the issues that others face,\" he said. She then added sales and marketing roles and in 2004 she was named vice president of business development.<br /><br />Scott Aschinger joined Aschinger Electric Company in the early 1980s as a draftsman and project engineer. He has since earned an MBA as well as registration as a professional engineer and communications distribution designer, and he started and runs Aschinger\'s communications division.<br /><br />With annual billings of more than $44 million, Aschinger Electric Company is one of the largest electrical firms in St. Louis. The firm employs more than 200 people, including more than 170 electricians, communication technicians and lighting technicians.<br /><br />Emily intends to continue the company\'s reputation for innovation. \"The imperative of the industry today is to move in a new direction,\" she said. \"We are moving from reactive services to proactive: we are doing predictive and preventive maintenance, flash hazard analysis, and light maintenance services (changing light bulbs and ballasts),\" she said.<br /><br />\"There is an emphasis today on going green and saving energy that has people going into lighting retrofit. We have someone doing just retrofits: he is project manager. That is what I mean by being proactive: we can sell it,\" she said.<br /><br />\"I would always rather sell the work as opposed to bidding the work,\" Eric said. \"We would get information about the future directions of the industry from NECA (National Electrical Contractors Association) meetings and we would try to be a one stop solution for the customer,\" he said. \"Some things work and some don\'t, but we\'ve always looked for something different,\" he added.<br /><br />What is next for Eric, Jack, and Keith? \"I said that I would stay as CEO for two years,\" Eric said. \"There is always some fallout in a transition and we wanted to avoid that, so we are going slowly.... Jack takes care of the trucks, because that is what he likes to do, and Keith is still into computers.\"<br /><br />&nbsp;</p>\";s:11:\"field_ft_29\";s:0:\"\";s:11:\"field_id_31\";s:2:\"53\";s:11:\"field_ft_31\";s:4:\"none\";s:11:\"field_id_32\";s:0:\"\";s:11:\"field_ft_32\";s:0:\"\";s:11:\"field_id_34\";s:0:\"\";s:11:\"field_ft_34\";s:0:\"\";s:11:\"field_id_35\";s:0:\"\";s:11:\"field_ft_35\";s:0:\"\";s:11:\"field_id_36\";s:0:\"\";s:11:\"field_ft_36\";s:4:\"none\";s:11:\"field_id_37\";s:0:\"\";s:11:\"field_ft_37\";s:0:\"\";s:11:\"field_id_41\";s:0:\"\";s:11:\"field_ft_41\";s:4:\"none\";s:11:\"field_id_42\";s:0:\"\";s:11:\"field_ft_42\";s:4:\"none\";s:11:\"field_id_43\";s:0:\"\";s:11:\"field_ft_43\";s:4:\"none\";s:11:\"field_id_44\";s:166:\"Aschinger Electric Company, one of the largest electrical contracting firms in St. Louis, is making an unusual transition to a fourth generation of family 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Availability rates were lowest in the Fenton<br />sub-market, at 5.38%, and highest in the Metro East market, at 19.82%.<br /><br />The high availability rate in Metro East was the direct result of a huge construction boom in<br />that submarket over the last several quarters, according to CBRE &ndash; St. Louis industrial<br />brokers. This boom is continuing, with more than 1.2 million square feet of industrial space<br />under construction during the first quarter in the submarket, which had positive absorption<br />of more than 950,000 square feet during the quarter, easily outpacing every other<br />submarket. Absorption is defined as the change in occupied space from one period to the<br />next, including new leases and companies that leave space. The availability rate measures<br />space being marketed for lease, including both vacant space and space where leases are<br />due to expire. The figures include both direct and sublease space available.<br /><br />&ldquo;The Metro East is the clear leader for industrial space,&rdquo; Allen Klippel, SIOR, first vice<br />president in CBRE&rsquo;s St. Louis office, said. &ldquo;The built-out of speculative space has caused a higher availability rate temporarily, but the positives of the Metro East for industrial tenants, including proximity to interstates, are such that we believe much of that space will lease up or be sold very quickly.&rdquo;<br /><br />On the office side, overall vacancy was 14.54%, which represented an improvement from<br />the fourth-quarter 2007 vacancy rate of 14.99%. The South County submarket had the<br />lowest vacancy rate, at 8.87%, including an exceptionally low 4.24% vacancy rate in the<br />Class A, or high-end, sector of the market. Downtown had the highest vacancy rate, at nearly 21%. The office report also shows that average asking lease rates are slowly creeping upward, to<br />$19.99 per square foot in the first quarter.<br /><br />Despite the national economic slowdown, caused in large part by the problems with the<br />subprime mortgage crisis, CBRE reported that the St. Louis market continues to show strong fundamentals.<br /><br />&ldquo;On the office side, we&rsquo;re seeing very little new speculative construction,&rdquo; said Lynn<br />Schenck, SIOR, senior vice president of CBRE &ndash; St. Louis. &ldquo;That&rsquo;s certainly helping with<br />vacancy rates. It&rsquo;s good to see that the market is holding steady, and even improving, in a<br />tough economic time nationally.&rdquo;<br /><br />CB Richard Ellis also has released its national report for the first quarter, covering both the<br />industrial and office markets. Nationally, the office vacancy rate was 13.2%, up from 12.8% in the fourth quarter of 2007. 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Quarter Commercial Real Estate: Vacancy rate decreases in office market, but increases in industrial market\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_28\";s:76:\"CBRE, Richard Ellis, vacancy, industrial, commercial, real estate, St. Louis\";s:11:\"field_ft_28\";s:4:\"none\";s:11:\"field_id_29\";s:3811:\"<p><br />First Quarter Market Report: Vacancy rate decreases in office market, but increases in industrial market<br /><br />CB Richard Ellis (CBRE) has released its first-quarter 2008<br />market analysis for the St. Louis area, which shows availability rates on the rise in the<br />industrial market but vacancy rates decreasing in the office sector.<br /><br />The first-quarter 2008 industrial availability rate for the St. Louis area was 11.37%, up from<br />10.89% in the fourth quarter of 2007. Availability rates were lowest in the Fenton<br />sub-market, at 5.38%, and highest in the Metro East market, at 19.82%.<br /><br />The high availability rate in Metro East was the direct result of a huge construction boom in<br />that submarket over the last several quarters, according to CBRE &ndash; St. Louis industrial<br />brokers. This boom is continuing, with more than 1.2 million square feet of industrial space<br />under construction during the first quarter in the submarket, which had positive absorption<br />of more than 950,000 square feet during the quarter, easily outpacing every other<br />submarket. Absorption is defined as the change in occupied space from one period to the<br />next, including new leases and companies that leave space. The availability rate measures<br />space being marketed for lease, including both vacant space and space where leases are<br />due to expire. The figures include both direct and sublease space available.<br /><br />&ldquo;The Metro East is the clear leader for industrial space,&rdquo; Allen Klippel, SIOR, first vice<br />president in CBRE&rsquo;s St. Louis office, said. &ldquo;The built-out of speculative space has caused a higher availability rate temporarily, but the positives of the Metro East for industrial tenants, including proximity to interstates, are such that we believe much of that space will lease up or be sold very quickly.&rdquo;<br /><br />On the office side, overall vacancy was 14.54%, which represented an improvement from<br />the fourth-quarter 2007 vacancy rate of 14.99%. The South County submarket had the<br />lowest vacancy rate, at 8.87%, including an exceptionally low 4.24% vacancy rate in the<br />Class A, or high-end, sector of the market. Downtown had the highest vacancy rate, at nearly 21%. The office report also shows that average asking lease rates are slowly creeping upward, to<br />$19.99 per square foot in the first quarter.<br /><br />Despite the national economic slowdown, caused in large part by the problems with the<br />subprime mortgage crisis, CBRE reported that the St. Louis market continues to show strong fundamentals.<br /><br />&ldquo;On the office side, we&rsquo;re seeing very little new speculative construction,&rdquo; said Lynn<br />Schenck, SIOR, senior vice president of CBRE &ndash; St. Louis. &ldquo;That&rsquo;s certainly helping with<br />vacancy rates. It&rsquo;s good to see that the market is holding steady, and even improving, in a<br />tough economic time nationally.&rdquo;<br /><br />CB Richard Ellis also has released its national report for the first quarter, covering both the<br />industrial and office markets. Nationally, the office vacancy rate was 13.2%, up from 12.8% in the fourth quarter of 2007. 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Motivated and Win It\";s:11:\"field_ft_20\";s:4:\"none\";s:11:\"field_id_22\";s:27:\"Woodcock, sales, motivation\";s:11:\"field_ft_22\";s:4:\"none\";s:11:\"field_id_23\";s:5217:\"<p>Get Motivated and Win It<br /><br />By Tom Woodcock<br /><br />It&rsquo;s 6 a.m. and you&rsquo;re supposed to be dragging your lazy behind out of bed. You smack that snooze button, and again, again, and again. No use, you have to get going. Today is going to be tough. There are problems with customers concerning job issues, pricing issues, change orders, and no show workers. How on earth does one stay motivated to perform at top levels everyday under these circumstances? <br /><br />We&rsquo;ve all been there and suffered through those times.&nbsp; Staying motivated to perform for customers, secure business, and market oneself relies on two sources, internal and external drivers. Both combine to shape our frame of mind. They can vary somewhat for each of us but there are some that are common to most.<br /><br />Internal drivers are those items that are very close to our heart. God, family, and self are the bigger players with peace of mind being a close fourth. Not to be over spiritual but we all have those moments when we ponder what lies ahead for us after they put us in the pine box.&nbsp; That can really determine how hard you work and play. People with a sense of eternal destiny have a bit of extra responsibility. Though this can backfire if they get too far into fate thinking and just go with the flow. It happens.&nbsp; Believe it or not the next big internal driver is self. We really do all want to be happy, even though on the outside some folks act like they could care less! We cannot excel if we don&rsquo;t want to stretch, grow and prove ourselves. Success follows those who strive to develop in these areas. Success in business is absolutely a byproduct of this. Anyone telling you otherwise is blinding themselves to what&rsquo;s really motivating them to succeed. Proving you can win certain projects, raise job margins, and retain your current customers can bring a great degree of satisfaction.&nbsp; <br />&nbsp;&nbsp;&nbsp;&nbsp; <br />The next internal factor is family. Some of us have big families full of kids, dogs and SUV&rsquo;s. We want the best for them and hope to provide a stable, fun life. This can pop us out of bed in the morning and push us to the next level.&nbsp; Adding this to the first two drivers can really turn into a powerful engine. Throw in the desire to have peace of mind by not losing sleep worrying about a customer or project and you have rocket fuel.&nbsp; We&rsquo;ll look at how to keep these in the forefront of your mind after we hit a couple external drivers.<br /><br />External drivers are numerous. These are the things outside our intimate lives that shape our days.&nbsp; The easiest target is money!&nbsp; If you have it, you&rsquo;re in position to provide for yourself and others in a grand (Bad pun!) way.&nbsp; If you don&rsquo;t you have to hustle to try and get more. Aaaaaah, what a rat race. It can literally wear you out.&nbsp; The problem most have with money is the level of importance people give it. When it&rsquo;s tight it causes stress, when it&rsquo;s plentiful it can mask the simple things of life. In business and sales it&rsquo;s the measuring device. Success is in the bottom line. Discipline is the winner here.&nbsp; Keeping a good perspective of what&rsquo;s important but understanding the need for finances is the balance.<br /><br />Another external driver is supervision. The people that manage us, direct us or if you own the business, measure us, ie: the bank, industry peers&hellip;&nbsp; Positive management is always more profitable than negative. Though I&rsquo;d say there are far more negative managers than positive. Many managers think yelling, cussing, and belittling will get them the results they want. Though I agree there are situations to be firm, disrespect typically backfires in the end. If you&rsquo;re people don&rsquo;t like you because they&rsquo;ve been treated poorly, they enentually will throw you under the bus.&nbsp; <br /><br />Well, how do you keep motivated? Simple; use a reminder system to keep the important things in front of you. We&rsquo;re all different. It could be pictures, a daily phone call from home, inspirational reading material, vacations planned well in advance, see where I&rsquo;m going here? It&rsquo;s important to do something that pulls your thoughts back to those internal drivers. Then you can deal with the external.&nbsp; This is all so very important when dealing with your customers and clients.&nbsp; They&rsquo;ll sense when your motivation is low or gone. They&rsquo;ll be less inclined to do business with you. It&rsquo;s easy to stay more motivated when business is good, but how about when it&rsquo;s slow? You need to pick yourself up by the bootstraps and kick it in gear! If you are already a motivated person then I challenge you: How high can you reach?&nbsp; How many new customers can you gain? How much can you grow your business? How many other people can you motivate in your company? Go get &lsquo;em! <br /><br />Tom Woodcock is a sales consultant to contractors and contractor suppliers, who speaks to and trains contractors locally and nationwide. 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You smack that snooze button, and again, again, and again. No use, you have to get going. Today is going to be tough. There are problems with customers concerning job issues, pricing issues, change orders, and no show workers. How on earth does one stay motivated to perform at top levels everyday under these circumstances? <br /><br />We&rsquo;ve all been there and suffered through those times.&nbsp; Staying motivated to perform for customers, secure business, and market oneself relies on two sources, internal and external drivers. Both combine to shape our frame of mind. They can vary somewhat for each of us but there are some that are common to most.<br /><br />Internal drivers are those items that are very close to our heart. God, family, and self are the bigger players with peace of mind being a close fourth. Not to be over spiritual but we all have those moments when we ponder what lies ahead for us after they put us in the pine box.&nbsp; That can really determine how hard you work and play. People with a sense of eternal destiny have a bit of extra responsibility. Though this can backfire if they get too far into fate thinking and just go with the flow. It happens.&nbsp; Believe it or not the next big internal driver is self. We really do all want to be happy, even though on the outside some folks act like they could care less! We cannot excel if we don&rsquo;t want to stretch, grow and prove ourselves. Success follows those who strive to develop in these areas. Success in business is absolutely a byproduct of this. Anyone telling you otherwise is blinding themselves to what&rsquo;s really motivating them to succeed. Proving you can win certain projects, raise job margins, and retain your current customers can bring a great degree of satisfaction.&nbsp; <br />&nbsp;&nbsp;&nbsp;&nbsp; <br />The next internal factor is family. Some of us have big families full of kids, dogs and SUV&rsquo;s. We want the best for them and hope to provide a stable, fun life. This can pop us out of bed in the morning and push us to the next level.&nbsp; Adding this to the first two drivers can really turn into a powerful engine. Throw in the desire to have peace of mind by not losing sleep worrying about a customer or project and you have rocket fuel.&nbsp; We&rsquo;ll look at how to keep these in the forefront of your mind after we hit a couple external drivers.<br /><br />External drivers are numerous. These are the things outside our intimate lives that shape our days.&nbsp; The easiest target is money!&nbsp; If you have it, you&rsquo;re in position to provide for yourself and others in a grand (Bad pun!) way.&nbsp; If you don&rsquo;t you have to hustle to try and get more. Aaaaaah, what a rat race. It can literally wear you out.&nbsp; The problem most have with money is the level of importance people give it. When it&rsquo;s tight it causes stress, when it&rsquo;s plentiful it can mask the simple things of life. In business and sales it&rsquo;s the measuring device. Success is in the bottom line. Discipline is the winner here.&nbsp; Keeping a good perspective of what&rsquo;s important but understanding the need for finances is the balance.<br /><br />Another external driver is supervision. The people that manage us, direct us or if you own the business, measure us, ie: the bank, industry peers&hellip;&nbsp; Positive management is always more profitable than negative. Though I&rsquo;d say there are far more negative managers than positive. Many managers think yelling, cussing, and belittling will get them the results they want. Though I agree there are situations to be firm, disrespect typically backfires in the end. If you&rsquo;re people don&rsquo;t like you because they&rsquo;ve been treated poorly, they enentually will throw you under the bus.&nbsp; <br /><br />Well, how do you keep motivated? Simple; use a reminder system to keep the important things in front of you. We&rsquo;re all different. It could be pictures, a daily phone call from home, inspirational reading material, vacations planned well in advance, see where I&rsquo;m going here? It&rsquo;s important to do something that pulls your thoughts back to those internal drivers. Then you can deal with the external.&nbsp; This is all so very important when dealing with your customers and clients.&nbsp; They&rsquo;ll sense when your motivation is low or gone. They&rsquo;ll be less inclined to do business with you. It&rsquo;s easy to stay more motivated when business is good, but how about when it&rsquo;s slow? You need to pick yourself up by the bootstraps and kick it in gear! If you are already a motivated person then I challenge you: How high can you reach?&nbsp; How many new customers can you gain? How much can you grow your business? How many other people can you motivate in your company? Go get &lsquo;em! <br /><br />Tom Woodcock is a sales consultant to contractors and contractor suppliers, who speaks to and trains contractors locally and nationwide. He can be reached via his website www.tomwoodcocksealthedeal.com</p>\";s:11:\"field_ft_23\";s:0:\"\";s:11:\"field_id_25\";s:2:\"30\";s:11:\"field_ft_25\";s:4:\"none\";s:11:\"field_id_26\";s:0:\"\";s:11:\"field_ft_26\";s:0:\"\";s:11:\"field_id_28\";s:0:\"\";s:11:\"field_ft_28\";s:0:\"\";s:11:\"field_id_29\";s:0:\"\";s:11:\"field_ft_29\";s:0:\"\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_ft_31\";s:0:\"\";s:11:\"field_id_32\";s:0:\"\";s:11:\"field_ft_32\";s:0:\"\";s:11:\"field_id_34\";s:0:\"\";s:11:\"field_ft_34\";s:0:\"\";s:11:\"field_id_35\";s:0:\"\";s:11:\"field_ft_35\";s:0:\"\";s:11:\"field_id_36\";s:0:\"\";s:11:\"field_ft_36\";s:4:\"none\";s:11:\"field_id_37\";s:0:\"\";s:11:\"field_ft_37\";s:0:\"\";s:11:\"field_id_41\";s:0:\"\";s:11:\"field_ft_41\";s:4:\"none\";s:11:\"field_id_42\";s:0:\"\";s:11:\"field_ft_42\";s:4:\"none\";s:11:\"field_id_43\";s:0:\"\";s:11:\"field_ft_43\";s:4:\"none\";s:11:\"field_id_44\";s:0:\"\";s:11:\"field_ft_44\";s:4:\"none\";s:11:\"field_id_45\";s:174:\"Staying motivated to perform for customers, secure business, and market oneself relies on two sources, internal and external drivers. 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Each year 150-200 persons attend the awards which are presented at a dinner ceremony, held in cooperation with the St. Louis Chapter, National Association of Women in Construction. This year\'s presentation will be held June 19 at the Randall Gallery.&nbsp; For more information on attending the awards event, e-mail tom@stlouiscnr.com.<br /><br /><strong>Cardinal Glennon Children\'s Hospital Expansion</strong> is the first project completed under the integrated project delivery agreement of \"lean construction\".&nbsp; As such it has become a national model for a new way of delivering construction to minimize and drive out waste. The project was completed six weeks early and under budget. Because hospital intensive care rooms a are very complex the team built a mockup of a neonatal intensive care unit (NICU) inside a team member\'s warehouse, discovering that it was impossible to build as drawn. The lessons learned in reconfiguring the mockup were transferred to the construction of the 60-room NICU.<br />Owner: Cardinal Glennon Children\'s Hospital<br />Designer: Christner and McGrath<br />General Contractor: Alberici Constructors<br /><br /><strong>Doisy Research Center</strong> is the new front door for the St. Louis University Medical Campus and host to modern facilities to generate new research involving vaccine development, molecular biology, virology, immunology and epidemiology. It is a major component of the largest building project in St. Louis University history. The signature triangular shape reflects the highly efficient relationship of research space to support space within the building. Although delayed by unexpected conditions, such as a previously-unknown quarry beneath the site, and delays in getting the necessary funding approvals from the National Institutes of Health the project was completed safely and within budget. <br />Owner: St. Louis University<br />Designer: Cannon Design<br />General Contractor: Clayco<br /><br /><strong>Express Scripts\' </strong>decision to move to the campus of the University of Missouri-St. Louis campus led to a major revival in north St. Louis County. It was the first time a Fortune 500 company has located on a public university campus. The 320,000 square foot building was designed to meet LEED certification standards. 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The 34,000 square foot dealership, incorporates such features as solatubes to bring light inside, a radiant heat/hot water system powered by motorcycle waste oil, bamboo flooring in the customer area, and 60-foot-tall wind turbine.<br />Owner: Frieze Harley-Davidson<br />Designer: Karasek Architects<br />General Contractor: Trumpet Builders<br />&nbsp;<br /><strong>Kerr Foundation\'s</strong> renovation of 21 O\'Fallon St., just north of the President Casino on the riverfront, was designed as an educational showcase for sustainable building - and building renovation - strategies. The 58 points earned on the LEED rating system is only one less than the number earned by the renowned Alberici headquarters building - which has been billed as one of the \"greenest\" buildings in the world. Features include everything from rain barrels to collect water used to irrigate the building\'s \"green roof\" roof deck&nbsp; to both photovoltaic and&nbsp; wind turbine power generation. <br />Owner: William A. Kerr Family Foundation<br />Designer: TMA&nbsp; Architects<br />General Contractor: Trumpet Builders<br /><br /><strong>Moosylvania Marketing</strong> renovated an 80-year-old Baptist church and 1950s era school into a modern and memorable office setting, booting the revival of downtown Maplewood. Tarlton converted the church into four levels open workspace. The scope of work invluded maintaining the building\'s historical significance and eligibility for tax credits while applying state-of-the-art technology and modern amenities. Tarlton won a 2008 \"Build America\" award, sponsored by the Aon, from the Construction Services Group of the Associated General Contractors of America for the project. <br />Owner: Moosylvania Marketing<br />Designer: Klitzing Wetsch Associates,Inc.<br />General Contractor: Tarlton<br /><br /><br /><strong>Monsanto Data Center</strong> takes the idea of data center as a concrete bunker and turns it on its head. Faced with a wall of fritted glass that provides 60 percent sun shading and is also a security feature, the center addresses the human needs of the IT staff working within its walls. The inside of the center is warm and well-lit, with inviting work areas. The project is registered for LEED certification. 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Seven of the eight projects incorporated major commitments to sustainable, energy-conserving construction and operation in their building programs. <br /><br />The winners of the Regional Excellence Awards for this year are: Cardinal Glennon Children\'s Expansion; <br />Doisy Research Center at St. Louis University; Express Scripts; Frieze Harley Davidson; Kerr Foundation; Monsanto Data Center; Moosylvania Marketing; and St. Louis Community College at Wildwood. <br /><br />The judges were Sarah Tetley of PGAV Architects, president, St. Louis Chapter, American Institute of Architects; Price Marr, manager, strategic sourcing, Ameren; George Azzani, president, Kaiser Electric; Stephen Bannes, professor and program director, graduate studies in construction management, Washington University; Rick Lodewyck, president, CDG Engineers; and Terry Simpson, senior project manager, Northstar Management Co.</p>\n<p><img alt=\"2008 Regional Excellence judging at the offices of CNR\" class=\"image-right\" height=\"177\" src=\"/images/uploads/reg-ex-judge1.jpg\" style=\"float: right;\" title=\"judging\" width=\"266\" />The stated purpose of the awards, now in their 19th year, is to recognize projects completed in the last year that \"in sum, demonstrate excellence in design, excellence in construction, and a positive contribution to the St. Louis community.\" Awards are presented to the designer the general contractor/construction manager, and the owner for each project. Each year 150-200 persons attend the awards which are presented at a dinner ceremony, held in cooperation with the St. Louis Chapter, National Association of Women in Construction. This year\'s presentation will be held June 19 at the Randall Gallery.&nbsp; For more information on attending the awards event, e-mail tom@stlouiscnr.com.<br /><br /><strong>Cardinal Glennon Children\'s Hospital Expansion</strong> is the first project completed under the integrated project delivery agreement of \"lean construction\".&nbsp; As such it has become a national model for a new way of delivering construction to minimize and drive out waste. The project was completed six weeks early and under budget. Because hospital intensive care rooms a are very complex the team built a mockup of a neonatal intensive care unit (NICU) inside a team member\'s warehouse, discovering that it was impossible to build as drawn. The lessons learned in reconfiguring the mockup were transferred to the construction of the 60-room NICU.<br />Owner: Cardinal Glennon Children\'s Hospital<br />Designer: Christner and McGrath<br />General Contractor: Alberici Constructors<br /><br /><strong>Doisy Research Center</strong> is the new front door for the St. Louis University Medical Campus and host to modern facilities to generate new research involving vaccine development, molecular biology, virology, immunology and epidemiology. It is a major component of the largest building project in St. Louis University history. The signature triangular shape reflects the highly efficient relationship of research space to support space within the building. Although delayed by unexpected conditions, such as a previously-unknown quarry beneath the site, and delays in getting the necessary funding approvals from the National Institutes of Health the project was completed safely and within budget. <br />Owner: St. Louis University<br />Designer: Cannon Design<br />General Contractor: Clayco<br /><br /><strong>Express Scripts\' </strong>decision to move to the campus of the University of Missouri-St. Louis campus led to a major revival in north St. Louis County. It was the first time a Fortune 500 company has located on a public university campus. The 320,000 square foot building was designed to meet LEED certification standards. The 16-month project was completed ahead of schedule and within budget. <br />Owner: Express Scripts<br />Designer: Christner, Inc. <br />General Contractor: Clayco<br /><br /><strong>Frieze Harley-Davidson</strong> brought innovative design and green construction to the retailing of a product not generally associated with either design or environmentalism, while contributing to the economic growth of O\'Fallon. The 34,000 square foot dealership, incorporates such features as solatubes to bring light inside, a radiant heat/hot water system powered by motorcycle waste oil, bamboo flooring in the customer area, and 60-foot-tall wind turbine.<br />Owner: Frieze Harley-Davidson<br />Designer: Karasek Architects<br />General Contractor: Trumpet Builders<br />&nbsp;<br /><strong>Kerr Foundation\'s</strong> renovation of 21 O\'Fallon St., just north of the President Casino on the riverfront, was designed as an educational showcase for sustainable building - and building renovation - strategies. The 58 points earned on the LEED rating system is only one less than the number earned by the renowned Alberici headquarters building - which has been billed as one of the \"greenest\" buildings in the world. Features include everything from rain barrels to collect water used to irrigate the building\'s \"green roof\" roof deck&nbsp; to both photovoltaic and&nbsp; wind turbine power generation. <br />Owner: William A. Kerr Family Foundation<br />Designer: TMA&nbsp; Architects<br />General Contractor: Trumpet Builders<br /><br /><strong>Moosylvania Marketing</strong> renovated an 80-year-old Baptist church and 1950s era school into a modern and memorable office setting, booting the revival of downtown Maplewood. Tarlton converted the church into four levels open workspace. The scope of work invluded maintaining the building\'s historical significance and eligibility for tax credits while applying state-of-the-art technology and modern amenities. Tarlton won a 2008 \"Build America\" award, sponsored by the Aon, from the Construction Services Group of the Associated General Contractors of America for the project. <br />Owner: Moosylvania Marketing<br />Designer: Klitzing Wetsch Associates,Inc.<br />General Contractor: Tarlton<br /><br /><br /><strong>Monsanto Data Center</strong> takes the idea of data center as a concrete bunker and turns it on its head. Faced with a wall of fritted glass that provides 60 percent sun shading and is also a security feature, the center addresses the human needs of the IT staff working within its walls. The inside of the center is warm and well-lit, with inviting work areas. The project is registered for LEED certification. The new data center factored in Monsanto\'s ranking as one of 12 green IT companies in Computerworld magazine\'s&nbsp; top Green-IT Companies for 2008.&nbsp; <br />Owner: Monsanto<br />Designer: Fox Architects<br />General Contractor: McCarthy Building Companies, Inc.<br /><br /><strong>St. Louis Community College</strong> (SLCC) at Wildwood is the first green college campus in Missouri. This year SLCC was awarded a LEED gold certification. SLCC blends green design elements with traditional Gothic motifs. The structure is designed to be 30 percent more energy efficient than a typical code-compliant building of its size.&nbsp; The sustainability features had a number of challenges, including reinforcing the \"green roof\" to hold the weight of 1,000 plant trays,&nbsp; building a \"floating\" ceiling in the center of the room to accommodate air flow needs, and recycling 95 percent of the construction waste material. <br />Owner: St. Louis Community College<br />Designer: William B. 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Pros and Cons of the New ConsensusDOCS\";s:11:\"field_ft_20\";s:4:\"none\";s:11:\"field_id_22\";s:40:\"ConsensusDOCS, contracts, contract terms\";s:11:\"field_ft_22\";s:4:\"none\";s:11:\"field_id_23\";s:6727:\"<p><br /><em>By Leonard R. Ruzicka, Jr.</em><br /><br />In today&rsquo;s marketplace, all the standard forms for the construction industry are commonly biased in favor of the party who initiates the forms. However, a new set of contract documents, ConsensusDOCS, is unique because in many respects the forms are favorable and fair to all parties. In some respects, they are more favorable to owners and subcontractors and not always favorable to the sponsoring general contractors. <br /><br />ConsensusDOCS consists of about 70 documents divided into six separate categories intended to cover the various methods of project delivery employed in the industry today: general contracting, collaborative, design-build, construction management, subcontracting, and program management.&nbsp; <br /><br />More than 20 trade associations participated in the negotiations and drafting of the ConsensusDOCS, including various owner, subcontractor and surety associations.&nbsp; Notably absent from participation in the process, however, were associations representing design professionals.&nbsp; The American Institute of Architects (AIA) refused to participate and the Engineers Joint Contract Documents Committee (EJCDC), although in attendance at some meetings, took no active role in the process. Because of this lack of participation by design professionals, we expect there will be resistance to use ConsensusDOCS by their organizations.<br />This article provides a brief overview of the provisions common to all of the ConsensusDOCS, and some of the benefits and potential problems of these provisions.&nbsp; <br /><strong><br />Indemnity&nbsp; </strong><br />All of the agreements require each of the parties to indemnify the other party or parties, but only to the extent of the indemnifying party&rsquo;s negligence.&nbsp; The indemnity provisions only cover the insurable risks of personal injury and property damage.&nbsp; Because these indemnification provisions are based on a comparative negligence standard, there is no duty to defend.&nbsp; However, all of the agreements provide that a party who is liable under an indemnity clause must reimburse the indemnified party&rsquo;s legal fees paid above that party&rsquo;s percentage of liability for the underlying claim.&nbsp; This is certainly a beneficial provision for those providing design and construction services. But owners, who typically refuse to provide indemnification, may object to this provision.&nbsp; <br /><strong><br />Insurance&nbsp; </strong><br />The insurance requirements are fairly standard, except for the Builder&rsquo;s Risk Policy to be obtained by the owner.&nbsp; The requirements for that coverage are extremely broad and could only be satisfied by endorsements.&nbsp; This should be a concern not only for the owner, but also the contractor, because the contractor is responsible for any loss not covered by insurance.&nbsp; In addition, the parties can choose to have the contractor provide additional insurance coverage primary to the owner&rsquo;s coverage.&nbsp; If the additional insured election is made, the insurance provided is limited to covering the owner &ldquo;&hellip;to the extent caused by the negligent acts or omissions of contractor&hellip;&rdquo; This limitation is significant because a party could, through additional insurance coverage, expand its liability beyond the indemnity provision.&nbsp; Overall, this provision is beneficial and fair to all parties since the coverage mirrors the contract obligations.&nbsp;&nbsp; <br /><br /><strong>Consequential Damages</strong> <br />All of the agreements provide for a mutual waiver of consequential damages.&nbsp; Under these provisions, the parties to the various agreements agree to waive all claims against each other for any consequential damages arising out of or related to the agreement.&nbsp; This is certainly beneficial to those providing the design and construction services.&nbsp; In the event that an owner wants to recover damages because of a delay, there is an elective provision for liquidated damages.&nbsp; <strong><br /><br />Owner&rsquo;s Ability to Pay</strong>&nbsp; <br />ConsensusDOCS contain very broad provisions requiring the owner to provide financial information to the contractor and subcontractors.&nbsp; This responsibility of the owner to demonstrate its ability to pay is continuing and the party requesting the information does not have to provide a reason or basis for the request.&nbsp; This is especially beneficial to subcontractors.&nbsp; However, some owners will strongly oppose this clause, especially non-public companies that may have other reasons for not wanting to grant such a broad and pervasive right to its financial information.<br /><strong><br />Dispute Resolution</strong>&nbsp; <br />The ConsensusDOCS include a number of steps to resolve disputes.&nbsp; If the parties involved in the dispute cannot work things out, the agreement requires a meeting of &ldquo;senior representatives&rdquo; within five business days to reach resolution.&nbsp; If the dispute remains unresolved after 15 days of the first discussion, then the selected dispute mitigation and resolution procedures come into play.&nbsp; One of the selections is to designate a Project Neutral or a Dispute Review Board.&nbsp; This device has been used extensively on large government projects with mixed reviews.&nbsp; If the parties do not elect a Project Neutral or Dispute Review Board, or if the dispute remains unresolved after five business days of a finding by the Project Neutral or Dispute Review Board, the parties then agree to submit the dispute to mediation within 30 business days and conclude within 45 business days of the matter first being discussed.<br /><br />The parties also must make a binding selection of either arbitration or litigation in order to resolve disputes.&nbsp; The intent of these clauses is to put in place a process to reduce the need for costly, third-party resolution when disputes arise.&nbsp; However, if this process does not result in settlement, the claimant would have unsuccessfully spent a lot of time and effort on an unsatisfactory outcome &ndash; in addition to potentially providing free discovery to the other side.<br />&nbsp;&nbsp;&nbsp; <br />Working with ConsensusDOCS will naturally require you to modify the forms to fit your risk profile and specific project. But, because of the comprehensive nature of this family of forms and the focus on allocation of risk to the party that can best control the risk, the forms are certainly worth your consideration. <br /><br /><em>Leonard R. Ruzicka is a partner in the Business Litigation Division of Stinson Morrison Hecker LLP.</em></p>\";s:11:\"field_ft_23\";s:0:\"\";s:11:\"field_id_25\";s:2:\"46\";s:11:\"field_ft_25\";s:4:\"none\";s:11:\"field_id_26\";s:0:\"\";s:11:\"field_ft_26\";s:0:\"\";s:11:\"field_id_28\";s:0:\"\";s:11:\"field_ft_28\";s:0:\"\";s:11:\"field_id_29\";s:0:\"\";s:11:\"field_ft_29\";s:0:\"\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_ft_31\";s:0:\"\";s:11:\"field_id_32\";s:0:\"\";s:11:\"field_ft_32\";s:0:\"\";s:11:\"field_id_34\";s:0:\"\";s:11:\"field_ft_34\";s:0:\"\";s:11:\"field_id_35\";s:0:\"\";s:11:\"field_ft_35\";s:0:\"\";s:11:\"field_id_36\";s:0:\"\";s:11:\"field_ft_36\";s:4:\"none\";s:11:\"field_id_37\";s:0:\"\";s:11:\"field_ft_37\";s:0:\"\";s:11:\"field_id_41\";s:0:\"\";s:11:\"field_ft_41\";s:4:\"none\";s:11:\"field_id_42\";s:0:\"\";s:11:\"field_ft_42\";s:4:\"none\";s:11:\"field_id_43\";s:0:\"\";s:11:\"field_ft_43\";s:4:\"none\";s:11:\"field_id_44\";s:0:\"\";s:11:\"field_ft_44\";s:4:\"none\";s:11:\"field_id_45\";s:421:\"In today’s marketplace, all the standard forms for the construction industry are commonly biased in favor of the party who initiates the forms. 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Ruzicka, Jr.</em><br /><br />In today&rsquo;s marketplace, all the standard forms for the construction industry are commonly biased in favor of the party who initiates the forms. However, a new set of contract documents, ConsensusDOCS, is unique because in many respects the forms are favorable and fair to all parties. In some respects, they are more favorable to owners and subcontractors and not always favorable to the sponsoring general contractors. <br /><br />ConsensusDOCS consists of about 70 documents divided into six separate categories intended to cover the various methods of project delivery employed in the industry today: general contracting, collaborative, design-build, construction management, subcontracting, and program management.&nbsp; <br /><br />More than 20 trade associations participated in the negotiations and drafting of the ConsensusDOCS, including various owner, subcontractor and surety associations.&nbsp; Notably absent from participation in the process, however, were associations representing design professionals.&nbsp; The American Institute of Architects (AIA) refused to participate and the Engineers Joint Contract Documents Committee (EJCDC), although in attendance at some meetings, took no active role in the process. Because of this lack of participation by design professionals, we expect there will be resistance to use ConsensusDOCS by their organizations.<br />This article provides a brief overview of the provisions common to all of the ConsensusDOCS, and some of the benefits and potential problems of these provisions.&nbsp; <br /><strong><br />Indemnity&nbsp; </strong><br />All of the agreements require each of the parties to indemnify the other party or parties, but only to the extent of the indemnifying party&rsquo;s negligence.&nbsp; The indemnity provisions only cover the insurable risks of personal injury and property damage.&nbsp; Because these indemnification provisions are based on a comparative negligence standard, there is no duty to defend.&nbsp; However, all of the agreements provide that a party who is liable under an indemnity clause must reimburse the indemnified party&rsquo;s legal fees paid above that party&rsquo;s percentage of liability for the underlying claim.&nbsp; This is certainly a beneficial provision for those providing design and construction services. But owners, who typically refuse to provide indemnification, may object to this provision.&nbsp; <br /><strong><br />Insurance&nbsp; </strong><br />The insurance requirements are fairly standard, except for the Builder&rsquo;s Risk Policy to be obtained by the owner.&nbsp; The requirements for that coverage are extremely broad and could only be satisfied by endorsements.&nbsp; This should be a concern not only for the owner, but also the contractor, because the contractor is responsible for any loss not covered by insurance.&nbsp; In addition, the parties can choose to have the contractor provide additional insurance coverage primary to the owner&rsquo;s coverage.&nbsp; If the additional insured election is made, the insurance provided is limited to covering the owner &ldquo;&hellip;to the extent caused by the negligent acts or omissions of contractor&hellip;&rdquo; This limitation is significant because a party could, through additional insurance coverage, expand its liability beyond the indemnity provision.&nbsp; Overall, this provision is beneficial and fair to all parties since the coverage mirrors the contract obligations.&nbsp;&nbsp; <br /><br /><strong>Consequential Damages</strong> <br />All of the agreements provide for a mutual waiver of consequential damages.&nbsp; Under these provisions, the parties to the various agreements agree to waive all claims against each other for any consequential damages arising out of or related to the agreement.&nbsp; This is certainly beneficial to those providing the design and construction services.&nbsp; In the event that an owner wants to recover damages because of a delay, there is an elective provision for liquidated damages.&nbsp; <strong><br /><br />Owner&rsquo;s Ability to Pay</strong>&nbsp; <br />ConsensusDOCS contain very broad provisions requiring the owner to provide financial information to the contractor and subcontractors.&nbsp; This responsibility of the owner to demonstrate its ability to pay is continuing and the party requesting the information does not have to provide a reason or basis for the request.&nbsp; This is especially beneficial to subcontractors.&nbsp; However, some owners will strongly oppose this clause, especially non-public companies that may have other reasons for not wanting to grant such a broad and pervasive right to its financial information.<br /><strong><br />Dispute Resolution</strong>&nbsp; <br />The ConsensusDOCS include a number of steps to resolve disputes.&nbsp; If the parties involved in the dispute cannot work things out, the agreement requires a meeting of &ldquo;senior representatives&rdquo; within five business days to reach resolution.&nbsp; If the dispute remains unresolved after 15 days of the first discussion, then the selected dispute mitigation and resolution procedures come into play.&nbsp; One of the selections is to designate a Project Neutral or a Dispute Review Board.&nbsp; This device has been used extensively on large government projects with mixed reviews.&nbsp; If the parties do not elect a Project Neutral or Dispute Review Board, or if the dispute remains unresolved after five business days of a finding by the Project Neutral or Dispute Review Board, the parties then agree to submit the dispute to mediation within 30 business days and conclude within 45 business days of the matter first being discussed.<br /><br />The parties also must make a binding selection of either arbitration or litigation in order to resolve disputes.&nbsp; The intent of these clauses is to put in place a process to reduce the need for costly, third-party resolution when disputes arise.&nbsp; However, if this process does not result in settlement, the claimant would have unsuccessfully spent a lot of time and effort on an unsatisfactory outcome &ndash; in addition to potentially providing free discovery to the other side.<br />&nbsp;&nbsp;&nbsp; <br />Working with ConsensusDOCS will naturally require you to modify the forms to fit your risk profile and specific project. But, because of the comprehensive nature of this family of forms and the focus on allocation of risk to the party that can best control the risk, the forms are certainly worth your consideration. <br /><br /><em>Leonard R. Ruzicka is a partner in the Business Litigation Division of Stinson Morrison Hecker LLP.</em></p>\";s:11:\"field_ft_23\";s:0:\"\";s:11:\"field_id_25\";s:2:\"46\";s:11:\"field_ft_25\";s:4:\"none\";s:11:\"field_id_26\";s:0:\"\";s:11:\"field_ft_26\";s:0:\"\";s:11:\"field_id_28\";s:0:\"\";s:11:\"field_ft_28\";s:0:\"\";s:11:\"field_id_29\";s:0:\"\";s:11:\"field_ft_29\";s:0:\"\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_ft_31\";s:0:\"\";s:11:\"field_id_32\";s:0:\"\";s:11:\"field_ft_32\";s:0:\"\";s:11:\"field_id_34\";s:0:\"\";s:11:\"field_ft_34\";s:0:\"\";s:11:\"field_id_35\";s:0:\"\";s:11:\"field_ft_35\";s:0:\"\";s:11:\"field_id_36\";s:0:\"\";s:11:\"field_ft_36\";s:4:\"none\";s:11:\"field_id_37\";s:0:\"\";s:11:\"field_ft_37\";s:0:\"\";s:11:\"field_id_41\";s:0:\"\";s:11:\"field_ft_41\";s:4:\"none\";s:11:\"field_id_42\";s:0:\"\";s:11:\"field_ft_42\";s:4:\"none\";s:11:\"field_id_43\";s:0:\"\";s:11:\"field_ft_43\";s:4:\"none\";s:11:\"field_id_44\";s:0:\"\";s:11:\"field_ft_44\";s:4:\"none\";s:11:\"field_id_45\";s:421:\"In today’s marketplace, all the standard forms for the construction industry are commonly biased in favor of the party who initiates the forms. 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Dominic and Assumption Abbey</em>, Case No. 28617, decided April 8 by the Missouri Court of Appeals, Southern District.<br /><br />This case demonstrates the legal problems that can ensue when good-intentioned owners provide unsolicited assistance to a contractor during construction.&nbsp; Often the most legally safe action an owner can take is to stay out of the way.<br /><br />Assumption Abbey in Ava, Missouri hired Friga Construction Company to renovate the roofs and to remodel the &ldquo;chapter room&rdquo; of the Abbey.&nbsp; Alvin Griffith worked as a laborer for Friga. &nbsp;<br /><br />While working in the chapter room, Griffith began prying with a small block of wood a stack of drywall that was leaning against a wall.&nbsp; The sheets of drywall were about four feet wide, twelve feet long and 5/8 inches thick.<br /><br />Griffith was moving the drywall to make room to fit a piece of plywood behind the drywall and next to the wall.&nbsp; At some point, Brother Dominic, a monk who resided at the Abbey, joined Griffith in moving the drywall.&nbsp; According to the court opinion, Brother Dominic and the other monks at the Abbey were not supposed to work on the construction site.&nbsp; Griffith had not asked for help.<br /><br />Brother Dominic had no special training or experience in construction in general or in moving drywall in particular.&nbsp; After moving several sheets, Brother Dominic and/or Griffith lost control of the drywall; the entire stack of drywall fell on Griffith, injuring his legs.<br /><br />Griffith sued Brother Dominic and the Abbey for negligence for the injuries.&nbsp; Griffith claimed that Brother Dominic caused the accident and that the Abbey, under the theory of respondeat superior, was responsible for Brother Dominic&rsquo;s actions.<br /><br />Griffith also pursued a separate claim against Friga with the Division of Workers&rsquo; Compensation.&nbsp; This resulted in the payment to Griffith of workers&rsquo; compensation benefits for his injuries, including payment of his medical bills, temporary total disability payments and a lump sum settlement.<br /><br />Brother Dominic and the Abbey moved the trial court for an order of summary judgment, which requires the court to conclude there are no important facts in dispute and the law is clearly in favor of the defendants.<br /><br />Their theory was that under the doctrine of premises liability they had relinquished control of the Abbey to Friga, who as an independent contractor, assumed control of the area during construction.&nbsp; If true, this shifted the duty inherent in any owner to use ordinary care for safeguarding its premises from the Abbey to Friga.<br /><br />To establish a claim for premises liability under Missouri law, Griffith had to show that there was a dangerous condition that existed on the premises that created an unreasonable risk, that the Abbey knew or by using ordinary care should have known of the condition, that the Abbey failed to use ordinary care in removing or warning of the danger, and that as a result of all of this, Griffith was injured.<br /><br />The trial court applied this theory of premises liability to the motion for summary judgment.&nbsp; The court found the facts to be similar to the earlier case of <em>Logan v. Sho-Me Power Electric</em> <em>Coop.</em>, 122 S.W.3d 670 (Mo. App. 2003). <br /><br />In this case, an employee of an independent contractor construction company was fatally electrocuted while installing fiber optic cable for the electric company.&nbsp; The Logan court concluded that the electric company had not retained substantial control over the construction site and thus the duty of care remained with the contractor.<br /><br />More recently, the Missouri Court of Appeals for the Eastern District considered a similar issue in Daoukas v. City of St. Louis, 228 S.W.3d 30 (Mo. App. E.D. 2007).&nbsp; In this case, an employee of an independent contractor electric company was seriously injured while performing electrical work at an airport under a contract with the City of St. Louis. &nbsp;<br /><br />Apparently, an airport electrician was in charge of de-energizing the source of power while the employee for the independent contractor worked in the area.&nbsp; The airport electrician dismantled the safety mechanism and left it on the floor.&nbsp; An explosion occurred when the employee began working on the feeder because it was still energized, thereby injuring the employee.<br /><br />The Daoukas court held that the airport electrician, by the nature of what he was doing, had control of the work area.&nbsp; The injured worker could maintain a claim against the owner.&nbsp;&nbsp; &nbsp;<br /><br />Retuning to our case, the appellate court in Griffith decided the facts were more like the ones in Daoukas than the facts in Logan.&nbsp; Thus, the trial court erred by granting the motion for summary judgment.<br /><br />The appellate court concluded that Brother Dominic&rsquo;s actions put the drywall in motion and this may be what caused or contributed to cause Griffith&rsquo;s injuries.&nbsp; Thus, Griffith can proceed to trial on a general theory of negligence.&nbsp; A jury will be deciding what percentage, if any, of the fault for this accident rests with Brother Dominic and the Abbey. &nbsp;<br /><br /><em>*Clare Booth Luce, in H. Faber, The Book of Laws, 1980</em><br /><em><br />James R. Keller is a partner at Herzog Crebs LLP where he concentrates his practice on construction law, complex business disputes, real estate and ADR.&nbsp; He also is an arbitrator and a mediator</em>.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; &nbsp;<br /><br />&nbsp; <br /><br /><br /><br /><br /><br /><br />&nbsp;</p>\";s:11:\"field_ft_23\";s:0:\"\";s:11:\"field_id_25\";s:2:\"48\";s:11:\"field_ft_25\";s:4:\"none\";s:11:\"field_id_26\";s:0:\"\";s:11:\"field_ft_26\";s:0:\"\";s:11:\"field_id_28\";s:0:\"\";s:11:\"field_ft_28\";s:0:\"\";s:11:\"field_id_29\";s:0:\"\";s:11:\"field_ft_29\";s:0:\"\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_ft_31\";s:0:\"\";s:11:\"field_id_32\";s:0:\"\";s:11:\"field_ft_32\";s:0:\"\";s:11:\"field_id_34\";s:0:\"\";s:11:\"field_ft_34\";s:0:\"\";s:11:\"field_id_35\";s:0:\"\";s:11:\"field_ft_35\";s:0:\"\";s:11:\"field_id_36\";s:0:\"\";s:11:\"field_ft_36\";s:4:\"none\";s:11:\"field_id_37\";s:0:\"\";s:11:\"field_ft_37\";s:0:\"\";s:11:\"field_id_41\";s:0:\"\";s:11:\"field_ft_41\";s:4:\"none\";s:11:\"field_id_42\";s:0:\"\";s:11:\"field_ft_42\";s:4:\"none\";s:11:\"field_id_43\";s:0:\"\";s:11:\"field_ft_43\";s:4:\"none\";s:11:\"field_id_44\";s:0:\"\";s:11:\"field_ft_44\";s:4:\"none\";s:11:\"field_id_45\";s:201:\"Legal problems can ensue when good-intentioned owners provide unsolicited assistance to a contractor during construction.  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Keller</em><br /><br />An injured employee of a contractor can proceed to trial against a monk and an abbey when they, in trying to help the employee do his job, may have caused his injuries.&nbsp; The case is <em>Griffith v. Dominic and Assumption Abbey</em>, Case No. 28617, decided April 8 by the Missouri Court of Appeals, Southern District.<br /><br />This case demonstrates the legal problems that can ensue when good-intentioned owners provide unsolicited assistance to a contractor during construction.&nbsp; Often the most legally safe action an owner can take is to stay out of the way.<br /><br />Assumption Abbey in Ava, Missouri hired Friga Construction Company to renovate the roofs and to remodel the &ldquo;chapter room&rdquo; of the Abbey.&nbsp; Alvin Griffith worked as a laborer for Friga. &nbsp;<br /><br />While working in the chapter room, Griffith began prying with a small block of wood a stack of drywall that was leaning against a wall.&nbsp; The sheets of drywall were about four feet wide, twelve feet long and 5/8 inches thick.<br /><br />Griffith was moving the drywall to make room to fit a piece of plywood behind the drywall and next to the wall.&nbsp; At some point, Brother Dominic, a monk who resided at the Abbey, joined Griffith in moving the drywall.&nbsp; According to the court opinion, Brother Dominic and the other monks at the Abbey were not supposed to work on the construction site.&nbsp; Griffith had not asked for help.<br /><br />Brother Dominic had no special training or experience in construction in general or in moving drywall in particular.&nbsp; After moving several sheets, Brother Dominic and/or Griffith lost control of the drywall; the entire stack of drywall fell on Griffith, injuring his legs.<br /><br />Griffith sued Brother Dominic and the Abbey for negligence for the injuries.&nbsp; Griffith claimed that Brother Dominic caused the accident and that the Abbey, under the theory of respondeat superior, was responsible for Brother Dominic&rsquo;s actions.<br /><br />Griffith also pursued a separate claim against Friga with the Division of Workers&rsquo; Compensation.&nbsp; This resulted in the payment to Griffith of workers&rsquo; compensation benefits for his injuries, including payment of his medical bills, temporary total disability payments and a lump sum settlement.<br /><br />Brother Dominic and the Abbey moved the trial court for an order of summary judgment, which requires the court to conclude there are no important facts in dispute and the law is clearly in favor of the defendants.<br /><br />Their theory was that under the doctrine of premises liability they had relinquished control of the Abbey to Friga, who as an independent contractor, assumed control of the area during construction.&nbsp; If true, this shifted the duty inherent in any owner to use ordinary care for safeguarding its premises from the Abbey to Friga.<br /><br />To establish a claim for premises liability under Missouri law, Griffith had to show that there was a dangerous condition that existed on the premises that created an unreasonable risk, that the Abbey knew or by using ordinary care should have known of the condition, that the Abbey failed to use ordinary care in removing or warning of the danger, and that as a result of all of this, Griffith was injured.<br /><br />The trial court applied this theory of premises liability to the motion for summary judgment.&nbsp; The court found the facts to be similar to the earlier case of <em>Logan v. Sho-Me Power Electric</em> <em>Coop.</em>, 122 S.W.3d 670 (Mo. App. 2003). <br /><br />In this case, an employee of an independent contractor construction company was fatally electrocuted while installing fiber optic cable for the electric company.&nbsp; The Logan court concluded that the electric company had not retained substantial control over the construction site and thus the duty of care remained with the contractor.<br /><br />More recently, the Missouri Court of Appeals for the Eastern District considered a similar issue in Daoukas v. City of St. Louis, 228 S.W.3d 30 (Mo. App. E.D. 2007).&nbsp; In this case, an employee of an independent contractor electric company was seriously injured while performing electrical work at an airport under a contract with the City of St. Louis. &nbsp;<br /><br />Apparently, an airport electrician was in charge of de-energizing the source of power while the employee for the independent contractor worked in the area.&nbsp; The airport electrician dismantled the safety mechanism and left it on the floor.&nbsp; An explosion occurred when the employee began working on the feeder because it was still energized, thereby injuring the employee.<br /><br />The Daoukas court held that the airport electrician, by the nature of what he was doing, had control of the work area.&nbsp; The injured worker could maintain a claim against the owner.&nbsp;&nbsp; &nbsp;<br /><br />Retuning to our case, the appellate court in Griffith decided the facts were more like the ones in Daoukas than the facts in Logan.&nbsp; Thus, the trial court erred by granting the motion for summary judgment.<br /><br />The appellate court concluded that Brother Dominic&rsquo;s actions put the drywall in motion and this may be what caused or contributed to cause Griffith&rsquo;s injuries.&nbsp; Thus, Griffith can proceed to trial on a general theory of negligence.&nbsp; A jury will be deciding what percentage, if any, of the fault for this accident rests with Brother Dominic and the Abbey. &nbsp;<br /><br /><em>*Clare Booth Luce, in H. Faber, The Book of Laws, 1980</em><br /><em><br />James R. 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Pound</em><br /><br />As we read the headlines and listen to the news reports of the economic slowdown, it is important to keep these reports in perspective.&nbsp; This is especially true in the politically charged environment prior to a national election.&nbsp; While there is no question the economy has slowed down and as President Bush says, is going through a &ldquo;rough patch,&rdquo; I believe the St. Louis area is very fortunate in many respects.&nbsp; The sky is not falling and our &ldquo;cup&rdquo; is more than half full.&nbsp; Of course, this does not bring any comfort to someone who has lost his job or may be faced with foreclosure on his home.<br /><br />It is often said St. Louis doesn&rsquo;t experience the economic boom times some other areas do, but neither do we suffer the &ldquo;busts&rdquo; during slower times.&nbsp; This has certainly proved to be the case during the past several months.&nbsp; The St. Louis economy is very diverse, much more so than it was during the recession of the early 1990s or after the tech bubble burst and terrorist attacks 10 years later.&nbsp; Our economy is not dominated by any single industry or even several large companies.&nbsp; At one time not long ago, St. Louis was the single largest automobile assembly point other than Detroit.&nbsp; That is certainly not the case today and while that is unfortunate in some respects, overall we are probably better off not being tied so closely to that industry today.&nbsp; The same applies to the aircraft industry where McDonnell Douglas once employed over 30,000 people.<br /><br />The overall level of employment in St. Louis is quite high and is above the national average for the country as a whole.&nbsp; Many of our fine local companies are expanding, not contracting, with Edward Jones, Brown Shoe, and Express Scripts as shining examples.&nbsp; The homebuilding industry has slowed down, but fortunately, we did not have much sub-prime lending and are not experiencing many home foreclosures.<br /><br />The commercial real estate industry remains quite healthy overall.&nbsp; Occupancy levels of both office and industrial properties are relatively high.&nbsp; The area did not experience significant overbuilding of either speculative office or industrial buildings during the past few years, so demand and supply of available space has maintained reasonable equilibrium.<br /><br />Commercial real estate is driven by growth in jobs and inventory.&nbsp; While we have experienced a slowing in both areas, it has not been significant.&nbsp; Most economists predict economic growth will continue to be fairly slow during most of 2008, but then increase late in the year and become stronger in 2009.&nbsp; Since the development cycle of most larger commercial buildings is one-two years from inception to completion, developers are planning new projects and will probably proceed with construction unless the economy takes a downward turn.&nbsp; This is good, as having a certain supply of both office and industrial space available to accommodate growth needs and new businesses is important.</p>\n<p><br />At this point, the St. Louis economy seems to be well positioned to weather slower times for the rest of 2008 and then take advantage of improved conditions going into 2009.&nbsp; World events can certainly change rapidly however, so &ldquo;cautious optimism&rdquo; is probably the best approach for business during the rest of this year.&nbsp; Coincidentally, that seems to be the same approach most Cardinal fans have for the 2008 season as well.&nbsp; Could it happen that the Cardinals will be playing in the playoffs just as our economy is turning around?<br /><br />J<em>ohn E. Pound, SIOR, is principal of Commercial Realty Associates, and serves as the 2008 president for SIOR St. Louis. Headquartered in Washington, D.C., the Society of Industrial and Office Realtors is a global professional organization that certifies commercial real estate service providers with the exclusive SIOR designation. Individuals who earn the SIOR designation adhere to the highest levels of accountability and ethical standards. Only the industry&rsquo;s top professionals qualify for the SIOR. Today, there are 3,100 SIOR members in 480 markets in 20 countries. With 60 designated members, the St. Louis chapter is one of the largest and most active SIOR chapters in the country. 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Pound</em><br /><br />As we read the headlines and listen to the news reports of the economic slowdown, it is important to keep these reports in perspective.&nbsp; This is especially true in the politically charged environment prior to a national election.&nbsp; While there is no question the economy has slowed down and as President Bush says, is going through a &ldquo;rough patch,&rdquo; I believe the St. Louis area is very fortunate in many respects.&nbsp; The sky is not falling and our &ldquo;cup&rdquo; is more than half full.&nbsp; Of course, this does not bring any comfort to someone who has lost his job or may be faced with foreclosure on his home.<br /><br />It is often said St. Louis doesn&rsquo;t experience the economic boom times some other areas do, but neither do we suffer the &ldquo;busts&rdquo; during slower times.&nbsp; This has certainly proved to be the case during the past several months.&nbsp; The St. Louis economy is very diverse, much more so than it was during the recession of the early 1990s or after the tech bubble burst and terrorist attacks 10 years later.&nbsp; Our economy is not dominated by any single industry or even several large companies.&nbsp; At one time not long ago, St. Louis was the single largest automobile assembly point other than Detroit.&nbsp; That is certainly not the case today and while that is unfortunate in some respects, overall we are probably better off not being tied so closely to that industry today.&nbsp; The same applies to the aircraft industry where McDonnell Douglas once employed over 30,000 people.<br /><br />The overall level of employment in St. Louis is quite high and is above the national average for the country as a whole.&nbsp; Many of our fine local companies are expanding, not contracting, with Edward Jones, Brown Shoe, and Express Scripts as shining examples.&nbsp; The homebuilding industry has slowed down, but fortunately, we did not have much sub-prime lending and are not experiencing many home foreclosures.<br /><br />The commercial real estate industry remains quite healthy overall.&nbsp; Occupancy levels of both office and industrial properties are relatively high.&nbsp; The area did not experience significant overbuilding of either speculative office or industrial buildings during the past few years, so demand and supply of available space has maintained reasonable equilibrium.<br /><br />Commercial real estate is driven by growth in jobs and inventory.&nbsp; While we have experienced a slowing in both areas, it has not been significant.&nbsp; Most economists predict economic growth will continue to be fairly slow during most of 2008, but then increase late in the year and become stronger in 2009.&nbsp; Since the development cycle of most larger commercial buildings is one-two years from inception to completion, developers are planning new projects and will probably proceed with construction unless the economy takes a downward turn.&nbsp; This is good, as having a certain supply of both office and industrial space available to accommodate growth needs and new businesses is important.</p>\n<p><br />At this point, the St. Louis economy seems to be well positioned to weather slower times for the rest of 2008 and then take advantage of improved conditions going into 2009.&nbsp; World events can certainly change rapidly however, so &ldquo;cautious optimism&rdquo; is probably the best approach for business during the rest of this year.&nbsp; Coincidentally, that seems to be the same approach most Cardinal fans have for the 2008 season as well.&nbsp; Could it happen that the Cardinals will be playing in the playoffs just as our economy is turning around?<br /><br />J<em>ohn E. Pound, SIOR, is principal of Commercial Realty Associates, and serves as the 2008 president for SIOR St. Louis. Headquartered in Washington, D.C., the Society of Industrial and Office Realtors is a global professional organization that certifies commercial real estate service providers with the exclusive SIOR designation. Individuals who earn the SIOR designation adhere to the highest levels of accountability and ethical standards. Only the industry&rsquo;s top professionals qualify for the SIOR. Today, there are 3,100 SIOR members in 480 markets in 20 countries. With 60 designated members, the St. Louis chapter is one of the largest and most active SIOR chapters in the country. 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With the right combination of alternatives, it is possible to divert 90% of existing building materials from the landfill and create new profit both economically and environmentally.</p>\n<p>When the construction materials price index was at a peak last September, there was real economic value in recycling construction waste in lieu of sending it to a landfill because contractors often expected to offset the cost of recycling with the money paid by the recyclers. The recyclers then sold the material back to manufacturers in a cost structure lower than the cost of producing from virgin materials to complete the recycling value chain. 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For example, St. Louis-based architectural firm Oculus Inc. found creative ways to reuse existing exterior terra cotta tiles to enhance and reiterate the historic character of a commercial building it was renovating in an urban setting.</p>\n<p>The concepts were well received by both the client and neighborhood association and helped achieve rapid consensus among the project\'s stakeholders.</p>\n<p>The use of existing building materials also reduces the amount of waste generated on the project site because less material is purchased and therefore less waste is generated. Some materials, such as ceramic tile, structural lumber or steel can also be warehoused for use on future projects, extending the environmental and economic benefits from one project to another.</p>\n<p>For those materials which cannot be recycled or reused, a third option exists to resell the material to a specialty retailer or vendor that will bring the product back into the consumer market. 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Old growth wood flooring can command a price premium of 60% or more and is only available through the process of reclamation.</p>\n<p>In addition to flooring, millwork, doors, and structural lumber, other popular items that can be salvaged from renovation projects include hardware, lighting fixtures, furniture, plumbing fixtures, and exterior materials such as brick.<br /><br />With more than 1,500 solid waste management and recycling bills pending legislation at the state and federal levels, the era of simply \"throwing away\" those old pocket doors or original millwork is ending and everyone from professional contractors to the would-be weekend warrior is starting to rethink their next renovation 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Three Rs Bring Profit and Sustainability to Urban Renovations\";s:11:\"field_ft_20\";s:4:\"none\";s:11:\"field_id_22\";s:27:\"recycling, reuse, materials\";s:11:\"field_ft_22\";s:4:\"none\";s:11:\"field_id_23\";s:3780:\"<p><em>by Kurt Thompson</em><br /><br />Reduce. Reuse. Recycle.  In the construction industry, these three terms have special meaning since more than 40% of the material in landfills is directly attributable to the construction and demolition of buildings. Fortunately for the urban renovation contractor, a new market is emerging with recycling options for original flooring, millwork, doors and structural timber that is both cost effective and sustainable (green).</p>\n<p>Today, recycling no longer only references the process of melting down and reconstituting raw materials, but also includes reusing and reselling building materials. With the right combination of alternatives, it is possible to divert 90% of existing building materials from the landfill and create new profit both economically and environmentally.</p>\n<p>When the construction materials price index was at a peak last September, there was real economic value in recycling construction waste in lieu of sending it to a landfill because contractors often expected to offset the cost of recycling with the money paid by the recyclers. The recyclers then sold the material back to manufacturers in a cost structure lower than the cost of producing from virgin materials to complete the recycling value chain. Since September, however, the construction materials price index has dropped at least 10% and the cost of recycling has lost some of its competitive advantage.</p>\n<p>Insulated from the market\'s fluctuation, one of the most common forms of materials recycling, specifically in an urban renovation project, is the reuse of deconstructed materials within the same project. Reusing materials can reduce the cost to purchase raw materials and can benefit the owner during the design approval process. For example, St. Louis-based architectural firm Oculus Inc. found creative ways to reuse existing exterior terra cotta tiles to enhance and reiterate the historic character of a commercial building it was renovating in an urban setting.</p>\n<p>The concepts were well received by both the client and neighborhood association and helped achieve rapid consensus among the project\'s stakeholders.</p>\n<p>The use of existing building materials also reduces the amount of waste generated on the project site because less material is purchased and therefore less waste is generated. Some materials, such as ceramic tile, structural lumber or steel can also be warehoused for use on future projects, extending the environmental and economic benefits from one project to another.</p>\n<p>For those materials which cannot be recycled or reused, a third option exists to resell the material to a specialty retailer or vendor that will bring the product back into the consumer market. Wood flooring is a popular material, made mostly from virgin materials.  Now growing in popularity is old growth wood flooring, which is wood harvested from trees that took centuries to mature, and is characteristically richer and harder than new wood flooring products.  Old growth wood flooring can command a price premium of 60% or more and is only available through the process of reclamation.</p>\n<p>In addition to flooring, millwork, doors, and structural lumber, other popular items that can be salvaged from renovation projects include hardware, lighting fixtures, furniture, plumbing fixtures, and exterior materials such as brick.<br /><br />With more than 1,500 solid waste management and recycling bills pending legislation at the state and federal levels, the era of simply \"throwing away\" those old pocket doors or original millwork is ending and everyone from professional contractors to the would-be weekend warrior is starting to rethink their next renovation 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Everyone complains about it: General Contractors, Engineers, Architects, Subcontractors, and Vendors. It is running rampant. Everyone is subjected to it. Well, not everyone.</p>\n<p>&nbsp;</p>\n<p>I help many of my clients beat this game, but we\'re far from 100 percent successful. Selling is about percentages and tipping the scales through developing rapport with the clients. I have little patience for those that give simple lip service to their sales responsibilities. If all you\'re doing is pricing and estimating while hoping to come up with the best number, you deserve your five percent close rate. Selling is work and there is no magic wand to beat bid shopping. Sorry, I\'m good but not that good!</p>\n<p><strong>Let\'s face facts: bid shopping is going nowhere. </strong>There always\nwill be unethical people doing unethical practices. Eventually they\nwill pay the price. The minute someone reduces their price, their focus\nis removed from the customer and is placed on how to cut costs. This\npromotes poor workmanship or use of inferior materials. But what do you\ndo? How do you fight it? Great questions that have answers. I deal with\nthis issue more than I care to. This really isn\'t rocket science. Here\nare some concrete pointers:</p>\n<p><strong>1. Negative Sell:</strong> I know, this is evil! But truth be told,\nit\'s your responsibility. You need to educate your client on what can\nhappen if they go with a low ball bid that will prompt cost cutting.\nInform your client on what happens if they select the inferior, and I\ndo mean \"inferior\", bid package. Tell them without using the\ncompetitors name how bad it could be. You owe it to the client to save\nthem huge headaches. The old saying is true, you get what you pay for.</p>\n<p>&nbsp;<strong>2. Get in Early:</strong> Damn the torpedoes! Get your bid in early so\nall others are measured against it. This will give you the opportunity\nto get in discussion with the client throughout the bid process. Trying\nto wait till the last second to avoid bid shopping is useless. How do\nyou know they won\'t shop you after bid due date? Are they going to gain\nsome level of ethics after the numbers are in? Get in first and work\nit. Being last in simply makes you a bottom line number.</p>\n<p>&nbsp;</p>\n<p><strong>3. Develop Relationships:</strong> Clients that know and like you will\nhelp with key information to potentially win the project. This doesn\'t\nmean someone else\'s price, but information in relation to scope or\nschedule. Someone will get this opportunity, why not you? This takes\ntime and effort. It is true sales work at its finest.</p>\n<p><strong>4. Don\'t Over Detail:</strong> Too much information makes it way too\neasy to shop a bid. Estimators tend to be focused on the numbers and\nsome price every detail of the project. Why are you making it so easy?\nDon\'t list or price every aspect of the job. They wouldn\'t let you bid\nif they didn\'t think you knew what you were doing.</p>\n<p><strong>5. Sell Year Round: </strong>If you only show interest when in the bid\nprocess you gain no favor. Staying in contact with clients when there\nisn\'t a project on the table will elevate your position when one does\ncome around. Situational selling is fairly ineffective.</p>\n<p>These are only a few of the tactics that you can incorporate into\nyour selling plan. The big issue is to stop whining about bid shopping\nand start an active sales effort. However, another is to not shop your\nown suppliers! Some people can easily figure out what a bid shopper is\nthinking by looking at their own behavior in buying situations.\nIntegrity is a rare commodity.</p>\n<p>Bid shopping violates every business ethic. It gives short term\nsatisfaction, but can damage the shopper\'s reputation in the market.\nEventually, they will not get the best numbers and end up working with\ninferior suppliers. Practicing good sales work and establishing strong\nrelationship make it very difficult for someone to act unethically with\nyou. Will all clients follow this pattern? No, but more will than not.</p>\n<p>Get out with your clients. Find out what drives them. Discover their buying hot buttons and hit them. If this is all new to you, you\'d better get started. Get the help needed to set a sales strategy. Choose your targets well and interview your current clients. Find out what they do and do not like about you. Adjust accordingly. There is more business out there than you may think, even in this economy. 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Everyone complains about it: General Contractors, Engineers, Architects, Subcontractors, and Vendors. It is running rampant. Everyone is subjected to it. Well, not everyone.</p>\n<p>&nbsp;</p>\n<p>I help many of my clients beat this game, but we\'re far from 100 percent successful. Selling is about percentages and tipping the scales through developing rapport with the clients. I have little patience for those that give simple lip service to their sales responsibilities. If all you\'re doing is pricing and estimating while hoping to come up with the best number, you deserve your five percent close rate. Selling is work and there is no magic wand to beat bid shopping. Sorry, I\'m good but not that good!</p>\n<p><strong>Let\'s face facts: bid shopping is going nowhere. </strong>There always\nwill be unethical people doing unethical practices. Eventually they\nwill pay the price. The minute someone reduces their price, their focus\nis removed from the customer and is placed on how to cut costs. This\npromotes poor workmanship or use of inferior materials. But what do you\ndo? How do you fight it? Great questions that have answers. I deal with\nthis issue more than I care to. This really isn\'t rocket science. Here\nare some concrete pointers:</p>\n<p><strong>1. Negative Sell:</strong> I know, this is evil! But truth be told,\nit\'s your responsibility. You need to educate your client on what can\nhappen if they go with a low ball bid that will prompt cost cutting.\nInform your client on what happens if they select the inferior, and I\ndo mean \"inferior\", bid package. Tell them without using the\ncompetitors name how bad it could be. You owe it to the client to save\nthem huge headaches. The old saying is true, you get what you pay for.</p>\n<p>&nbsp;<strong>2. Get in Early:</strong> Damn the torpedoes! Get your bid in early so\nall others are measured against it. This will give you the opportunity\nto get in discussion with the client throughout the bid process. Trying\nto wait till the last second to avoid bid shopping is useless. How do\nyou know they won\'t shop you after bid due date? Are they going to gain\nsome level of ethics after the numbers are in? Get in first and work\nit. Being last in simply makes you a bottom line number.</p>\n<p>&nbsp;</p>\n<p><strong>3. Develop Relationships:</strong> Clients that know and like you will\nhelp with key information to potentially win the project. This doesn\'t\nmean someone else\'s price, but information in relation to scope or\nschedule. Someone will get this opportunity, why not you? This takes\ntime and effort. It is true sales work at its finest.</p>\n<p><strong>4. Don\'t Over Detail:</strong> Too much information makes it way too\neasy to shop a bid. Estimators tend to be focused on the numbers and\nsome price every detail of the project. Why are you making it so easy?\nDon\'t list or price every aspect of the job. They wouldn\'t let you bid\nif they didn\'t think you knew what you were doing.</p>\n<p><strong>5. Sell Year Round: </strong>If you only show interest when in the bid\nprocess you gain no favor. Staying in contact with clients when there\nisn\'t a project on the table will elevate your position when one does\ncome around. Situational selling is fairly ineffective.</p>\n<p>These are only a few of the tactics that you can incorporate into\nyour selling plan. The big issue is to stop whining about bid shopping\nand start an active sales effort. However, another is to not shop your\nown suppliers! Some people can easily figure out what a bid shopper is\nthinking by looking at their own behavior in buying situations.\nIntegrity is a rare commodity.</p>\n<p>Bid shopping violates every business ethic. It gives short term\nsatisfaction, but can damage the shopper\'s reputation in the market.\nEventually, they will not get the best numbers and end up working with\ninferior suppliers. Practicing good sales work and establishing strong\nrelationship make it very difficult for someone to act unethically with\nyou. Will all clients follow this pattern? No, but more will than not.</p>\n<p>Get out with your clients. Find out what drives them. Discover their buying hot buttons and hit them. If this is all new to you, you\'d better get started. Get the help needed to set a sales strategy. Choose your targets well and interview your current clients. Find out what they do and do not like about you. Adjust accordingly. There is more business out there than you may think, even in this economy. 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Everyone complains about it: General Contractors, Engineers, Architects, Subcontractors, and Vendors. It is running rampant. Everyone is subjected to it. 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The local affiliate stands out for other reasons, as well. Unlike other affiliates, it builds houses with full basements instead of on a slab. Last year, Habitat for Humanity St. Louis began putting the utilities to its houses underground, and starting this year its new houses all will be <img alt=\"IBEW electrician  on Habitat for Humanity build\" class=\"image-left\" height=\"303\" src=\"/images/uploads/habitat_1.jpg\" style=\"float: left;\" width=\"266\" />certified by the U.S. Green Building Council for Leadership in Energy and Environmental Design (LEED). Kyle Hunsberger, director of construction for Habitat for Humanity St. Louis, said the local affiliate\'s goals and record of accomplishments would not be so impressive were it not for the support of the Electrical Connection, which is a cooperative partnership of International Brotherhood of Electrical Workers (IBEW) Local One and the St. Louis Chapter of the National Electrical Contractors Association.<br /><br />For the last two years, the Electrical Connection\'s donations of labor and materials have placed it in Habitat for Humanity\'s largest category of sponsors, Neighborhood Sponsors. Last year, the Electrical Connection wired a record 25 Habitat homes - using nearly 20 miles of wiring - which represented a $125,000 donation in materials and services.<br /><br />It all started in 2002 when Mills Mall sponsored the construction of a house inside the mall. The house later was moved to a site in Hillsdale, MO. Habitat for Humanity St. Louis had worked with different electrical contractors on different houses, but had never established a relationship with the electrician\'s union until Bathe Electric\'s Martin Bathe told Hunsberger that he should talk to Matt Lampe at the IBEW. \"Lampe organized electricians from a few different companies to rough in the electrical work while the house was at the mall, and when it was moved and set into its final location they came out and finished up the work,\" Hunsberger said.<br /><br />The relationship between Habitat and the Electrical Connection leaped forward in 2004 when the Electrical Connection wired all of Habitat\'s houses in Hillsdale for free and worked alongside Habitat volunteers in a blitz build in the Jeff-Vander-Lou neighborhood of St. Louis. <br /><br />\"That is really what sealed the deal,\" Hunsberger said. \"They became another part of the Habitat puzzle. From that point on they committed to taking on each project of ours. In 2006 we were back in the Jeff-Vander-Lou neighborhood with 20 homes; and in 2007 we did 25 homes in Mark Twain neighborhood, which is the first year we went with underground services, Ameren donated the conduit and the IBEW worked with us to put all services underground. They are committed to providing us with underground services, rough in, and with setting fixtures,\" he said.<br /><br />Every year since 2004, the Electrical Connection has mobilized an army of 150 to 300 IBEW Local 1 electricians and union electrical contractors to safely wire homes to advance Habitat for Humanity Saint Louis\' mission of providing homes for the disadvantaged.&nbsp; The total investment of donated time and materials now stands in excess of $500,000 and has provided for safely wiring in over 140 homes. Since that first house in Mills Mall in 2002, over 850 union electricians and electrical contractors have donated time on weekends and evenings help Habitat for Humanity St. Louis fulfill its mission of eliminating poverty housing and homelessness.<br /><br />This year, the Electrical Connection has committed to provide the electrical work to help Habitat for Humanity St. Louis reach its goal of building 27 homes in St. Louis. The organization is hoping to gradually build its capacity until it is able to build 50 homes a year starting in 2015.<br /><br />\"They are one of our largest sponsors and they have been wonderful to work with,\" said Kimberly McKinney, chief executive officer of Habitat for Humanity St. Louis. \"When you can have a partnership with union labor and contractors, it just makes sense,\" she added.<br /><br />An ancillary benefit of the partnership is that Habitat \"can focus on other areas,\" Hunsberger said. \"It helps us on our fundraising knowing that the Electrical Connection is going to come in at $100,000-plus every year to take care of the electrical work. That allows us to build more houses and to add other things, like LEED certification,\" he said.<br /><br />The benefits of the partnership to the families that will own the homes also are very real. Not only to they get safe wiring; not only does the donation of the electrical installation lower the purchase price for the family; but, \"the Electrical Connection gives an additional five year labor warranty on all their projects on top of the contractor\'s one year warranty,\" Hunsberger said. \"That is an added incentive that we weren\'t counting on.\"<br /><br /></p>\";s:10:\"field_ft_8\";s:4:\"none\";s:10:\"field_id_9\";s:348:\"For the last two years, the Electrical Connection\'s donations of labor and materials have placed it in Habitat for Humanity\'s largest category of sponsors, Neighborhood Sponsors. 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The local affiliate stands out for other reasons, as well. Unlike other affiliates, it builds houses with full basements instead of on a slab. Last year, Habitat for Humanity St. Louis began putting the utilities to its houses underground, and starting this year its new houses all will be <img alt=\"IBEW electrician  on Habitat for Humanity build\" class=\"image-left\" height=\"303\" src=\"/images/uploads/habitat_1.jpg\" style=\"float: left;\" width=\"266\" />certified by the U.S. Green Building Council for Leadership in Energy and Environmental Design (LEED). Kyle Hunsberger, director of construction for Habitat for Humanity St. Louis, said the local affiliate\'s goals and record of accomplishments would not be so impressive were it not for the support of the Electrical Connection, which is a cooperative partnership of International Brotherhood of Electrical Workers (IBEW) Local One and the St. Louis Chapter of the National Electrical Contractors Association.<br /><br />For the last two years, the Electrical Connection\'s donations of labor and materials have placed it in Habitat for Humanity\'s largest category of sponsors, Neighborhood Sponsors. Last year, the Electrical Connection wired a record 25 Habitat homes - using nearly 20 miles of wiring - which represented a $125,000 donation in materials and services.<br /><br />It all started in 2002 when Mills Mall sponsored the construction of a house inside the mall. The house later was moved to a site in Hillsdale, MO. Habitat for Humanity St. Louis had worked with different electrical contractors on different houses, but had never established a relationship with the electrician\'s union until Bathe Electric\'s Martin Bathe told Hunsberger that he should talk to Matt Lampe at the IBEW. \"Lampe organized electricians from a few different companies to rough in the electrical work while the house was at the mall, and when it was moved and set into its final location they came out and finished up the work,\" Hunsberger said.<br /><br />The relationship between Habitat and the Electrical Connection leaped forward in 2004 when the Electrical Connection wired all of Habitat\'s houses in Hillsdale for free and worked alongside Habitat volunteers in a blitz build in the Jeff-Vander-Lou neighborhood of St. Louis. <br /><br />\"That is really what sealed the deal,\" Hunsberger said. \"They became another part of the Habitat puzzle. From that point on they committed to taking on each project of ours. In 2006 we were back in the Jeff-Vander-Lou neighborhood with 20 homes; and in 2007 we did 25 homes in Mark Twain neighborhood, which is the first year we went with underground services, Ameren donated the conduit and the IBEW worked with us to put all services underground. They are committed to providing us with underground services, rough in, and with setting fixtures,\" he said.<br /><br />Every year since 2004, the Electrical Connection has mobilized an army of 150 to 300 IBEW Local 1 electricians and union electrical contractors to safely wire homes to advance Habitat for Humanity Saint Louis\' mission of providing homes for the disadvantaged.&nbsp; The total investment of donated time and materials now stands in excess of $500,000 and has provided for safely wiring in over 140 homes. Since that first house in Mills Mall in 2002, over 850 union electricians and electrical contractors have donated time on weekends and evenings help Habitat for Humanity St. Louis fulfill its mission of eliminating poverty housing and homelessness.<br /><br />This year, the Electrical Connection has committed to provide the electrical work to help Habitat for Humanity St. Louis reach its goal of building 27 homes in St. Louis. The organization is hoping to gradually build its capacity until it is able to build 50 homes a year starting in 2015.<br /><br />\"They are one of our largest sponsors and they have been wonderful to work with,\" said Kimberly McKinney, chief executive officer of Habitat for Humanity St. Louis. \"When you can have a partnership with union labor and contractors, it just makes sense,\" she added.<br /><br />An ancillary benefit of the partnership is that Habitat \"can focus on other areas,\" Hunsberger said. \"It helps us on our fundraising knowing that the Electrical Connection is going to come in at $100,000-plus every year to take care of the electrical work. That allows us to build more houses and to add other things, like LEED certification,\" he said.<br /><br />The benefits of the partnership to the families that will own the homes also are very real. Not only to they get safe wiring; not only does the donation of the electrical installation lower the purchase price for the family; but, \"the Electrical Connection gives an additional five year labor warranty on all their projects on top of the contractor\'s one year warranty,\" Hunsberger said. \"That is an added incentive that we weren\'t counting on.\"<br /><br /></p>\";s:10:\"field_ft_8\";s:4:\"none\";s:10:\"field_id_9\";s:348:\"For the last two years, the Electrical Connection\'s donations of labor and materials have placed it in Habitat for Humanity\'s largest category of sponsors, Neighborhood Sponsors. 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Executive Summit: 2009, A Year of Risks\";s:10:\"field_ft_5\";s:4:\"none\";s:10:\"field_id_7\";s:28:\"CNR, Summit, Risk  and Rewar\";s:10:\"field_ft_7\";s:4:\"none\";s:10:\"field_id_8\";s:3909:\"<p>A panel of business leaders had some sobering news for the construction industry at the CNR Executive Summit on risks and rewards in the construction industry in 2009. 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There is a strong showing among our winners this year of of vision and capability in the areas of sustainability (\"green\" construction), \"lean\" cost-effective building techniques, and design and construction that recognizes the role of technology in our future. <br /><br />I want to thank our Editor Peter Downs; the St. Louis Chapter, National Association of Women in Construction; and our judges:&nbsp; Sarah Tetley of PGAV Architects, president, St. Louis Chapter, American Institute of Architects; Price Marr, manager, strategic sourcing, Ameren; George Azzani, president, Kaiser Electric; Stephen Bannes, professor and program director, graduate studies in construction management, Washington University; Rick Lodewyck, president, CDG Engineers; and Terry Simpson, senior project manager, Northstar Management Co. Their hard work and thoughtful consideration have made this year\'s awards something very special. <br /><strong><br />An update to last month\'s cover story \"The St. Louis Riverfront: Where\'s the Attraction?\"</strong> brings very positive news. In the article, which can be found in its entirety on our website www.stlouiscnr.com/features/article/st_louis_riverfront_plans/, we presented a brief history of the area surrounding the Gateway Arch and some solutions proposed by area designers and planners.&nbsp; <br /><br />&nbsp;In 2005 Mayor Slay asked the Danforth Foundation to develop bold plans to transform the St. Louis riverfront. After accepting the Danforth Foundation\'s report, Mayor Slay called for federal legislation to transfer ownership of portions of the 91 acres comprising the Arch grounds to a local entity. He asked a blue-ribbon panel to give him their best advice on what that entity would be and how to proceed with plans to \"activate\" the park. <br />\"Little has been heard publicly from them since the mayor\'s announcement,\" the article reported.<br />&nbsp;<br />On May 8, after just a week on the job, Tom Bradley, the new superintendent of the Jefferson National Expansion Memorial for the National Park Service announced that the National Park Service will begin public discussion for ways to reinvigorate the Arch grounds as encouraged by the Danforth Foundation. <br />An interview with Bradley (www.stlbeacon.org/issues_politics/development/arch_superintendent) on the St. Louis Beacon - the \"News That Matters\" website founded by refugees from the Post-Dispatch - presents a profile of thoughtful guy with strong experience in public/private partnerships involving the National Parks. <br /><br />Walter Metcalfe, former chairman of the law firm of Bryan Cave and a member of the taskforce appointed by Mayor Slay, seems to feel the same way. I received the following e-mail from him following Bradley\'s announcement:<br /><br />\"I enjoyed your \"Perspective,\" Metcalfe wrote (www.stlouiscnr.com/columns/article/st_louis_riverfront/) <br /><br />\"I recall the 1963-1964 conversations on Disney,\" he wrote.&nbsp; \"What if?\" today?<br /><br />\"Good commentary and dialogue in the article as well. Peter Raven, Bob Archibald and I have been working with the Danforth Foundation on public polling and economic studies to gain reality and hard information on what people will enjoy and what will keep people in the area after being attracted to the Arch, etc.&nbsp; <br /><br />\"To be continued, but not forever.\"</p>\n<p><br /><strong>General contractors told members of&nbsp; the&nbsp; Midwest Council, American Subcontractors Association</strong>&nbsp; (ASA) that market conditions in the commercial industrial markets have&nbsp; changed, but remain strong.&nbsp; Representatives of McCarthy Building Companies, Kadean Construction Companies, and J.E. 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There is a strong showing among our winners this year of of vision and capability in the areas of sustainability (\"green\" construction), \"lean\" cost-effective building techniques, and design and construction that recognizes the role of technology in our future. <br /><br />I want to thank our Editor Peter Downs; the St. Louis Chapter, National Association of Women in Construction; and our judges:&nbsp; Sarah Tetley of PGAV Architects, president, St. Louis Chapter, American Institute of Architects; Price Marr, manager, strategic sourcing, Ameren; George Azzani, president, Kaiser Electric; Stephen Bannes, professor and program director, graduate studies in construction management, Washington University; Rick Lodewyck, president, CDG Engineers; and Terry Simpson, senior project manager, Northstar Management Co. Their hard work and thoughtful consideration have made this year\'s awards something very special. <br /><strong><br />An update to last month\'s cover story \"The St. Louis Riverfront: Where\'s the Attraction?\"</strong> brings very positive news. In the article, which can be found in its entirety on our website www.stlouiscnr.com/features/article/st_louis_riverfront_plans/, we presented a brief history of the area surrounding the Gateway Arch and some solutions proposed by area designers and planners.&nbsp; <br /><br />&nbsp;In 2005 Mayor Slay asked the Danforth Foundation to develop bold plans to transform the St. Louis riverfront. After accepting the Danforth Foundation\'s report, Mayor Slay called for federal legislation to transfer ownership of portions of the 91 acres comprising the Arch grounds to a local entity. He asked a blue-ribbon panel to give him their best advice on what that entity would be and how to proceed with plans to \"activate\" the park. <br />\"Little has been heard publicly from them since the mayor\'s announcement,\" the article reported.<br />&nbsp;<br />On May 8, after just a week on the job, Tom Bradley, the new superintendent of the Jefferson National Expansion Memorial for the National Park Service announced that the National Park Service will begin public discussion for ways to reinvigorate the Arch grounds as encouraged by the Danforth Foundation. <br />An interview with Bradley (www.stlbeacon.org/issues_politics/development/arch_superintendent) on the St. Louis Beacon - the \"News That Matters\" website founded by refugees from the Post-Dispatch - presents a profile of thoughtful guy with strong experience in public/private partnerships involving the National Parks. <br /><br />Walter Metcalfe, former chairman of the law firm of Bryan Cave and a member of the taskforce appointed by Mayor Slay, seems to feel the same way. I received the following e-mail from him following Bradley\'s announcement:<br /><br />\"I enjoyed your \"Perspective,\" Metcalfe wrote (www.stlouiscnr.com/columns/article/st_louis_riverfront/) <br /><br />\"I recall the 1963-1964 conversations on Disney,\" he wrote.&nbsp; \"What if?\" today?<br /><br />\"Good commentary and dialogue in the article as well. Peter Raven, Bob Archibald and I have been working with the Danforth Foundation on public polling and economic studies to gain reality and hard information on what people will enjoy and what will keep people in the area after being attracted to the Arch, etc.&nbsp; <br /><br />\"To be continued, but not forever.\"</p>\n<p><br /><strong>General contractors told members of&nbsp; the&nbsp; Midwest Council, American Subcontractors Association</strong>&nbsp; (ASA) that market conditions in the commercial industrial markets have&nbsp; changed, but remain strong.&nbsp; Representatives of McCarthy Building Companies, Kadean Construction Companies, and J.E. 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