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George Osman, Monsanto\'s director of operations and engineering&nbsp; and Bob Dunn, principal, Fox Architects, in front of the Monsanto data center\'s hurricane-proof sunlight screen.</h4>\n<p>&nbsp;</p>\n<p><strong>Data centers?</strong></p>\n<p>&ldquo;Data centers are infrastructure that no one really thinks about, but are a big part of what makes the world go round,&rdquo; said John<br />Berendzen, Principal, Fox Architects. &ldquo;Just as coal and steam technology were engines for the Industrial Revolution, data centers are the engines for today&rsquo;s technology dependent businesses, considering that just aboutevery transaction today ends up as bits and bytes passing through computer systems linked throughout the world,&rdquo; he added. Fox Architects has designed innovative data centers for Monsanto and Emerson, two<br />international companies based in St. Louis.</p>\n<p>&nbsp;</p>\n<p>&nbsp;</p>\n<p>The U.S. Environmental Protection Agency (EPA) defines a data center as any facility that primarily contains electronic equipment used<br />for data processing (servers), data storage and communications (network equipment). That includes everything from a closet with a server<br />in it to a dedicated building with racks of tens of thousands of blade servers. Data centers are supposed to run all the time,</p>\n<p>24 hours a day, seven days a week. According to the 7x24 Exchange, when data centers don&rsquo;t run, &ldquo;businesses don&rsquo;t bring in revenue,&rdquo; and any unplanned &ldquo;downtime,&rdquo; or interruption in operations, &ldquo;can be disastrous.&rdquo; The 7x24 Exchange is a business association dedicated to spreading information that can help businesses keep their data centers and servers operating all the time. Another organization, the Uptime Institute, is devoted to the same goal. Joe Loper, Vice President of research and<br />analysis for the Alliance to Save Energy, said that in 2006 there were thousands of data centers across the country housing some 10 million servers. That is twice the number of<br />servers there were in 2000 and growth is accelerating, with the number of servers installed in the U.S. expected to hit 15.8 million in 2010. As<br />companies and institutions which use servers accumulate more and more of them, there is a growing tendency to concentrate them in large numbers in &ldquo;enterprise&rdquo; data centers<br />instead of scattering them around in data rooms and closets.<br /><strong></strong></p>\n<p><strong>Let the Light In</strong></p>\n<p><br />A major cause of &ldquo;downtime&rdquo; in data centers is human error, so Fox Architects has a simplesounding response: Design data centers for<br />people. Data centers typically are windowless bunkers. The thinking is that they are for computers, not people, and computers are<br />better protected by solid walls without windows.</p>\n<p>&ldquo;The mentality for building Tier 3 and Tier 4 data centers (data centers designed to withstand natural or human-made disasters<br />and keep operating) had been that windows are a hazard so no natural light should be allowed,&rdquo; said Steven Black, who has helped<br />build several enterprise data centers and high-tech buildings for McCarthy.</p>\n<p>Fox Architects took the view that eventhough data centers typically have small staffs, people still fi ll a vital role in keeping<br />data centers running. &ldquo;The U.S. Green Building Council has multiple studies linking access to daylight to better human productivity,&rdquo;<br />said Fox Architects&rsquo; Bob Dunn, so the design firm worked to let daylight into data centers without compromising their tier ratings.</p>\n<p>Two years ago, Fox Architects designed a bank of windows on the eastern elevation of the new data center they were designing for<br />Monsanto. They specifi ed a glazing system that had been certified to withstand hurricane force winds. It still took some convincing, but ultimately Monsanto opted for daylight. To add security, the windows are on a corridor, not a server floor wall. The partition wall between the corridor and the server floor is another<br />glass wall, and even glass doors, so that natural light from the corridor can fl ood into the server room. An architectural sunscreen on the<br />front of the building mitigates solar heat gain while letting light into the building.</p>\n<p>Incorporating the windows did not sacrifice security. &ldquo;The Monsanto Data Center&rsquo;s efficient design can withstand a tornado producing<br />winds in excess of 200 mph and an earthquake measuring up to 5 on the Richter scale&rdquo;, said Dipak Kapadia, Vice President of construction<br />and senior project manager for Guarantee Electrical Co., the project&rsquo;s electrical contractor.</p>\n<p>Fox Architects also included high performance windows in their design for Emerson&rsquo;s new data center, scheduled for completion in July 2009. &ldquo;You can&rsquo;t ignore the advances in glazing technology,&rdquo; Black said. &ldquo;This glazing is certified by the code officials in Miami-Dade County, Florida to withstand 150 mile per hour projectiles. That is great.&rdquo; Black was the project manager on the Monsanto data center project for McCarthy.</p>\n<p>The windows &ldquo;are a big improvement for people in the data center,&rdquo; said John Buescher, project director for McCarthy. How much so? Lee Quarles, a Monsanto spokesman, said the company&rsquo;s experience with its old data center was that an average of two IT people in the data center would leave in every eight-month period. Since the Fox-designed data center opened nine months ago, no one has left. &ldquo;The amount of daylight in the new data center is one of the chief things that employees like about the new building, and it is a big<br />selling point to potential IT recruits,&rdquo; he said.</p>\n<p><strong>Grappling with Energy Use and Greenhouse Gases</strong></p>\n<p>In addition to tackling human error, Fox Architects also set its sights on energy use. Keeping data centers operating takes a lot of energy.<br />The EPA estimates that in 2006, data centers used 61 billion kilowatt hours of electricity, or about 1.5 percent of the electricity generated<br />in the nation&rsquo;s power plants. The EPA estimates that all that electricity cost the industry about $4.5 billion and is equivalent to all the energy<br />used by all the companies in the U.S. that are involved in making cars, trucks, buses, trains,<br />aircraft, boats, barges and ships.</p>\n<p>That energy use is growing rapidly. The EPA estimates that without major gains in efficiency, data centers will consume 100 billion kilowatt hours of electricity in 2011 at a cost of more than $7.4 billion. Depending on the source, estimates of the amount of generating capacity needed to supply to supply that energy ranges<br />from 30 baseline, coal-fi red power plants to 120 merchant power plants. Any cap or fee on carbon emissions could raise the cost of that<br />energy even more.</p>\n<p>William Tschudi, program manager for energy efficiency in high-tech buildings at the U.S. Department of Energy&rsquo;s Lawrence<br />Berkeley Labs, worked on the EPA estimates, which are in a report the agency presented to Congress in August 2007. He put the energy<br />use into an enterprise reference frame. &ldquo;The typical rack of state-of-the-art servers draws 20 kilowatts of power. If you are paying 10<br />cents per kilowatt-hour, that one rack will use $17,000 worth of electricity in one year. Since a data center can have hundreds of such racks, any improvement in energy effi ciency can pay big dividends,&rdquo; he said.</p>\n<p>That energy use is the reason data centers are getting so much attention not just from businesses, which have formed such groups as the Green Grid and the Alliance to Save Energy to research and promote energy saving practices, but also from politicians in Congress, who mandated the EPA study.Tschudi and the EPA estimate that only one-half of the power consumed by data centers is used by IT equipment. The rest is consumed in power conversions, maintaining the availability of backup power and cooling. They estimated that the power and cooling infrastructure needed to support a server now costs more than the server itself. McKinsey and Co., in a report for the<br />Uptime Institute, said the costs of power and cooling are escalating so much that they are crowding IT improvements out of budgets.</p>\n<p>Why are power and cooling costs so high at data centers? Because data center facilities &ldquo;are essentially refrigerators for space heaters,&rdquo; Dunn said. That, said Tschudi, is because<br />&ldquo;all the electric power used by servers is converted to heat.&rdquo; The typical data center includes not just racks of IT equipment, but also uninterruptible power supply (UPS) units, which act as battery backups to keep IT equipment running when there is a temporary loss of power; power distribution units (PDUs) and computer room<br />air conditioning units (often called CRAC units).</p>\n<p><strong>Separate and Recycle</strong></p>\n<p><br />One of the first things Fox Architects did in their designs for Monsanto and Emerson was to take electrical equipment, such as UPS units, PDUs and air conditioning equipment off the data floor. For Monsanto, they designed a two story building, assigning the electrical and mechanical equipment to the fi rst fl oor and the IT equipment to the second. That did two things: It keeps electricalequipment from adding to the server floor heat load and keeps maintenance workers out of the IT room, which means &ldquo;they don&rsquo;t have to worry about dropping something or accidentally hitting something when they turn around,&rdquo; said Dunn. The electrical equipment at Monsanto includes &ldquo;a breaker monitoring<br />system capable of remotely measuring power consumption on every circuit in the data center and backup UPS and emergency generator systems so it can continue to operate<br />throughout a power outage,&rdquo; Kapadia said.</p>\n<p>Moving electrical and cooling equipment off the server floor also freed fl oor space for servers. &ldquo;CRAC units are not small. They take up a lot of space on the fl oor and a data center floor is expensive real estate,&rdquo; Black said. &ldquo;What the Fox team did in taking the cooling off the floor is pretty innovative. It is great stuff ,&rdquo; said Black. How innovative was it? As Monsanto prepared to open its new data center, industry publications were still touting software for planning the best configuration of CRAC units as the cutting edge in cooling efficiency.</p>\n<p>Richard Janis, president of the St. Loui based mechanical and electrical engineering company William Tao Associates, has long advocated separating mechanical andelectrical equipment from server rooms. The role of the architect, however, is to provide a building design that will do that efficiently without hampering the operations of theserver room. By all accounts, Fox succeeded. The next thing Fox Architects did was design the air handling system to use recycled air to cool electrical equipment on the fi rst fl oor. In cooperation with William Tao Associates, they designed a system that supplies cold air at the fl oor of the server room, at whatevertemperature Monsanto desires. It exhaust the air at the ceiling after it has been warmed by the servers, but then pulls the warmer air through a plenum in the ceiling and down the perimeterwalls to condition the fi rst fl oor equipment rooms.</p>\n<p>&ldquo;Transformers and UPS units don&rsquo;t have to be cooled as much as servers,&rdquo; Dunn said. &ldquo;The big diff erence between Monsanto and the other data centers I&rsquo;ve seen is how they handle the air. At Monsanto they recycle it,&rdquo; said Black. That puts a premium on contractors constructing a tight building envelope, but it pays off . Quarles said that<br />Monsanto has found that the new data center uses 30 percent less energy than its old one.</p>\n<p>Although not common, and not included in the EPA&rsquo;s list of best practices, separating mechanical and electrical equipment from the computer fl oor and then cooling them with recycled air &ldquo;is certainly a good practice,&rdquo; Loper said. A representative of the Uptime Institute called it &ldquo;innovative&hellip;neat stuff .&rdquo; Fox&rsquo;s design also saved money on construction.<br />Buescher said the main cause of the savings was that the layout of the building kept down the cost of handling air. &ldquo;There was a lot less piping and fewer controls than is typical,&rdquo; he said.</p>\n<p>Moving beyond energy savings to energy production, Fox Architects designed Emerson&rsquo;s newmdata center with a photovoltaic (PV) array on the roof<br />to generate electricity from sunlight. &ldquo;Emerson will gain 13.6 percent of one day&rsquo;s electrical needs from the solar array, which will feed computer loads directly<br />through the main switchboard,&rdquo; Berendzen said.</p>\";s:10:\"field_ft_8\";s:4:\"none\";s:10:\"field_id_9\";s:229:\"A St. Louis architectural firm is moving into the vanguard of efforts to solve some of the nation\'s knottiest business and environmental problems. 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Like a Fox\";s:9:\"url_title\";s:35:\"green_data_centers_crazy_like_a_fox\";s:6:\"status\";s:4:\"open\";s:11:\"dst_enabled\";s:1:\"n\";s:14:\"view_count_one\";s:1:\"0\";s:14:\"view_count_two\";s:1:\"0\";s:16:\"view_count_three\";s:1:\"0\";s:15:\"view_count_four\";s:1:\"0\";s:14:\"allow_comments\";s:1:\"n\";s:23:\"comment_expiration_date\";s:1:\"0\";s:16:\"allow_trackbacks\";s:1:\"n\";s:6:\"sticky\";s:1:\"n\";s:10:\"entry_date\";s:10:\"1229742120\";s:4:\"year\";s:4:\"2008\";s:5:\"month\";s:2:\"12\";s:3:\"day\";s:2:\"19\";s:9:\"edit_date\";s:14:\"20081225183940\";s:15:\"expiration_date\";s:1:\"0\";s:19:\"recent_comment_date\";s:1:\"0\";s:13:\"comment_total\";s:1:\"0\";s:15:\"trackback_total\";s:1:\"0\";s:15:\"sent_trackbacks\";s:0:\"\";s:21:\"recent_trackback_date\";s:1:\"0\";s:13:\"entry_site_id\";s:1:\"1\";s:10:\"blog_title\";s:8:\"Features\";s:9:\"blog_name\";s:8:\"features\";s:8:\"blog_url\";s:19:\"{site_url}features/\";s:11:\"comment_url\";s:27:\"{site_url}features/article/\";s:13:\"tb_return_url\";s:27:\"{site_url}features/article/\";s:16:\"comment_moderate\";s:1:\"n\";s:22:\"weblog_html_formatting\";s:3:\"all\";s:21:\"weblog_allow_img_urls\";s:1:\"y\";s:21:\"weblog_auto_link_urls\";s:1:\"y\";s:17:\"enable_trackbacks\";s:1:\"n\";s:15:\"trackback_field\";s:1:\"5\";s:21:\"trackback_use_captcha\";s:1:\"n\";s:24:\"trackback_system_enabled\";s:1:\"n\";s:8:\"username\";s:9:\"publisher\";s:5:\"email\";s:16:\"pfinan@finan.com\";s:3:\"url\";s:0:\"\";s:11:\"screen_name\";s:9:\"Publisher\";s:8:\"location\";s:0:\"\";s:10:\"occupation\";s:0:\"\";s:9:\"interests\";s:0:\"\";s:6:\"aol_im\";s:0:\"\";s:8:\"yahoo_im\";s:0:\"\";s:6:\"msn_im\";s:0:\"\";s:3:\"icq\";s:0:\"\";s:9:\"signature\";s:0:\"\";s:16:\"sig_img_filename\";s:0:\"\";s:13:\"sig_img_width\";s:1:\"0\";s:14:\"sig_img_height\";s:1:\"0\";s:15:\"avatar_filename\";s:0:\"\";s:12:\"avatar_width\";s:1:\"0\";s:13:\"avatar_height\";s:1:\"0\";s:14:\"photo_filename\";s:0:\"\";s:11:\"photo_width\";s:1:\"0\";s:12:\"photo_height\";s:1:\"0\";s:8:\"group_id\";s:1:\"1\";s:9:\"member_id\";s:1:\"2\";s:6:\"bday_d\";s:1:\"0\";s:6:\"bday_m\";s:1:\"0\";s:6:\"bday_y\";s:1:\"0\";s:3:\"bio\";s:0:\"\";s:7:\"site_id\";s:1:\"1\";s:10:\"field_id_1\";s:0:\"\";s:10:\"field_ft_1\";s:4:\"none\";s:10:\"field_id_2\";s:0:\"\";s:10:\"field_ft_2\";s:4:\"none\";s:10:\"field_id_4\";s:0:\"\";s:10:\"field_ft_4\";s:4:\"none\";s:10:\"field_id_5\";s:39:\"Green Data Centers: Crazy... Like a Fox\";s:10:\"field_ft_5\";s:4:\"none\";s:10:\"field_id_7\";s:35:\"Fox, Data Centers, Monanto, Emerson\";s:10:\"field_ft_7\";s:4:\"none\";s:10:\"field_id_8\";s:13596:\"<p>A St. Louis architectural firm is moving into the vanguard of efforts to solve some of the nation&rsquo;s knottiest business and environmental problems. The firm is Fox Architects and the problems they are solving involve data centers.</p>\n<h4><img alt=\"Monsanto Data Center\" class=\"image-left\" height=\"303\" src=\"/images/uploads/monsanto.jpg\" style=\"float: left;\" width=\"266\" />Fox Architects has&nbsp; developed an approach to corporate data center design that combines energy conservation with human resource considerations. George Osman, Monsanto\'s director of operations and engineering&nbsp; and Bob Dunn, principal, Fox Architects, in front of the Monsanto data center\'s hurricane-proof sunlight screen.</h4>\n<p>&nbsp;</p>\n<p><strong>Data centers?</strong></p>\n<p>&ldquo;Data centers are infrastructure that no one really thinks about, but are a big part of what makes the world go round,&rdquo; said John<br />Berendzen, Principal, Fox Architects. &ldquo;Just as coal and steam technology were engines for the Industrial Revolution, data centers are the engines for today&rsquo;s technology dependent businesses, considering that just aboutevery transaction today ends up as bits and bytes passing through computer systems linked throughout the world,&rdquo; he added. Fox Architects has designed innovative data centers for Monsanto and Emerson, two<br />international companies based in St. Louis.</p>\n<p>&nbsp;</p>\n<p>&nbsp;</p>\n<p>The U.S. Environmental Protection Agency (EPA) defines a data center as any facility that primarily contains electronic equipment used<br />for data processing (servers), data storage and communications (network equipment). That includes everything from a closet with a server<br />in it to a dedicated building with racks of tens of thousands of blade servers. Data centers are supposed to run all the time,</p>\n<p>24 hours a day, seven days a week. According to the 7x24 Exchange, when data centers don&rsquo;t run, &ldquo;businesses don&rsquo;t bring in revenue,&rdquo; and any unplanned &ldquo;downtime,&rdquo; or interruption in operations, &ldquo;can be disastrous.&rdquo; The 7x24 Exchange is a business association dedicated to spreading information that can help businesses keep their data centers and servers operating all the time. Another organization, the Uptime Institute, is devoted to the same goal. Joe Loper, Vice President of research and<br />analysis for the Alliance to Save Energy, said that in 2006 there were thousands of data centers across the country housing some 10 million servers. That is twice the number of<br />servers there were in 2000 and growth is accelerating, with the number of servers installed in the U.S. expected to hit 15.8 million in 2010. As<br />companies and institutions which use servers accumulate more and more of them, there is a growing tendency to concentrate them in large numbers in &ldquo;enterprise&rdquo; data centers<br />instead of scattering them around in data rooms and closets.<br /><strong></strong></p>\n<p><strong>Let the Light In</strong></p>\n<p><br />A major cause of &ldquo;downtime&rdquo; in data centers is human error, so Fox Architects has a simplesounding response: Design data centers for<br />people. Data centers typically are windowless bunkers. The thinking is that they are for computers, not people, and computers are<br />better protected by solid walls without windows.</p>\n<p>&ldquo;The mentality for building Tier 3 and Tier 4 data centers (data centers designed to withstand natural or human-made disasters<br />and keep operating) had been that windows are a hazard so no natural light should be allowed,&rdquo; said Steven Black, who has helped<br />build several enterprise data centers and high-tech buildings for McCarthy.</p>\n<p>Fox Architects took the view that eventhough data centers typically have small staffs, people still fi ll a vital role in keeping<br />data centers running. &ldquo;The U.S. Green Building Council has multiple studies linking access to daylight to better human productivity,&rdquo;<br />said Fox Architects&rsquo; Bob Dunn, so the design firm worked to let daylight into data centers without compromising their tier ratings.</p>\n<p>Two years ago, Fox Architects designed a bank of windows on the eastern elevation of the new data center they were designing for<br />Monsanto. They specifi ed a glazing system that had been certified to withstand hurricane force winds. It still took some convincing, but ultimately Monsanto opted for daylight. To add security, the windows are on a corridor, not a server floor wall. The partition wall between the corridor and the server floor is another<br />glass wall, and even glass doors, so that natural light from the corridor can fl ood into the server room. An architectural sunscreen on the<br />front of the building mitigates solar heat gain while letting light into the building.</p>\n<p>Incorporating the windows did not sacrifice security. &ldquo;The Monsanto Data Center&rsquo;s efficient design can withstand a tornado producing<br />winds in excess of 200 mph and an earthquake measuring up to 5 on the Richter scale&rdquo;, said Dipak Kapadia, Vice President of construction<br />and senior project manager for Guarantee Electrical Co., the project&rsquo;s electrical contractor.</p>\n<p>Fox Architects also included high performance windows in their design for Emerson&rsquo;s new data center, scheduled for completion in July 2009. &ldquo;You can&rsquo;t ignore the advances in glazing technology,&rdquo; Black said. &ldquo;This glazing is certified by the code officials in Miami-Dade County, Florida to withstand 150 mile per hour projectiles. That is great.&rdquo; Black was the project manager on the Monsanto data center project for McCarthy.</p>\n<p>The windows &ldquo;are a big improvement for people in the data center,&rdquo; said John Buescher, project director for McCarthy. How much so? Lee Quarles, a Monsanto spokesman, said the company&rsquo;s experience with its old data center was that an average of two IT people in the data center would leave in every eight-month period. Since the Fox-designed data center opened nine months ago, no one has left. &ldquo;The amount of daylight in the new data center is one of the chief things that employees like about the new building, and it is a big<br />selling point to potential IT recruits,&rdquo; he said.</p>\n<p><strong>Grappling with Energy Use and Greenhouse Gases</strong></p>\n<p>In addition to tackling human error, Fox Architects also set its sights on energy use. Keeping data centers operating takes a lot of energy.<br />The EPA estimates that in 2006, data centers used 61 billion kilowatt hours of electricity, or about 1.5 percent of the electricity generated<br />in the nation&rsquo;s power plants. The EPA estimates that all that electricity cost the industry about $4.5 billion and is equivalent to all the energy<br />used by all the companies in the U.S. that are involved in making cars, trucks, buses, trains,<br />aircraft, boats, barges and ships.</p>\n<p>That energy use is growing rapidly. The EPA estimates that without major gains in efficiency, data centers will consume 100 billion kilowatt hours of electricity in 2011 at a cost of more than $7.4 billion. Depending on the source, estimates of the amount of generating capacity needed to supply to supply that energy ranges<br />from 30 baseline, coal-fi red power plants to 120 merchant power plants. Any cap or fee on carbon emissions could raise the cost of that<br />energy even more.</p>\n<p>William Tschudi, program manager for energy efficiency in high-tech buildings at the U.S. Department of Energy&rsquo;s Lawrence<br />Berkeley Labs, worked on the EPA estimates, which are in a report the agency presented to Congress in August 2007. He put the energy<br />use into an enterprise reference frame. &ldquo;The typical rack of state-of-the-art servers draws 20 kilowatts of power. If you are paying 10<br />cents per kilowatt-hour, that one rack will use $17,000 worth of electricity in one year. Since a data center can have hundreds of such racks, any improvement in energy effi ciency can pay big dividends,&rdquo; he said.</p>\n<p>That energy use is the reason data centers are getting so much attention not just from businesses, which have formed such groups as the Green Grid and the Alliance to Save Energy to research and promote energy saving practices, but also from politicians in Congress, who mandated the EPA study.Tschudi and the EPA estimate that only one-half of the power consumed by data centers is used by IT equipment. The rest is consumed in power conversions, maintaining the availability of backup power and cooling. They estimated that the power and cooling infrastructure needed to support a server now costs more than the server itself. McKinsey and Co., in a report for the<br />Uptime Institute, said the costs of power and cooling are escalating so much that they are crowding IT improvements out of budgets.</p>\n<p>Why are power and cooling costs so high at data centers? Because data center facilities &ldquo;are essentially refrigerators for space heaters,&rdquo; Dunn said. That, said Tschudi, is because<br />&ldquo;all the electric power used by servers is converted to heat.&rdquo; The typical data center includes not just racks of IT equipment, but also uninterruptible power supply (UPS) units, which act as battery backups to keep IT equipment running when there is a temporary loss of power; power distribution units (PDUs) and computer room<br />air conditioning units (often called CRAC units).</p>\n<p><strong>Separate and Recycle</strong></p>\n<p><br />One of the first things Fox Architects did in their designs for Monsanto and Emerson was to take electrical equipment, such as UPS units, PDUs and air conditioning equipment off the data floor. For Monsanto, they designed a two story building, assigning the electrical and mechanical equipment to the fi rst fl oor and the IT equipment to the second. That did two things: It keeps electricalequipment from adding to the server floor heat load and keeps maintenance workers out of the IT room, which means &ldquo;they don&rsquo;t have to worry about dropping something or accidentally hitting something when they turn around,&rdquo; said Dunn. The electrical equipment at Monsanto includes &ldquo;a breaker monitoring<br />system capable of remotely measuring power consumption on every circuit in the data center and backup UPS and emergency generator systems so it can continue to operate<br />throughout a power outage,&rdquo; Kapadia said.</p>\n<p>Moving electrical and cooling equipment off the server floor also freed fl oor space for servers. &ldquo;CRAC units are not small. They take up a lot of space on the fl oor and a data center floor is expensive real estate,&rdquo; Black said. &ldquo;What the Fox team did in taking the cooling off the floor is pretty innovative. It is great stuff ,&rdquo; said Black. How innovative was it? As Monsanto prepared to open its new data center, industry publications were still touting software for planning the best configuration of CRAC units as the cutting edge in cooling efficiency.</p>\n<p>Richard Janis, president of the St. Loui based mechanical and electrical engineering company William Tao Associates, has long advocated separating mechanical andelectrical equipment from server rooms. The role of the architect, however, is to provide a building design that will do that efficiently without hampering the operations of theserver room. By all accounts, Fox succeeded. The next thing Fox Architects did was design the air handling system to use recycled air to cool electrical equipment on the fi rst fl oor. In cooperation with William Tao Associates, they designed a system that supplies cold air at the fl oor of the server room, at whatevertemperature Monsanto desires. It exhaust the air at the ceiling after it has been warmed by the servers, but then pulls the warmer air through a plenum in the ceiling and down the perimeterwalls to condition the fi rst fl oor equipment rooms.</p>\n<p>&ldquo;Transformers and UPS units don&rsquo;t have to be cooled as much as servers,&rdquo; Dunn said. &ldquo;The big diff erence between Monsanto and the other data centers I&rsquo;ve seen is how they handle the air. At Monsanto they recycle it,&rdquo; said Black. That puts a premium on contractors constructing a tight building envelope, but it pays off . Quarles said that<br />Monsanto has found that the new data center uses 30 percent less energy than its old one.</p>\n<p>Although not common, and not included in the EPA&rsquo;s list of best practices, separating mechanical and electrical equipment from the computer fl oor and then cooling them with recycled air &ldquo;is certainly a good practice,&rdquo; Loper said. A representative of the Uptime Institute called it &ldquo;innovative&hellip;neat stuff .&rdquo; Fox&rsquo;s design also saved money on construction.<br />Buescher said the main cause of the savings was that the layout of the building kept down the cost of handling air. &ldquo;There was a lot less piping and fewer controls than is typical,&rdquo; he said.</p>\n<p>Moving beyond energy savings to energy production, Fox Architects designed Emerson&rsquo;s newmdata center with a photovoltaic (PV) array on the roof<br />to generate electricity from sunlight. &ldquo;Emerson will gain 13.6 percent of one day&rsquo;s electrical needs from the solar array, which will feed computer loads directly<br />through the main switchboard,&rdquo; Berendzen said.</p>\";s:10:\"field_ft_8\";s:4:\"none\";s:10:\"field_id_9\";s:229:\"A St. Louis architectural firm is moving into the vanguard of efforts to solve some of the nation\'s knottiest business and environmental problems. 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The organization&rsquo;s 2007-2008 Market Review and Investment Update shows the total value of projects announced, under construction, or completed during the reporting period ending September 30, 2008 up more than half a billion dollars over the prior year. <br /><br /><img alt=\"Illinois Lincoln\" class=\"image-left\" height=\"303\" src=\"/images/uploads/illinois-lincoln.jpg\" style=\"float: left;\" width=\"266\" />The record total includes some highly speculative proposals, such as the $1 billion Martin Aviation luxury office proposal for the Cahokia airport. Nonetheless, the council suggests the metro east has escaped the national economic downturn.<br /><br />&ldquo;In the midst of all the pessimistic news about the slow down in the economy, we&rsquo;re pleased to report that developments were still moving full steam ahead in Southwestern Illinois during the past year,&rdquo; said Suzanne Butler, president of the Leadership Council, the member-based, economic development corporation that compiles the economic data for Madison and St. Clair counties. &ldquo;The continuing investments across so many sectors of our economy reaffirm Southwestern Illinois&rsquo; position as a prime midwestern development location.&rdquo; <br /><br />Among the highlights from this year&rsquo;s report:<br /><br />&bull;&nbsp; $2.5 billion in projects were already under construction as of the end of September 2008, and $6.1 billion in additional announced projects included the multi-billion dollar investment at ConocoPhillips, which moved forward later in the fall. In one note of caution, the reports notes that continuing to move projects through the pipeline will be dependent upon solid support from and cooperation with local, national and international funding sources.<br /><br />&bull;&nbsp; At $6.46 billion, industrial investments represented the largest chunk of the development pipeline.<br /><br />&bull;&nbsp; Commercial investments topped $1.3 billion for the second year in a row, with 87 different projects contributing to the total. Approximately $164 million of the total represents projects already completed, while two thirds of the total consists of projects under construction. Although the pipeline includes over a quarter billion dollars in projects announced, that number is down $60 million from the year prior, an indication that the commercial sector may be slowing a little as the nation&rsquo;s economy continues to struggle. Collinsville and O&rsquo;Fallon remain the two cities with the largest number of projects, 13 and 15 respectively, while the top five projects in terms of investment size can be found in Dupo, Collinsville, Belleville (2) and Shiloh.<br /><br />&bull;&nbsp; Totaling $331.3 million, institutional investments posted a 63 percent increase over the prior year, the largest percentage increase among all the sectors. This sector includes hospitals, medical centers, non-profits and senior housing facilities. Over $200 million in healthcare projects alone drove the impressive increases in the institutional sector, which has seen three years of back-to-back growth.<br /><br />&bull;&nbsp; Office investments totaled $217.7 million, climbing almost 23 percent over the prior year&rsquo;s record total and representing the third consecutive year of investment growth. Almost $62 million in new office projects were delivered during the 12-month reporting period, a 33 percent increase in projects completed compared to the prior year. Collinsville serves as home to one-fourth of all the new office projects moving through the pipeline. <br /><br />&bull;&nbsp; Topping out at $439 million, total investments in the educational sector remained steady over the past year. While the overall investment numbers remain strong in the educational arena, the total value of announced projects decreased by 33 percent compared to the prior period. $262 million of the projects on this year&rsquo;s list are K-12 facilities, while $177 million represents investments in higher education projects. The three largest projects under construction, totaling $93 million, are K-12 projects. <br /><br />&bull;&nbsp; Public investments (excluding transportation) soared to $648.7 million, up 56 percent from last year. This 56 percent gain was on the heels of a 45.5 percent increase the year prior, with projects again ranging from basic infrastructure improvements to recreational amenities to public safety projects. Projects at Scott Air Force Base accounted for $180 million, or more than one-quarter of the total. With over $600 million of the public projects under construction or yet to break ground, investments in this sector should continue to positively impact the local economy for years to come.<br /><br />While the numbers paint a very positive picture for the region, Butler said that sustaining the high level of economic activity will require that new challenges brought on by this growth and the current financial and economic conditions of the country continue to be addressed. &ldquo;The Leadership Council remains confident that individuals from business, industry, government, education and labor will collaboratively address those challenges in a way that moves our region forward,&rdquo; she said.<br /><br />The 2007-2008 Market Review and Investment Update is available online at www.siteselection-il.com</p>\";s:10:\"field_ft_8\";s:4:\"none\";s:10:\"field_id_9\";s:234:\"After shattering records in 2006-2007, the development pipeline for Southwestern Illinois continued to swell over the 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of Lincoln Posted Full Tilt Growth in 2008\";s:10:\"field_ft_5\";s:4:\"none\";s:10:\"field_id_7\";s:56:\"Southwestern Illinois, Leadership Council, Market Review\";s:10:\"field_ft_7\";s:4:\"none\";s:10:\"field_id_8\";s:5607:\"<p>After shattering records in 2006-2007, the development pipeline for Southwestern Illinois continued to swell over the past year, reaching a new high of more than $9.4 billion, according to the Leadership Council Southwestern Illinois. The organization&rsquo;s 2007-2008 Market Review and Investment Update shows the total value of projects announced, under construction, or completed during the reporting period ending September 30, 2008 up more than half a billion dollars over the prior year. <br /><br /><img alt=\"Illinois Lincoln\" class=\"image-left\" height=\"303\" src=\"/images/uploads/illinois-lincoln.jpg\" style=\"float: left;\" width=\"266\" />The record total includes some highly speculative proposals, such as the $1 billion Martin Aviation luxury office proposal for the Cahokia airport. Nonetheless, the council suggests the metro east has escaped the national economic downturn.<br /><br />&ldquo;In the midst of all the pessimistic news about the slow down in the economy, we&rsquo;re pleased to report that developments were still moving full steam ahead in Southwestern Illinois during the past year,&rdquo; said Suzanne Butler, president of the Leadership Council, the member-based, economic development corporation that compiles the economic data for Madison and St. Clair counties. &ldquo;The continuing investments across so many sectors of our economy reaffirm Southwestern Illinois&rsquo; position as a prime midwestern development location.&rdquo; <br /><br />Among the highlights from this year&rsquo;s report:<br /><br />&bull;&nbsp; $2.5 billion in projects were already under construction as of the end of September 2008, and $6.1 billion in additional announced projects included the multi-billion dollar investment at ConocoPhillips, which moved forward later in the fall. In one note of caution, the reports notes that continuing to move projects through the pipeline will be dependent upon solid support from and cooperation with local, national and international funding sources.<br /><br />&bull;&nbsp; At $6.46 billion, industrial investments represented the largest chunk of the development pipeline.<br /><br />&bull;&nbsp; Commercial investments topped $1.3 billion for the second year in a row, with 87 different projects contributing to the total. Approximately $164 million of the total represents projects already completed, while two thirds of the total consists of projects under construction. Although the pipeline includes over a quarter billion dollars in projects announced, that number is down $60 million from the year prior, an indication that the commercial sector may be slowing a little as the nation&rsquo;s economy continues to struggle. Collinsville and O&rsquo;Fallon remain the two cities with the largest number of projects, 13 and 15 respectively, while the top five projects in terms of investment size can be found in Dupo, Collinsville, Belleville (2) and Shiloh.<br /><br />&bull;&nbsp; Totaling $331.3 million, institutional investments posted a 63 percent increase over the prior year, the largest percentage increase among all the sectors. This sector includes hospitals, medical centers, non-profits and senior housing facilities. Over $200 million in healthcare projects alone drove the impressive increases in the institutional sector, which has seen three years of back-to-back growth.<br /><br />&bull;&nbsp; Office investments totaled $217.7 million, climbing almost 23 percent over the prior year&rsquo;s record total and representing the third consecutive year of investment growth. Almost $62 million in new office projects were delivered during the 12-month reporting period, a 33 percent increase in projects completed compared to the prior year. Collinsville serves as home to one-fourth of all the new office projects moving through the pipeline. <br /><br />&bull;&nbsp; Topping out at $439 million, total investments in the educational sector remained steady over the past year. While the overall investment numbers remain strong in the educational arena, the total value of announced projects decreased by 33 percent compared to the prior period. $262 million of the projects on this year&rsquo;s list are K-12 facilities, while $177 million represents investments in higher education projects. The three largest projects under construction, totaling $93 million, are K-12 projects. <br /><br />&bull;&nbsp; Public investments (excluding transportation) soared to $648.7 million, up 56 percent from last year. This 56 percent gain was on the heels of a 45.5 percent increase the year prior, with projects again ranging from basic infrastructure improvements to recreational amenities to public safety projects. Projects at Scott Air Force Base accounted for $180 million, or more than one-quarter of the total. With over $600 million of the public projects under construction or yet to break ground, investments in this sector should continue to positively impact the local economy for years to come.<br /><br />While the numbers paint a very positive picture for the region, Butler said that sustaining the high level of economic activity will require that new challenges brought on by this growth and the current financial and economic conditions of the country continue to be addressed. &ldquo;The Leadership Council remains confident that individuals from business, industry, government, education and labor will collaboratively address those challenges in a way that moves our region forward,&rdquo; she said.<br /><br />The 2007-2008 Market Review and Investment Update is available online at www.siteselection-il.com</p>\";s:10:\"field_ft_8\";s:4:\"none\";s:10:\"field_id_9\";s:234:\"After shattering records in 2006-2007, the development pipeline for Southwestern Illinois continued to swell over the 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With Enthusiasm\";s:10:\"field_ft_5\";s:4:\"none\";s:10:\"field_id_7\";s:31:\"BIM, Jones, Reim, Gayer, Manuel\";s:10:\"field_ft_7\";s:4:\"none\";s:10:\"field_id_8\";s:10036:\"<p>If you think building information modeling (BIM) is just an over-hyped fad, you haven&rsquo;t been talking to people who use it. A recent report from McGraw-Hill Construction documents that architects, engineers, contractors and owners who use BIM tools are enthusiastic about them.</p>\n<p>&ldquo;BIM is quickly becoming the gold standard by which firms do work,&rdquo; said Steve Jones, senior director of business development, McGraw-Hill Construction, and one of the co-authors of the &ldquo;Building Information Modeling (BIM) SmartMarket Report.&rdquo;</p>\n<p><img alt=\"BIM\" class=\"image-left\" height=\"301\" src=\"/images/uploads/BIM.jpg\" style=\"float: left;\" width=\"244\" />According to Jones, 62 percent of BIM users next year will use it on more than 30 percent of their project, and 45 percent of users will use it on at least 60 percent of their projects.<br />&ldquo;It is a notable differentiator among competitors, a time-saver and a cost-reducer. BIM dramatically shifts businesses&rsquo; productivity and ROI,&rdquo; he said. Companies that track value metrics are reporting returns on investment (ROI) in of 300 to 500 percent through improved project outcomes, better communication and enhanced productivity. &ldquo;This is why<br />we are seeing such rapid growth,&rdquo; Jones said.</p>\n<p>Jones defined BIM as &ldquo;the process of creating and using digital models for design, construction or operations of projects.&rdquo; BIM involves digital content such as structural elements, mechanical equipment and building envelope and windows; and software tools for architectural, structural and mechanical modeling, often integrated with energy analysis, scheduling, estimating, and other vital functions.</p>\n<p><br /><strong>It Counts</strong><br />Ron Reim, executive vice president of Occulus, Inc., a St. Louis-based architecture firm, has been enthusiastic about BIM for years. Occulus was one of the first adopters of Revit in the Midwest, and one of the company&rsquo;s first 30 customers anywhere, he said. &ldquo;I accidentally stumbled into an introduction to Revit seminar at a design conference in Portland about eight years ago. It was not well attended,&rdquo; he said. &ldquo;They did some demos, which were pretty impressive even then, and handed out free disks. When I came back to the office and someone loaded it up, we realized it had extraordinary potential,&rdquo; he said.</p>\n<p>Occulus was doing a lot of facility work for major companies at the time, and Revit gave them a way to manage the data, as Reim explained in the following anecdote: &ldquo;Anheuser-Busch called and asked if we could have a facility report in two weeks for them because they wanted to see if they could abandon all their leased office space and move everyone to their corporate campus. We spend a day trying to figure out how to get answers for them. We couldn&rsquo;t with Autocad, but we found that Revit counted automatically and measured square footage automatically, so we called Anheuser-Busch back and said that we thought we had a way to do it, but not in Autocad, which is what everyone was using. In a week and a half we had space plans for most of the buildings down there, counted and measured all the furniture, and identified the linchpin: they had enough room in the buildings, but not enough parking. They figured the cost of building more parking and decided to stay put.&rdquo;</p>\n<p>That power to manage data was extraordinary. &ldquo;This tool gave us the ability to move beyond drawings,&rdquo; Reim said. The thought of spending time counting all the folks in two million square feet of office space was staggering, so Revit was the only way to do it,&rdquo; he said.</p>\n<p>The other advantage of Revit was that it worked more like a designer thinks, said Reim. &ldquo;Designers didn&rsquo;t like CAD,&rdquo; he said. &ldquo;We were doing drawings on paper and having interns convert them to CAD, and we always lost a lot of information in the translation. The BIM interface was more like we were taught to think in architecture school, so it let our designers leap into the digital format sooner and we captured more information earlier in the process. That&rsquo;s how we moved into it.&rdquo;</p>\n<p><br /><strong>Clash Checking</strong><br />Adam Lega, BIM coordinator at KAI Design and Build, worked for Revit when Reim and Occulus were adopting it. He said KAI also is an early adopter of BIM, and the company is now doing all of its projects with BIM.</p>\n<p>BIM, he said, has fundamentally changed the design process at KAI. &ldquo;Instead of drawing buildings by line, we construct virtual buildings,&rdquo; he said. &ldquo;The people who use BIM have to know how to actually put a building together. They have to know how to design. So the client is getting the best effort from start of project.&rdquo;<br />In the old process, &ldquo;the designer came up with the design and an intern translated it into construction documents,&rdquo; said Lega. &ldquo;With BIM the designer still comes up with the idea, and then the designer builds it virtually. In BIM, you have to think about all dimensions, so interns can&rsquo;t detail it correctly.&rdquo;</p>\n<p>The biggest advantage of the new process is not the pretty pictures, he said, but rather the ability to see if there are conflicts. &ldquo;The real power is the ability to do interference checking, the ability to check your pipe and duct everywhere, for example, and see if they are crossing and if you have to move one,&rdquo; Lega said.<br />While most of the contractors that Occulus works with &ldquo;are not technologically capable or attitudinally willing&rdquo; to work in BIM, said Reim; Lega said that most of the contractors with whom KAI works &ldquo;are driving the BIM effort within their industry.&rdquo; If they do not have the capability to use BIM, KAI will give them construction documents in the form they want and also &ldquo;offer to teach them how to use BIM,&rdquo; Lega said.</p>\n<p>Andrew Gayer, vice president and structural engineering principal of HOK, said the largest design firm calling St. Louis home is using BIM on all of its projects worldwideand for many of the same reasons mentioned by Reim and Lega.</p>\n<p>&ldquo;It is about useful data, about quantities of doors, about furniture placing, glare on computer monitors, etc.,&rdquo; he said. HOK releases its BIM model on each project to contractors so they can get quantities out of the model for estimating purposes and use the BIM model as the basis for their construction model. &ldquo;Now there is no question of how many doors are in the project. We know exactly how many and that makes estimates more accurate,&rdquo; he said.<br />BIM also lets HOK do more upfront energy analyses, he said. &ldquo;We can pull out the windows and look at reflectivity, for example, and with the push of a button we can get an energy analysis based on geography and see what happens if we change the reflectivity of the glass or if we change lights. We can give the owner a range of options and tell which option is cheaper,&rdquo; he said.</p>\n<p>As at KAI, BIM &ldquo;front loads&rdquo; the work at HOK, shifting more effort into schematic design and design development, Gayer said. &ldquo;When you put a line on a CAD drawing, you didn&rsquo;t necessarily have to know everything about that line,&rdquo; he said. &ldquo;Now, when you put a beam or a column or a window or a door into a BIM model, you have to know what it is, so the work flow is more forward loaded,&rdquo; he said.</p>\n<p>&ldquo;The actual building is really version two and the BIM model is version one,&rdquo; Gayer said. &ldquo;You have to know what you are putting into version one or you will get garbage,&rdquo; he said.<br />&ldquo;It makes designing fun again,&rdquo; he added. &ldquo;We&rsquo;re not drawing lines, we&rsquo;re building a building.&rdquo;</p>\n<p><br /><strong>Still Working Out How to Share</strong><br />What has attracted the most attention to BIM is not any of the benefits that accrue internally to a company that uses a digital model for design or construction or operations, however, but the potential benefits of sharing information among the designers, contractors, and building owner.</p>\n<p>&ldquo;The concept is that designers, constructors, and operators will all add their information to the model,&rdquo; said Andrew Manuel, shareholder, Greensfelder, Hemker and Gale, PC. And that new concept brings with it a new set of potential liability issues that have to be worked out. If multiple parties are going to be sharing information that goes into a building model, and putting information into the model, they have to think up front about how they are going to do that, he said. In other words, they should agree on protocols that &ldquo;are very specific about the hardware that is used, the software, the protocols for transmitting information, who is going to put information in and what type of information, etc., so that everyone has a common understanding,&rdquo; he said.</p>\n<p>Manuel said that of the various standard form construction documents available today, &ldquo;ConsensusDOCS do the best job of setting up protocols.&rdquo; The essential point, he said, &ldquo;is to have a clear expression of what you intend to do in your contract at the beginning of the contract, including not just your scope of work but also the intended uses of the BIM model and how you are going to build the model&rdquo;</p>\n<p>Or, as Gayer phrased it, &ldquo;The ability to rely on information in the BIM is very important, as is the ability to know what is in or is not in the BIM.&rdquo;<br />Gayer added that HOK does not like any the way any of the standard form construction documents treat BIM, not AIA, AGC, or ConsensusDOCS; so HOK is developing its own documents.</p>\n<p>&ldquo;The AIA says design documents just express the intent of the design. 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With Enthusiasm\";s:10:\"field_ft_5\";s:4:\"none\";s:10:\"field_id_7\";s:31:\"BIM, Jones, Reim, Gayer, Manuel\";s:10:\"field_ft_7\";s:4:\"none\";s:10:\"field_id_8\";s:10036:\"<p>If you think building information modeling (BIM) is just an over-hyped fad, you haven&rsquo;t been talking to people who use it. A recent report from McGraw-Hill Construction documents that architects, engineers, contractors and owners who use BIM tools are enthusiastic about them.</p>\n<p>&ldquo;BIM is quickly becoming the gold standard by which firms do work,&rdquo; said Steve Jones, senior director of business development, McGraw-Hill Construction, and one of the co-authors of the &ldquo;Building Information Modeling (BIM) SmartMarket Report.&rdquo;</p>\n<p><img alt=\"BIM\" class=\"image-left\" height=\"301\" src=\"/images/uploads/BIM.jpg\" style=\"float: left;\" width=\"244\" />According to Jones, 62 percent of BIM users next year will use it on more than 30 percent of their project, and 45 percent of users will use it on at least 60 percent of their projects.<br />&ldquo;It is a notable differentiator among competitors, a time-saver and a cost-reducer. BIM dramatically shifts businesses&rsquo; productivity and ROI,&rdquo; he said. Companies that track value metrics are reporting returns on investment (ROI) in of 300 to 500 percent through improved project outcomes, better communication and enhanced productivity. &ldquo;This is why<br />we are seeing such rapid growth,&rdquo; Jones said.</p>\n<p>Jones defined BIM as &ldquo;the process of creating and using digital models for design, construction or operations of projects.&rdquo; BIM involves digital content such as structural elements, mechanical equipment and building envelope and windows; and software tools for architectural, structural and mechanical modeling, often integrated with energy analysis, scheduling, estimating, and other vital functions.</p>\n<p><br /><strong>It Counts</strong><br />Ron Reim, executive vice president of Occulus, Inc., a St. Louis-based architecture firm, has been enthusiastic about BIM for years. Occulus was one of the first adopters of Revit in the Midwest, and one of the company&rsquo;s first 30 customers anywhere, he said. &ldquo;I accidentally stumbled into an introduction to Revit seminar at a design conference in Portland about eight years ago. It was not well attended,&rdquo; he said. &ldquo;They did some demos, which were pretty impressive even then, and handed out free disks. When I came back to the office and someone loaded it up, we realized it had extraordinary potential,&rdquo; he said.</p>\n<p>Occulus was doing a lot of facility work for major companies at the time, and Revit gave them a way to manage the data, as Reim explained in the following anecdote: &ldquo;Anheuser-Busch called and asked if we could have a facility report in two weeks for them because they wanted to see if they could abandon all their leased office space and move everyone to their corporate campus. We spend a day trying to figure out how to get answers for them. We couldn&rsquo;t with Autocad, but we found that Revit counted automatically and measured square footage automatically, so we called Anheuser-Busch back and said that we thought we had a way to do it, but not in Autocad, which is what everyone was using. In a week and a half we had space plans for most of the buildings down there, counted and measured all the furniture, and identified the linchpin: they had enough room in the buildings, but not enough parking. They figured the cost of building more parking and decided to stay put.&rdquo;</p>\n<p>That power to manage data was extraordinary. &ldquo;This tool gave us the ability to move beyond drawings,&rdquo; Reim said. The thought of spending time counting all the folks in two million square feet of office space was staggering, so Revit was the only way to do it,&rdquo; he said.</p>\n<p>The other advantage of Revit was that it worked more like a designer thinks, said Reim. &ldquo;Designers didn&rsquo;t like CAD,&rdquo; he said. &ldquo;We were doing drawings on paper and having interns convert them to CAD, and we always lost a lot of information in the translation. The BIM interface was more like we were taught to think in architecture school, so it let our designers leap into the digital format sooner and we captured more information earlier in the process. That&rsquo;s how we moved into it.&rdquo;</p>\n<p><br /><strong>Clash Checking</strong><br />Adam Lega, BIM coordinator at KAI Design and Build, worked for Revit when Reim and Occulus were adopting it. He said KAI also is an early adopter of BIM, and the company is now doing all of its projects with BIM.</p>\n<p>BIM, he said, has fundamentally changed the design process at KAI. &ldquo;Instead of drawing buildings by line, we construct virtual buildings,&rdquo; he said. &ldquo;The people who use BIM have to know how to actually put a building together. They have to know how to design. So the client is getting the best effort from start of project.&rdquo;<br />In the old process, &ldquo;the designer came up with the design and an intern translated it into construction documents,&rdquo; said Lega. &ldquo;With BIM the designer still comes up with the idea, and then the designer builds it virtually. In BIM, you have to think about all dimensions, so interns can&rsquo;t detail it correctly.&rdquo;</p>\n<p>The biggest advantage of the new process is not the pretty pictures, he said, but rather the ability to see if there are conflicts. &ldquo;The real power is the ability to do interference checking, the ability to check your pipe and duct everywhere, for example, and see if they are crossing and if you have to move one,&rdquo; Lega said.<br />While most of the contractors that Occulus works with &ldquo;are not technologically capable or attitudinally willing&rdquo; to work in BIM, said Reim; Lega said that most of the contractors with whom KAI works &ldquo;are driving the BIM effort within their industry.&rdquo; If they do not have the capability to use BIM, KAI will give them construction documents in the form they want and also &ldquo;offer to teach them how to use BIM,&rdquo; Lega said.</p>\n<p>Andrew Gayer, vice president and structural engineering principal of HOK, said the largest design firm calling St. Louis home is using BIM on all of its projects worldwideand for many of the same reasons mentioned by Reim and Lega.</p>\n<p>&ldquo;It is about useful data, about quantities of doors, about furniture placing, glare on computer monitors, etc.,&rdquo; he said. HOK releases its BIM model on each project to contractors so they can get quantities out of the model for estimating purposes and use the BIM model as the basis for their construction model. &ldquo;Now there is no question of how many doors are in the project. We know exactly how many and that makes estimates more accurate,&rdquo; he said.<br />BIM also lets HOK do more upfront energy analyses, he said. &ldquo;We can pull out the windows and look at reflectivity, for example, and with the push of a button we can get an energy analysis based on geography and see what happens if we change the reflectivity of the glass or if we change lights. We can give the owner a range of options and tell which option is cheaper,&rdquo; he said.</p>\n<p>As at KAI, BIM &ldquo;front loads&rdquo; the work at HOK, shifting more effort into schematic design and design development, Gayer said. &ldquo;When you put a line on a CAD drawing, you didn&rsquo;t necessarily have to know everything about that line,&rdquo; he said. &ldquo;Now, when you put a beam or a column or a window or a door into a BIM model, you have to know what it is, so the work flow is more forward loaded,&rdquo; he said.</p>\n<p>&ldquo;The actual building is really version two and the BIM model is version one,&rdquo; Gayer said. &ldquo;You have to know what you are putting into version one or you will get garbage,&rdquo; he said.<br />&ldquo;It makes designing fun again,&rdquo; he added. &ldquo;We&rsquo;re not drawing lines, we&rsquo;re building a building.&rdquo;</p>\n<p><br /><strong>Still Working Out How to Share</strong><br />What has attracted the most attention to BIM is not any of the benefits that accrue internally to a company that uses a digital model for design or construction or operations, however, but the potential benefits of sharing information among the designers, contractors, and building owner.</p>\n<p>&ldquo;The concept is that designers, constructors, and operators will all add their information to the model,&rdquo; said Andrew Manuel, shareholder, Greensfelder, Hemker and Gale, PC. And that new concept brings with it a new set of potential liability issues that have to be worked out. If multiple parties are going to be sharing information that goes into a building model, and putting information into the model, they have to think up front about how they are going to do that, he said. In other words, they should agree on protocols that &ldquo;are very specific about the hardware that is used, the software, the protocols for transmitting information, who is going to put information in and what type of information, etc., so that everyone has a common understanding,&rdquo; he said.</p>\n<p>Manuel said that of the various standard form construction documents available today, &ldquo;ConsensusDOCS do the best job of setting up protocols.&rdquo; The essential point, he said, &ldquo;is to have a clear expression of what you intend to do in your contract at the beginning of the contract, including not just your scope of work but also the intended uses of the BIM model and how you are going to build the model&rdquo;</p>\n<p>Or, as Gayer phrased it, &ldquo;The ability to rely on information in the BIM is very important, as is the ability to know what is in or is not in the BIM.&rdquo;<br />Gayer added that HOK does not like any the way any of the standard form construction documents treat BIM, not AIA, AGC, or ConsensusDOCS; so HOK is developing its own documents.</p>\n<p>&ldquo;The AIA says design documents just express the intent of the design. 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When construction was completed on the town&rsquo;s $5.3 million city hall and police station in December, city government could boast that their new home used 30 percent less energy than a similar traditional building and reduced water pollution by capturing and treating water on site.<br /><br /><img alt=\"Cottleville Muncipal Center\" class=\"image-left\" height=\"168\" src=\"/images/uploads/cottleville.jpg\" style=\"float: left;\" width=\"244\" />Paric Corporation managed construction of the two-story, 15,888-square-foot facility, which sits on a 40-acre site at Highway N and Fifth Street north of the Cottleville Town Centre. The project was funded by a one-half cent sales tax approved by the town&rsquo;s voters in April 2006.<br /><br />&ldquo;The community, to their credit, wanted a LEED project,&rdquo; said Bob Leonard, Paric&rsquo;s senior project manager. LEED, which is short for Leadership in Energy and Environmental Design, is a building rating system designed by the U.S. Green Building Council. The level of certification &ndash; certified, silver, gold, or platinum &ndash; reflects how many environmental and sustainability standards were met during the construction of the project. Certified buildings meet the minimum number of standards to be considered &ldquo;green&rdquo;. Platinum buildings meet the highest number of standards. &ldquo;We&rsquo;re going for silver certification,&rdquo; Leonard said. St. Charles County currently has no green-certified buildings, although five facilities, including Cottleville&rsquo;s City Hall, have registered with the U.S. Green Building Council and have begun the process of moving towards certification.<br /><br />Leonard said that the easiest thing to do &ldquo;green&rdquo; is energy efficiency. &ldquo;Everybody wants energy efficiency. It is easy to do and it pays you back so you would be idiotic not to do it,&rdquo; he said. Treating water on site was not that hard either. Designers used both bioswales and a clay-lined detention system, as required by most sewer districts, to handle storm water. &ldquo;We built bioswales into the landscaping, which connects to a 37-acre park,&rdquo; Leonard said. <br /><strong><br />Energy Efficiency &ndash;Easy; Paperwork &ndash; Hard</strong><br /><br />The hard things are making sure building materials and recycling meet LEED standards. &ldquo;You have to be very careful when ordering materials that you are getting materials that satisfy LEED, and that involves a lot of paperwork,&rdquo; Leonard said. &ldquo;One of the things we were fearful of, for example, is caulking. Some caulking does not meet LEED air quality standards. The last thing you want is a contractor who installs a product that when you submit it to the Green Building Council gets rejected because it doesn&rsquo;t meet LEED,&rdquo; he said. &ldquo;The paperwork falls on the contractors and as CM we assisted them, but we had to make it clear that until a product was approved by our LEED consultant, it was not acceptable to use it,&rdquo; he added. Daniel Hellmuth of Hellmuth &amp; Bicknese Architects was the LEED consultant.<br /><br />Leonard recalled having a problem with doors. &ldquo;The manufacturer stated they would meet LEED requirements, but when it came time to submit them there were problems with them and we had to replace that choice of door,&rdquo; he said.<br /><br />Paric specified LEED requirements in the bid documents and even brought in someone to explain to contractors before the bid deadline how many hours they should anticipate needing to fulfill all the LEED requirements, so that they could include that in their bids.<br /><br />Paric made the general trades contractor responsible for recycling construction waste. &ldquo;We made the general contractor responsible for having dumpsters and made the other contractors responsible for disposing of waste in the proper containers. We had a container for concrete, another for drywall, and another for wood products,&rdquo; said Leonard. &ldquo;And then the general contractor has to police the bins and pick out any noncomplying material. One worry on a project like this is that the public will put stuff in your dumpsters,&rdquo; he said.<br /><br />The city contracted with C. Rallo Contracting Co. for general construction and broke ground for the building in September 2007. &ldquo;This was my first LEED project and for a lot of the contractors, including Rallo, there was a learning curve, too,&rdquo; Leonard said. Concurrently with this project, Rallo was involved in another LEED project, Cannon Design&rsquo;s Powerhouse project in downtown St. Louis.<br /><br />Cottleville City Hall also was the first green project for Kurt Kostecki, principal of St. Peters-based Kostecki Architects. The city&rsquo;s decision to go green required him to make changes in his initial design. &ldquo;The first thing we had to do was entirely reorient the building,&rdquo; he said. He had originally designed the building to face Highway N, but, with the length of the building facing the street that meant the long side of the building faced east. &ldquo;When a building faces east or west, it experiences significant solar heat gain through windows in the morning and evening,&rdquo; Kostecki said.<br /><br />&ldquo;I wound up looking at the site and realized that we had the building close to being perpendicular to Fifth Street in Old Town Cottleville, so we turned it to face Fifth Street,&rdquo; he said. &ldquo;Facing south, we can keep the windows covered more when the sun is up high and we don&rsquo;t get as much heat gain,&rdquo; he said. <br /><br />The building&rsquo;s design also grew more windows to let in more natural light and energy efficient glass to reduce heat gain in the summer and heat loss in the winter, said Leonard. Kostecki also added more insulation to the walls and attic spaces. &ldquo;It all goes together with the electrical and mechanical systems to save energy,&rdquo; Leonard said.<br /><br />&lsquo;We also added windows in different places in the interior to get natural light into the interior space. We call them &ldquo;borrow lights,&rdquo; because they are borrowing light from other spaces. That was a major change,&rsquo; Kostecki said.<br /><br />Contractors finished work on the building in December. Work on the adjacent park, also funded by the one-half cent sales tax, is expected to be finished in April. The park will include biking and hiking trails, and outdoor amphitheater, athletic fields, and a playground.<br /><br /><strong>Simple Things Make a Difference</strong><br /><br />The Chicago-based Heartland Institute, which bills itself as &ldquo;a free market think tank,&rdquo; specifically targeted Cottleville for criticism for raising a sales tax to build a &ldquo;green&rdquo; city hall and decried &ldquo;costly environmental gestures&rdquo; on the building that, the institute claimed,&nbsp; &ldquo;include solar collectors, wind turbines, and rainwater collectors.&rdquo;<br /><br />In reality, the building has none of those. Indeed, anyone looking for exotic or cutting edge environmental features would like come away disappointed. &ldquo;The city wanted a classical look, like an old time city hall,&rdquo; Kostecki said. In addition to a sloped roof and shingle, &ldquo;We tried to incorporate brickwork and lintels and soffits to bring that about. We&rsquo;re happy with the way it turned out,&rdquo; he said.<br /><br />So what makes Cottleville&rsquo;s city hall green? Many simple things do, but nothing very exotic. In addition to orienting the building to make better use of the sun; windows; energy efficient glass; insulation; an efficient heating, ventilation, and air-conditioning system; recycling construction waste and using products that don&rsquo;t emit volatile organic compounds; &ldquo;in general, all the materials are as local as we can get them to avoid transporting materials a great distance,&rdquo; Kostecki said.<br /><br />Doing all those simple things does take work and money. Kostecki said he found with the Cottleville City Hall that, &ldquo;in the beginning, LEED is more expensive, but in the long run it is cheaper because it makes the building more efficient. In the meantime, it is better for the environment and the whole building can be torn down and recycled in the future when it is not needed anymore.<br /><br />&ldquo;The sooner people and architects realize that green is the new thing, the better off we all will be,&rdquo; he added.</p>\";s:10:\"field_ft_8\";s:4:\"none\";s:10:\"field_id_9\";s:488:\"When the citizens of Cottleville, MO, decided it was time for their municipality to have its own city hall, they also decided that the times demanded that they build an environmentally friendly city hall. When construction was completed on the town’s $5.3 million city hall and police station in December, city government could boast that their new home used 30 percent less energy than a similar traditional building and reduced water pollution by capturing and treating water on 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\"Green\"\";s:9:\"url_title\";s:38:\"st_charles_county_community_goes_green\";s:6:\"status\";s:4:\"open\";s:11:\"dst_enabled\";s:1:\"n\";s:14:\"view_count_one\";s:1:\"0\";s:14:\"view_count_two\";s:1:\"0\";s:16:\"view_count_three\";s:1:\"0\";s:15:\"view_count_four\";s:1:\"0\";s:14:\"allow_comments\";s:1:\"n\";s:23:\"comment_expiration_date\";s:1:\"0\";s:16:\"allow_trackbacks\";s:1:\"n\";s:6:\"sticky\";s:1:\"n\";s:10:\"entry_date\";s:10:\"1235725920\";s:4:\"year\";s:4:\"2009\";s:5:\"month\";s:2:\"02\";s:3:\"day\";s:2:\"27\";s:9:\"edit_date\";s:14:\"20090227010034\";s:15:\"expiration_date\";s:1:\"0\";s:19:\"recent_comment_date\";s:1:\"0\";s:13:\"comment_total\";s:1:\"0\";s:15:\"trackback_total\";s:1:\"0\";s:15:\"sent_trackbacks\";s:0:\"\";s:21:\"recent_trackback_date\";s:1:\"0\";s:13:\"entry_site_id\";s:1:\"1\";s:10:\"blog_title\";s:8:\"Features\";s:9:\"blog_name\";s:8:\"features\";s:8:\"blog_url\";s:19:\"{site_url}features/\";s:11:\"comment_url\";s:27:\"{site_url}features/article/\";s:13:\"tb_return_url\";s:27:\"{site_url}features/article/\";s:16:\"comment_moderate\";s:1:\"n\";s:22:\"weblog_html_formatting\";s:3:\"all\";s:21:\"weblog_allow_img_urls\";s:1:\"y\";s:21:\"weblog_auto_link_urls\";s:1:\"y\";s:17:\"enable_trackbacks\";s:1:\"n\";s:15:\"trackback_field\";s:1:\"5\";s:21:\"trackback_use_captcha\";s:1:\"n\";s:24:\"trackback_system_enabled\";s:1:\"n\";s:8:\"username\";s:9:\"publisher\";s:5:\"email\";s:16:\"pfinan@finan.com\";s:3:\"url\";s:0:\"\";s:11:\"screen_name\";s:9:\"Publisher\";s:8:\"location\";s:0:\"\";s:10:\"occupation\";s:0:\"\";s:9:\"interests\";s:0:\"\";s:6:\"aol_im\";s:0:\"\";s:8:\"yahoo_im\";s:0:\"\";s:6:\"msn_im\";s:0:\"\";s:3:\"icq\";s:0:\"\";s:9:\"signature\";s:0:\"\";s:16:\"sig_img_filename\";s:0:\"\";s:13:\"sig_img_width\";s:1:\"0\";s:14:\"sig_img_height\";s:1:\"0\";s:15:\"avatar_filename\";s:0:\"\";s:12:\"avatar_width\";s:1:\"0\";s:13:\"avatar_height\";s:1:\"0\";s:14:\"photo_filename\";s:0:\"\";s:11:\"photo_width\";s:1:\"0\";s:12:\"photo_height\";s:1:\"0\";s:8:\"group_id\";s:1:\"1\";s:9:\"member_id\";s:1:\"2\";s:6:\"bday_d\";s:1:\"0\";s:6:\"bday_m\";s:1:\"0\";s:6:\"bday_y\";s:1:\"0\";s:3:\"bio\";s:0:\"\";s:7:\"site_id\";s:1:\"1\";s:10:\"field_id_1\";s:0:\"\";s:10:\"field_ft_1\";s:4:\"none\";s:10:\"field_id_2\";s:0:\"\";s:10:\"field_ft_2\";s:4:\"none\";s:10:\"field_id_4\";s:0:\"\";s:10:\"field_ft_4\";s:4:\"none\";s:10:\"field_id_5\";s:41:\"St. Charles County Community Goes \"Green\"\";s:10:\"field_ft_5\";s:4:\"none\";s:10:\"field_id_7\";s:42:\"Cottleville, muncipal center, green, Paric\";s:10:\"field_ft_7\";s:4:\"none\";s:10:\"field_id_8\";s:8733:\"<p>When the citizens of Cottleville, MO, decided it was time for their municipality to have its own city hall, they also decided that the times demanded that they build an environmentally friendly city hall. When construction was completed on the town&rsquo;s $5.3 million city hall and police station in December, city government could boast that their new home used 30 percent less energy than a similar traditional building and reduced water pollution by capturing and treating water on site.<br /><br /><img alt=\"Cottleville Muncipal Center\" class=\"image-left\" height=\"168\" src=\"/images/uploads/cottleville.jpg\" style=\"float: left;\" width=\"244\" />Paric Corporation managed construction of the two-story, 15,888-square-foot facility, which sits on a 40-acre site at Highway N and Fifth Street north of the Cottleville Town Centre. The project was funded by a one-half cent sales tax approved by the town&rsquo;s voters in April 2006.<br /><br />&ldquo;The community, to their credit, wanted a LEED project,&rdquo; said Bob Leonard, Paric&rsquo;s senior project manager. LEED, which is short for Leadership in Energy and Environmental Design, is a building rating system designed by the U.S. Green Building Council. The level of certification &ndash; certified, silver, gold, or platinum &ndash; reflects how many environmental and sustainability standards were met during the construction of the project. Certified buildings meet the minimum number of standards to be considered &ldquo;green&rdquo;. Platinum buildings meet the highest number of standards. &ldquo;We&rsquo;re going for silver certification,&rdquo; Leonard said. St. Charles County currently has no green-certified buildings, although five facilities, including Cottleville&rsquo;s City Hall, have registered with the U.S. Green Building Council and have begun the process of moving towards certification.<br /><br />Leonard said that the easiest thing to do &ldquo;green&rdquo; is energy efficiency. &ldquo;Everybody wants energy efficiency. It is easy to do and it pays you back so you would be idiotic not to do it,&rdquo; he said. Treating water on site was not that hard either. Designers used both bioswales and a clay-lined detention system, as required by most sewer districts, to handle storm water. &ldquo;We built bioswales into the landscaping, which connects to a 37-acre park,&rdquo; Leonard said. <br /><strong><br />Energy Efficiency &ndash;Easy; Paperwork &ndash; Hard</strong><br /><br />The hard things are making sure building materials and recycling meet LEED standards. &ldquo;You have to be very careful when ordering materials that you are getting materials that satisfy LEED, and that involves a lot of paperwork,&rdquo; Leonard said. &ldquo;One of the things we were fearful of, for example, is caulking. Some caulking does not meet LEED air quality standards. The last thing you want is a contractor who installs a product that when you submit it to the Green Building Council gets rejected because it doesn&rsquo;t meet LEED,&rdquo; he said. &ldquo;The paperwork falls on the contractors and as CM we assisted them, but we had to make it clear that until a product was approved by our LEED consultant, it was not acceptable to use it,&rdquo; he added. Daniel Hellmuth of Hellmuth &amp; Bicknese Architects was the LEED consultant.<br /><br />Leonard recalled having a problem with doors. &ldquo;The manufacturer stated they would meet LEED requirements, but when it came time to submit them there were problems with them and we had to replace that choice of door,&rdquo; he said.<br /><br />Paric specified LEED requirements in the bid documents and even brought in someone to explain to contractors before the bid deadline how many hours they should anticipate needing to fulfill all the LEED requirements, so that they could include that in their bids.<br /><br />Paric made the general trades contractor responsible for recycling construction waste. &ldquo;We made the general contractor responsible for having dumpsters and made the other contractors responsible for disposing of waste in the proper containers. We had a container for concrete, another for drywall, and another for wood products,&rdquo; said Leonard. &ldquo;And then the general contractor has to police the bins and pick out any noncomplying material. One worry on a project like this is that the public will put stuff in your dumpsters,&rdquo; he said.<br /><br />The city contracted with C. Rallo Contracting Co. for general construction and broke ground for the building in September 2007. &ldquo;This was my first LEED project and for a lot of the contractors, including Rallo, there was a learning curve, too,&rdquo; Leonard said. Concurrently with this project, Rallo was involved in another LEED project, Cannon Design&rsquo;s Powerhouse project in downtown St. Louis.<br /><br />Cottleville City Hall also was the first green project for Kurt Kostecki, principal of St. Peters-based Kostecki Architects. The city&rsquo;s decision to go green required him to make changes in his initial design. &ldquo;The first thing we had to do was entirely reorient the building,&rdquo; he said. He had originally designed the building to face Highway N, but, with the length of the building facing the street that meant the long side of the building faced east. &ldquo;When a building faces east or west, it experiences significant solar heat gain through windows in the morning and evening,&rdquo; Kostecki said.<br /><br />&ldquo;I wound up looking at the site and realized that we had the building close to being perpendicular to Fifth Street in Old Town Cottleville, so we turned it to face Fifth Street,&rdquo; he said. &ldquo;Facing south, we can keep the windows covered more when the sun is up high and we don&rsquo;t get as much heat gain,&rdquo; he said. <br /><br />The building&rsquo;s design also grew more windows to let in more natural light and energy efficient glass to reduce heat gain in the summer and heat loss in the winter, said Leonard. Kostecki also added more insulation to the walls and attic spaces. &ldquo;It all goes together with the electrical and mechanical systems to save energy,&rdquo; Leonard said.<br /><br />&lsquo;We also added windows in different places in the interior to get natural light into the interior space. We call them &ldquo;borrow lights,&rdquo; because they are borrowing light from other spaces. That was a major change,&rsquo; Kostecki said.<br /><br />Contractors finished work on the building in December. Work on the adjacent park, also funded by the one-half cent sales tax, is expected to be finished in April. The park will include biking and hiking trails, and outdoor amphitheater, athletic fields, and a playground.<br /><br /><strong>Simple Things Make a Difference</strong><br /><br />The Chicago-based Heartland Institute, which bills itself as &ldquo;a free market think tank,&rdquo; specifically targeted Cottleville for criticism for raising a sales tax to build a &ldquo;green&rdquo; city hall and decried &ldquo;costly environmental gestures&rdquo; on the building that, the institute claimed,&nbsp; &ldquo;include solar collectors, wind turbines, and rainwater collectors.&rdquo;<br /><br />In reality, the building has none of those. Indeed, anyone looking for exotic or cutting edge environmental features would like come away disappointed. &ldquo;The city wanted a classical look, like an old time city hall,&rdquo; Kostecki said. In addition to a sloped roof and shingle, &ldquo;We tried to incorporate brickwork and lintels and soffits to bring that about. We&rsquo;re happy with the way it turned out,&rdquo; he said.<br /><br />So what makes Cottleville&rsquo;s city hall green? Many simple things do, but nothing very exotic. In addition to orienting the building to make better use of the sun; windows; energy efficient glass; insulation; an efficient heating, ventilation, and air-conditioning system; recycling construction waste and using products that don&rsquo;t emit volatile organic compounds; &ldquo;in general, all the materials are as local as we can get them to avoid transporting materials a great distance,&rdquo; Kostecki said.<br /><br />Doing all those simple things does take work and money. Kostecki said he found with the Cottleville City Hall that, &ldquo;in the beginning, LEED is more expensive, but in the long run it is cheaper because it makes the building more efficient. In the meantime, it is better for the environment and the whole building can be torn down and recycled in the future when it is not needed anymore.<br /><br />&ldquo;The sooner people and architects realize that green is the new thing, the better off we all will be,&rdquo; he added.</p>\";s:10:\"field_ft_8\";s:4:\"none\";s:10:\"field_id_9\";s:488:\"When the citizens of Cottleville, MO, decided it was time for their municipality to have its own city hall, they also decided that the times demanded that they build an environmentally friendly city hall. When construction was completed on the town’s $5.3 million city hall and police station in December, city government could boast that their new home used 30 percent less energy than a similar traditional building and reduced water pollution by capturing and treating water on 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Early in his career Hopkins was taught that whatever kind of day, week or month he was having, the proper response when people asked how things were going was &ldquo;Unbelievable.&rdquo; &ldquo;Either way that pretty well covers it,&rdquo; Hopkins said.&nbsp; Tom Woodcock from Seal the Deal, whose column runs in CNR, encourages his clients to do the same.<br /><br />I was sharing stories with a group of folks during cocktails at a Midwest Council American Subcontractors Association meeting. The question went round the group about how business was going, prompting a lot of eye rolling. I was just a couple of days out of the Tom Hopkins seminar, so I told the group about Tom Hopkin&rsquo;s suggestion. <br /><br />That exchange led to a dinner conversation between myself and Dave Behlman, one of the fellows in the group. The Behlman family owns Behlman Builders, a large finish carpentry and framing, firm, plus drywall and crane companies. 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Pharmacia&rsquo;s researchers were scattered on three sites: the main Chesterfield campus, leased space on Monsanto&rsquo;s campus in Creve Coeur, and leased space on Newstead Avenue in St. Louis. Since then, Pfizer has leased additional space for scientists in the Maryville office park. Today Pfizer has over 1,100 research and development scientists working in metropolitan St. Louis.<br /><br />Pfizer decided to build a new research building on Chesterfield campus in order to bring all of its St. Louis researchers together on one site. &ldquo;Science is a team sport,&rdquo; said Edward Crader, Pfizer&rsquo;s design manager for the new research building, and early work in drug development &ldquo;benefits from cross-disciplinary interactions,&rdquo; he explained.<br /><br />The new 322,000-square-foot research building opened in April 2009 with a capacity for 96 laboratories on four levels and a four-story glass connector to an existing research building, Building BB. Two hundred and fifty scientists moved from the three leased sites into the new building, which became known as Building CC, said Pfizer spokesman Edward Bryant.<br /><br />&ldquo;The importance of this building is that it will integrate four more research groups into the campus,&rdquo; Crader said. <br /><br />Before the building could integrate scientists into the campus, however, the campus had to have the capacity to integrate the building. A $20 million Chesterfield Village Site Utility Master Plan to expand and modernize the electrical and mechanical infrastructure of the campus to accommodate the new research building and two other building projects proceeded simultaneously with early stages of construction of the building. Since 2003, Pfizer has invested $350 million in the Chesterfield campus, $200 million of it in the new research building.<br /><br /><strong>Team Building</strong><br /><br />Since a prime goal of the building was to integrate scientists into the research community of Pfizer&rsquo;s Chesterfield campus, &ldquo;the social aspect of research was important in the design of the building,&rdquo; Crader explained. &ldquo;We built in a gradient of spaces from public to private,&rdquo; he said. There are private offices and cubicles, &ldquo;and we integrated the offices with the cubicles,&rdquo; Crader said. There are team level meeting areas &ndash; private areas for each research team &ndash; and campus level conference rooms. Social hubs were created near the connector with Building BB to encourage informal meetings between scientists from both buildings, and, new for Pfizer St. Louis, workstations were clustered together outside the labs in areas with natural light instead if sitting isolated from each other inside laboratories.<br /><br />&ldquo;A major objective in the layout was to create places to exchange of information, to create a number of congregating spaces, and a number of collaborative space,&rdquo; said Gregg Coffman was project manager for Gilbane, the prime contractor in the joint venture of Gilbane and Tarlton Corp. that was the project general contractor.<br /><br />Scott Daniels, head of the Pharmacokinetics and Dynamics Metabolism Unit, is excited about the social aspects of the new space. &ldquo;This will be the first time we&rsquo;re all on one floor and co-located and that will provide us a better flow of communication,&rdquo; he said.<br /><br />Team building also was an essential part of getting the job done right. Coffman called Pfizer&rsquo;s new research building, &ldquo;a very high end research center,&rdquo; but added that building such facilities is not unusual for Gilbane, but is actually one of its core practices.<br /><br />&ldquo;For us, what was unique was the teamwork with Tarlton and local trade contractors,&rdquo; he said. &ldquo;There are a lot of very complicated systems in the building &ndash; in the plumbing, the HVAC, and the electrical service. The more complex the systems, the more problems you tend to run into. So, it was extremely important to solve those problems so that we didn&rsquo;t have serious delays.<br /><br />&ldquo;Consolidations from remote sites are understandably constrained by leases,&rdquo; he added. &ldquo;So, the demands were for extremely high-quality, precision work performed rapidly, and that takes a lot of cooperation from a lot of people. But everyone came together to meet the challenges,&rdquo; he said.<br /><br />The team gelled in ways that went beyond the scope of the job, Coffman said. &ldquo;We formed a Stream Team and cleaned up about 3/4 of a mile of stream that ran through Pfizer&rsquo;s campus. We pulled 2-3 tons of garbage out of the stream. We had two very successful United Way campaigns, and we also partnered with the Construction Careers Center. Those are the kinds of things that make projects special,&rdquo; he said.<br /><br /><strong>Functionality</strong><br /><br />Don Frail, site director for Pfizer&rsquo;s St. Louis labs and head of the Indications Discovery Unit, said, the building &ldquo;also is designed more functionally to maintain safe practices in the lab and separate the lab from offices.&rdquo; Places where &ldquo;paperwork&rdquo; is done &ndash; offices and workstations &ndash; are separated from lab benches, support space is separated from bench space, &ldquo;so there is less chance of contamination,&rdquo; he said.<br /><br />Safety was a major design concern, Daniels added, which was one reason that offices and labs were separated. Immediately outside the entrance to each lab a large section of wall hosts a bank of safety equipment.<br /><br />&ldquo;We have three vertical layers of functional spaces,&rdquo; Crader said. &ldquo;Offices are on the end near Building BB, interior labs are in the middle of the building, and open labs are at the other end,&rdquo; he said.<br /><br />Keeping in mind that &ldquo;science evolves faster than buildings,&rdquo; as Frail said, the labs were designed for flexibility and use a flexible casework system. The casework is not bolted to for floor, but instead consists of a mix of mobile carts and stationary casework. The stationary casework hangs in six-foot or 12-foot sections from a 12-inch core. Power and data wiring drops down from vertical raceways in the core.&nbsp; <br /><br />The electrical service, airflow, and exhaust flow&nbsp; &ldquo;all are streamlined and improved,&rdquo; Daniels said, and lab benches are reinforced to hold more weight. &ldquo;A lot of state-of-the-art equipment is heavy, but these benches are designed to hold it so we don&rsquo;t need a separate instrument room,&rdquo; he said.<br /><br />Murphy Company fabricated the sheet metal that went into the building. &ldquo;It was one of the largest sheet metal jobs in the St. Louis area using 860,000 pounds of sheet metal,&rdquo; said Mark Bengard, senior vice president, Murphy Co. &ldquo;We had to do a lot of preplanning and 3-D modeling (of all the ductwork, biosafety cabinets, devices, valves, etc.) in order to meet the schedule, otherwise no two fab shops together could have kept up with the work,&rdquo; he said. Over 16 months, Murphy sent 900 tractor loads of modules to the job site &ldquo;just in time&rdquo; for installation.<br /><br />&ldquo;This building is night and day from where we are in Creve Coeur or Newstead in terms of functionality; and the social aspect is tremendous,&rdquo; Frail said.<br /><br /><strong>Sustainability</strong><br /><br />Natural light from very energy efficient windows floods the open lab rooms at the new research building, and that wasn&rsquo;t the only new, &ldquo;green&rdquo; detail for Pfizer St. Louis. <br /><br />To further reduce energy use, the mechanical systems in the labs cycle down after hours. If someone is going to be working late, he or she pushes a button on the wall to get two more hours of service.<br /><br />Despite such sustainable features, don&rsquo;t look for a U.S. Green Building Council LEED (Leadership in Energy and Environmental Design) rating. &ldquo;We don&rsquo;t do LEED, but Pfizer has its own system called the Pfizer Green Building Program that is equivalent to LEED,&rdquo; Crader said. &ldquo;We did incorporate a lot of green features. We have heat recovery on the mechanical system; we used low VOC paints and sealants; we used construction materials with a high recycled content; and we used a natural material &ndash; linoleum &ndash; on the floors,&rdquo; he said.<br /><br />&ldquo;Pfizer used LEED Silver as the base line,&rdquo; Coffman said. &ldquo;They installed a very sophisticated energy heat recovery system,&rdquo; he added. &ldquo;The mechanical system exhausts a lot of air as part of keeping researchers safe. The energy recovery system captures a lot of the heat in the exhaust air.&nbsp; They also used proportional lighting and the domestic water system has a sophisticated system to keep energy use as low as possible,&rdquo; he said.<br /><br />The new research building won a Pfizer Building Award in 2008 and was Gilbane&rsquo;s Midwest Building of the Year, &ldquo;and that is a wonderful honor,&rdquo; Coffman said. And the partnership was so successful that Gilbane and Tarlton are sustaining their teamwork to compete for a major research facility for Monsanto</p>\";s:11:\"field_ft_29\";s:0:\"\";s:11:\"field_id_31\";s:3:\"332\";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:184:\"Functionality and teamwork – those two simple ideas drove the design and construction of a new $200 million research building for Pfizer on its corporate campus in Chesterfield, 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Unveils New Bio-Research Building\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_28\";s:56:\"Pfizer, research, Chesterfield, Gilbane, Murphy, Tarlton\";s:11:\"field_ft_28\";s:4:\"none\";s:11:\"field_id_29\";s:9683:\"<p>Functionality and teamwork &ndash; those two simple ideas drove the design and construction of a new $200 million research building for Pfizer on its corporate campus in Chesterfield, MO.<br /><br />The Pfizer St. Louis story began in April 2003 when Pfizer Inc. completed its acquisition of Pharmacia Corp. and took control of the latter&rsquo;s St. Louis operations. Pharmacia&rsquo;s researchers were scattered on three sites: the main Chesterfield campus, leased space on Monsanto&rsquo;s campus in Creve Coeur, and leased space on Newstead Avenue in St. Louis. Since then, Pfizer has leased additional space for scientists in the Maryville office park. Today Pfizer has over 1,100 research and development scientists working in metropolitan St. Louis.<br /><br />Pfizer decided to build a new research building on Chesterfield campus in order to bring all of its St. Louis researchers together on one site. &ldquo;Science is a team sport,&rdquo; said Edward Crader, Pfizer&rsquo;s design manager for the new research building, and early work in drug development &ldquo;benefits from cross-disciplinary interactions,&rdquo; he explained.<br /><br />The new 322,000-square-foot research building opened in April 2009 with a capacity for 96 laboratories on four levels and a four-story glass connector to an existing research building, Building BB. Two hundred and fifty scientists moved from the three leased sites into the new building, which became known as Building CC, said Pfizer spokesman Edward Bryant.<br /><br />&ldquo;The importance of this building is that it will integrate four more research groups into the campus,&rdquo; Crader said. <br /><br />Before the building could integrate scientists into the campus, however, the campus had to have the capacity to integrate the building. A $20 million Chesterfield Village Site Utility Master Plan to expand and modernize the electrical and mechanical infrastructure of the campus to accommodate the new research building and two other building projects proceeded simultaneously with early stages of construction of the building. Since 2003, Pfizer has invested $350 million in the Chesterfield campus, $200 million of it in the new research building.<br /><br /><strong>Team Building</strong><br /><br />Since a prime goal of the building was to integrate scientists into the research community of Pfizer&rsquo;s Chesterfield campus, &ldquo;the social aspect of research was important in the design of the building,&rdquo; Crader explained. &ldquo;We built in a gradient of spaces from public to private,&rdquo; he said. There are private offices and cubicles, &ldquo;and we integrated the offices with the cubicles,&rdquo; Crader said. There are team level meeting areas &ndash; private areas for each research team &ndash; and campus level conference rooms. Social hubs were created near the connector with Building BB to encourage informal meetings between scientists from both buildings, and, new for Pfizer St. Louis, workstations were clustered together outside the labs in areas with natural light instead if sitting isolated from each other inside laboratories.<br /><br />&ldquo;A major objective in the layout was to create places to exchange of information, to create a number of congregating spaces, and a number of collaborative space,&rdquo; said Gregg Coffman was project manager for Gilbane, the prime contractor in the joint venture of Gilbane and Tarlton Corp. that was the project general contractor.<br /><br />Scott Daniels, head of the Pharmacokinetics and Dynamics Metabolism Unit, is excited about the social aspects of the new space. &ldquo;This will be the first time we&rsquo;re all on one floor and co-located and that will provide us a better flow of communication,&rdquo; he said.<br /><br />Team building also was an essential part of getting the job done right. Coffman called Pfizer&rsquo;s new research building, &ldquo;a very high end research center,&rdquo; but added that building such facilities is not unusual for Gilbane, but is actually one of its core practices.<br /><br />&ldquo;For us, what was unique was the teamwork with Tarlton and local trade contractors,&rdquo; he said. &ldquo;There are a lot of very complicated systems in the building &ndash; in the plumbing, the HVAC, and the electrical service. The more complex the systems, the more problems you tend to run into. So, it was extremely important to solve those problems so that we didn&rsquo;t have serious delays.<br /><br />&ldquo;Consolidations from remote sites are understandably constrained by leases,&rdquo; he added. &ldquo;So, the demands were for extremely high-quality, precision work performed rapidly, and that takes a lot of cooperation from a lot of people. But everyone came together to meet the challenges,&rdquo; he said.<br /><br />The team gelled in ways that went beyond the scope of the job, Coffman said. &ldquo;We formed a Stream Team and cleaned up about 3/4 of a mile of stream that ran through Pfizer&rsquo;s campus. We pulled 2-3 tons of garbage out of the stream. We had two very successful United Way campaigns, and we also partnered with the Construction Careers Center. Those are the kinds of things that make projects special,&rdquo; he said.<br /><br /><strong>Functionality</strong><br /><br />Don Frail, site director for Pfizer&rsquo;s St. Louis labs and head of the Indications Discovery Unit, said, the building &ldquo;also is designed more functionally to maintain safe practices in the lab and separate the lab from offices.&rdquo; Places where &ldquo;paperwork&rdquo; is done &ndash; offices and workstations &ndash; are separated from lab benches, support space is separated from bench space, &ldquo;so there is less chance of contamination,&rdquo; he said.<br /><br />Safety was a major design concern, Daniels added, which was one reason that offices and labs were separated. Immediately outside the entrance to each lab a large section of wall hosts a bank of safety equipment.<br /><br />&ldquo;We have three vertical layers of functional spaces,&rdquo; Crader said. &ldquo;Offices are on the end near Building BB, interior labs are in the middle of the building, and open labs are at the other end,&rdquo; he said.<br /><br />Keeping in mind that &ldquo;science evolves faster than buildings,&rdquo; as Frail said, the labs were designed for flexibility and use a flexible casework system. The casework is not bolted to for floor, but instead consists of a mix of mobile carts and stationary casework. The stationary casework hangs in six-foot or 12-foot sections from a 12-inch core. Power and data wiring drops down from vertical raceways in the core.&nbsp; <br /><br />The electrical service, airflow, and exhaust flow&nbsp; &ldquo;all are streamlined and improved,&rdquo; Daniels said, and lab benches are reinforced to hold more weight. &ldquo;A lot of state-of-the-art equipment is heavy, but these benches are designed to hold it so we don&rsquo;t need a separate instrument room,&rdquo; he said.<br /><br />Murphy Company fabricated the sheet metal that went into the building. &ldquo;It was one of the largest sheet metal jobs in the St. Louis area using 860,000 pounds of sheet metal,&rdquo; said Mark Bengard, senior vice president, Murphy Co. &ldquo;We had to do a lot of preplanning and 3-D modeling (of all the ductwork, biosafety cabinets, devices, valves, etc.) in order to meet the schedule, otherwise no two fab shops together could have kept up with the work,&rdquo; he said. Over 16 months, Murphy sent 900 tractor loads of modules to the job site &ldquo;just in time&rdquo; for installation.<br /><br />&ldquo;This building is night and day from where we are in Creve Coeur or Newstead in terms of functionality; and the social aspect is tremendous,&rdquo; Frail said.<br /><br /><strong>Sustainability</strong><br /><br />Natural light from very energy efficient windows floods the open lab rooms at the new research building, and that wasn&rsquo;t the only new, &ldquo;green&rdquo; detail for Pfizer St. Louis. <br /><br />To further reduce energy use, the mechanical systems in the labs cycle down after hours. If someone is going to be working late, he or she pushes a button on the wall to get two more hours of service.<br /><br />Despite such sustainable features, don&rsquo;t look for a U.S. Green Building Council LEED (Leadership in Energy and Environmental Design) rating. &ldquo;We don&rsquo;t do LEED, but Pfizer has its own system called the Pfizer Green Building Program that is equivalent to LEED,&rdquo; Crader said. &ldquo;We did incorporate a lot of green features. We have heat recovery on the mechanical system; we used low VOC paints and sealants; we used construction materials with a high recycled content; and we used a natural material &ndash; linoleum &ndash; on the floors,&rdquo; he said.<br /><br />&ldquo;Pfizer used LEED Silver as the base line,&rdquo; Coffman said. &ldquo;They installed a very sophisticated energy heat recovery system,&rdquo; he added. &ldquo;The mechanical system exhausts a lot of air as part of keeping researchers safe. The energy recovery system captures a lot of the heat in the exhaust air.&nbsp; They also used proportional lighting and the domestic water system has a sophisticated system to keep energy use as low as possible,&rdquo; he said.<br /><br />The new research building won a Pfizer Building Award in 2008 and was Gilbane&rsquo;s Midwest Building of the Year, &ldquo;and that is a wonderful honor,&rdquo; Coffman said. 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The case is Catroppa v. Metal Building Supply, Inc., 2008 WL 4705605 (Mo. App. S.D.), decided October 28. <br /><br />Metal Building, a manufacturer of metal building components, agreed with Backyard Concerts, a music promoter of 35 years, to the construction of a metal stage and corrugated metal roof over it.&nbsp; Metal Building subcontracted with Wolf Construction to build the stage. Metal Building supplied the building materials. The total cost was about $12,000.<br /><br />Before approaching Metal Building about building the stage, Backyard Concerts had scheduled a concert with heavy-metal bands Skid Row and Slowvein. The music promoter informed Metal Building that the stage had to be completed before the concert, which did in fact happen. However, the ridges on the stage&rsquo;s roof ran horizontally instead of vertically as specified.<br /><br />Of course, it rained on concert day. The water built up in the ridges and began leaking through the seams onto the stage. This shorted out the bands&rsquo; electrical equipment. Both bands would not perform and Backyard Concerts had to cancel the concert.<br /><br />Backyard Concerts&rsquo; problems continued. Metal Building acknowledged that the stage was built improperly. It placed a second corrugated metal roof over the original with the ridges this time running vertically. Metal Building did not, however, connect the two roofs, thereby causing the new one to be lifted up and off in high winds. Backyard Concerts claimed this to be a design defect in that the purloins&mdash;to which the roof was attached&mdash;ran vertically instead of horizontally to the roof&rsquo;s pitch.<br /><br />Backyard Concerts sued Metal Building for breach of contract seeking $181,380 in total damages. This included $36,380 for lost profits from the rained-out concert and $10,000 for costs to repair the stage. <br />Backyard Concerts also sought consequential damages, future lost profits and a refund of the $12,000 initially spent for the stage given its present, unusable condition. These costs included $6,000 for the Skid Row band, $700 for the Slowvein band, advertising in the Joplin newspaper of $1,300, ticket printing for $900, Johnny on the Spots for $300, ice for $300, and BBQ for cooked meat and buns for $2,000. There were other costs as well. <br /><br />For labor, Backyard Concerts asked for compensation of $1,800 for security, plus additional money for cooks, bartenders, ticket takers, stage loaders, cancellation explainer and JT Huff Sound for a total of $18,820.<br />Then there were projected sales for advanced tickets and door tickets and liquor and food sales for an additional amount of $18,000. In total, Backyard Concerts asked for an additional $36,380 for projected sales minus cost and some repairs.<br />From all this, the trial court awarded $26,620 plus court costs as total damages. <br /><br />The appellate court stated that Backyard Concerts in its breach of contract lawsuit can pursue three types of damages: actual, consequential and benefit-of-the-bargain. Also, these three damages are not necessarily inconsistent with each other. The plaintiff, however&mdash;in this case Backyard Concerts&mdash;cannot recover more than one hundred percent for its damages.<br /><br />Actual damages are compensatory and involve the loss or injury sustained. Consequential damages are those damages naturally and proximately caused by the commission of the breach and those damages that reasonably could have been contemplated by the defendant at the time of the agreement. Benefit-of-the-bargain damages&mdash;also known as lost profits damages&mdash;are the net profits a plaintiff would have realized had the contract not been breached.<br /><br />Regarding lost profits, the Southern District noted that the parties focused in their appellate arguments in one case &ldquo;extensively&rdquo; and in the other case &ldquo;exclusively&rdquo; on entitlement to lost profits. Lost profit damages must be shown with &ldquo;reasonable certainty&rdquo; and cannot be based on speculation. <br /><br />Lost profits damages can be based on an estimate of lost revenue minus overhead expenses. Lost profits may be imprecise as long as they are based on established facts and reasonable extrapolations from those facts. <br />In this case, while Backyard Concerts sufficiently showed lost liquor sales of $12,000, it could not support the costs for the liquor. There were other examples of losses where the costs were not shown. Thus, Backyard Concerts could not show in total more than $18,680 in lost profits and since this was less than the consequential damages of $19,120, the appellate court decided that Backyard Concerts was not entitled to any damages for lost profits. <br /><br />As for actual damages of $12,000, the court described them to be the reasonable cost of building the roof to the actual specifications. The court concluded that the testimony of $12,000 paid for the stage and roof, alleged to be &ldquo;useless,&rdquo; was not sufficient to establish the &ldquo;reasonable cost of conforming the stage roof to the contract specifications.&rdquo; Backyard Concerts received nothing for this. <br /><br />As for consequential damages of $19,120 for cancelled band concerts, advertising costs, and other items, Backyard Concerts testified that Metal Building knew the concert was to go forward &ldquo;rain or shine.&rdquo; Thus, the losses were foreseeable and Backyard Concerts could recover for them.<br /><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. 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The case is Catroppa v. Metal Building Supply, Inc., 2008 WL 4705605 (Mo. App. S.D.), decided October 28. <br /><br />Metal Building, a manufacturer of metal building components, agreed with Backyard Concerts, a music promoter of 35 years, to the construction of a metal stage and corrugated metal roof over it.&nbsp; Metal Building subcontracted with Wolf Construction to build the stage. Metal Building supplied the building materials. The total cost was about $12,000.<br /><br />Before approaching Metal Building about building the stage, Backyard Concerts had scheduled a concert with heavy-metal bands Skid Row and Slowvein. The music promoter informed Metal Building that the stage had to be completed before the concert, which did in fact happen. However, the ridges on the stage&rsquo;s roof ran horizontally instead of vertically as specified.<br /><br />Of course, it rained on concert day. The water built up in the ridges and began leaking through the seams onto the stage. This shorted out the bands&rsquo; electrical equipment. Both bands would not perform and Backyard Concerts had to cancel the concert.<br /><br />Backyard Concerts&rsquo; problems continued. Metal Building acknowledged that the stage was built improperly. It placed a second corrugated metal roof over the original with the ridges this time running vertically. Metal Building did not, however, connect the two roofs, thereby causing the new one to be lifted up and off in high winds. Backyard Concerts claimed this to be a design defect in that the purloins&mdash;to which the roof was attached&mdash;ran vertically instead of horizontally to the roof&rsquo;s pitch.<br /><br />Backyard Concerts sued Metal Building for breach of contract seeking $181,380 in total damages. This included $36,380 for lost profits from the rained-out concert and $10,000 for costs to repair the stage. <br />Backyard Concerts also sought consequential damages, future lost profits and a refund of the $12,000 initially spent for the stage given its present, unusable condition. These costs included $6,000 for the Skid Row band, $700 for the Slowvein band, advertising in the Joplin newspaper of $1,300, ticket printing for $900, Johnny on the Spots for $300, ice for $300, and BBQ for cooked meat and buns for $2,000. There were other costs as well. <br /><br />For labor, Backyard Concerts asked for compensation of $1,800 for security, plus additional money for cooks, bartenders, ticket takers, stage loaders, cancellation explainer and JT Huff Sound for a total of $18,820.<br />Then there were projected sales for advanced tickets and door tickets and liquor and food sales for an additional amount of $18,000. In total, Backyard Concerts asked for an additional $36,380 for projected sales minus cost and some repairs.<br />From all this, the trial court awarded $26,620 plus court costs as total damages. <br /><br />The appellate court stated that Backyard Concerts in its breach of contract lawsuit can pursue three types of damages: actual, consequential and benefit-of-the-bargain. Also, these three damages are not necessarily inconsistent with each other. The plaintiff, however&mdash;in this case Backyard Concerts&mdash;cannot recover more than one hundred percent for its damages.<br /><br />Actual damages are compensatory and involve the loss or injury sustained. Consequential damages are those damages naturally and proximately caused by the commission of the breach and those damages that reasonably could have been contemplated by the defendant at the time of the agreement. Benefit-of-the-bargain damages&mdash;also known as lost profits damages&mdash;are the net profits a plaintiff would have realized had the contract not been breached.<br /><br />Regarding lost profits, the Southern District noted that the parties focused in their appellate arguments in one case &ldquo;extensively&rdquo; and in the other case &ldquo;exclusively&rdquo; on entitlement to lost profits. Lost profit damages must be shown with &ldquo;reasonable certainty&rdquo; and cannot be based on speculation. <br /><br />Lost profits damages can be based on an estimate of lost revenue minus overhead expenses. Lost profits may be imprecise as long as they are based on established facts and reasonable extrapolations from those facts. <br />In this case, while Backyard Concerts sufficiently showed lost liquor sales of $12,000, it could not support the costs for the liquor. There were other examples of losses where the costs were not shown. Thus, Backyard Concerts could not show in total more than $18,680 in lost profits and since this was less than the consequential damages of $19,120, the appellate court decided that Backyard Concerts was not entitled to any damages for lost profits. <br /><br />As for actual damages of $12,000, the court described them to be the reasonable cost of building the roof to the actual specifications. The court concluded that the testimony of $12,000 paid for the stage and roof, alleged to be &ldquo;useless,&rdquo; was not sufficient to establish the &ldquo;reasonable cost of conforming the stage roof to the contract specifications.&rdquo; Backyard Concerts received nothing for this. <br /><br />As for consequential damages of $19,120 for cancelled band concerts, advertising costs, and other items, Backyard Concerts testified that Metal Building knew the concert was to go forward &ldquo;rain or shine.&rdquo; Thus, the losses were foreseeable and Backyard Concerts could recover for them.<br /><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. 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Tussle With Other Transportation Modes  for Bucks\";s:10:\"field_ft_5\";s:4:\"none\";s:10:\"field_id_7\";s:48:\"transportation, Missouri Transportation Alliance\";s:10:\"field_ft_7\";s:4:\"none\";s:10:\"field_id_8\";s:12933:\"<p>Missouri&rsquo;s Great Transportation Debate entered Round Two recently with\nMissouri Transportation Alliance spokesman Jewel Patek saying that the\nchallenges of arriving at a consensus plan for transportation were\ngreater in urban areas. As if to illustrate that point, the two\ndistrict chairpeople of the Missouri Transportation Alliance found\ntheir call for better roads fall a little flat when they brought it to\nSt. Louis in March. A cross section of citizens representing everyone\nfrom service workers to CEOs responded that transportation means more\nthan roads and a transportation plan is more than a list of projects.<br /><br />The\nMissouri Transportation Alliance was founded last autumn to develop and\nrecommend a statewide transportation program for the next decade to\nenhance road safety, replace failing bridges, grow the economy, and\ncreate &ldquo;quality&rdquo; jobs. It was founded because the road construction\nmade possible by voter approval of Amendment 3 in 2004 is coming to an\nend and new funding must be found to continue the same level of highway\nwork. Construction groups, such as the Associated General Contractors,\nSITE Improvement Association, the Eastern Missouri Laborers&rsquo; District\nCouncil, and the St. Louis Building &amp; Construction Trades Council\nare among the group&rsquo;s core &ldquo;stakeholders.&rdquo;<br /><br />The Missouri\nTransportation Alliance was founded just in time to face the recession\nand get caught in the crossfire of a dispute over the spending of extra\nfederal highway money made available by the &ldquo;stimulus&rdquo; act &ndash; the\nAmerican Recovery and Reinvestment Act of 2009. So, when Bill McKenna\nand Susan Stauder opened up the transportation alliance&rsquo;s second round\nof public hearings with a meeting in the student government chambers at\nthe University of Missouri-St. Louis, they encountered some push back.<br /><br />At\na meeting in the Student Government Chamber at the University of\nMissouri &ndash; St. Louis on St. Patrick&rsquo;s Day, McKenna and Stauder\ndisplayed maps showing how little road construction is planned for the\nMissouri Department of Transportation&rsquo;s (MoDOT) District 6 in the\n2009-2013 period compared to how much construction took place from\n1999-2008. District 6 consists of St. Louis city and county, and St.\nCharles, Jefferson, and Franklin counties. <br /><br />McKenna also\ndisplayed graphics showing how much truck traffic has increased on\nroads in the state in the last ten years, and said Missouri could\nbecome a regional distribution hub if the state could maintain and\nimprove its roads. According to McKenna, Missouri is within a 10-hour\ndrive of half of the country\'s population. With improvements to the\nstate\'s highway system, river ports and railways, &ldquo;it could become the\nnation\'s premier central distribution point and bring tens of thousands\nof additional jobs to the state,&rdquo; he said. But if Missouri does not\ninvest more in its infrastructure, it could lose the competitive battle\nfor distribution center jobs to Kansas or Illinois, he added.<br /><br />Many\npeople in the audience of about 55 expressed more interest in moving\npeople than in moving products, however, and they expressed more\ninterest in alternatives to the use of private autos on public roads\nthan they did in building more roads.<br /><br />Garry Earls, chief\noperating officer of St. Louis County, said the county&rsquo;s top goal is\nexpanding the region&rsquo;s light rail system, MetroLink. Representatives of\nthe Service Employees International Union said bus service is crucial.\nBob Baer, president and CEO of Metro, said his agency wants money to\noperate buses and the light rail system.<br /><br />&nbsp;&ldquo;We should be talking\nabout growth goals and revitalizing the built cores,&rdquo; said Thomas\nShrout, executive director of Citizens for Modern Transit. &ldquo;We need\ndensity at transit stops. Your report has to include how zoning and\nlaws have to encourage that vision. A bridge in Tuscumbia is not part\nof a vision. It is just a project,&rdquo; he said.<br /><br />Bicycle enthusiasts\nalso criticized the highway department for focusing only on cars and\ncalled for incorporating bicycle lanes in highway and bridge designs.<br /><br />But\nthe torrent of demands also raised concerns about cost. &ldquo;The cost of\nroad transportation is tremendous. Then add in mass transit, ports, and\nrailroads and the tax needed to fund it all is exorbitant. How will you\ndecide what is to be included,&rdquo; asked Steve Hoven, corporate vice\npresident &ndash; public affairs of SSM Health Care?<br /><br />But Bill McKenna,\nstatewide chairman and District 6 co-chair of the Missouri\nTransportation Alliance is an old hand at dealing with those sorts of\nquestions and controversies. As chairman of the Missouri Highway and\nTransportation Commission, he faced tugs-of-war every time funding came\nup, said Tom Stevener, vice president of business development at Horner\n&amp; Shifrin, Inc. &ldquo;There is always contention over how much money\ngoes to rural areas and how much goes to urban areas,&rdquo; Stevener said.\n&ldquo;Outstate people always feel they are getting the short end of the\nstick and mobilize behind the Farm Bureau to get more,&rdquo; he said.<br /><br />Patek\nis familiar with those controversies, too. In 2004, he successfully\nmanaged a campaign to amendment the Missouri Constitution to dedicate\nall state motor fuel taxes and vehicle user fees to roads and bridges,\neffectively taking about $130 million out of the general fund and\nredirecting it to road construction and maintenance. The promise of\nAmendment 3, as it was called, was that the money would be used to make\nroads safer and smoother and to fix failing bridges. The\nnewly-dedicated tax stream leveraged bonds that financed a $1.7 billion\ngusher of projects that quickly raised that quality of Missouri&rsquo;s state\nroads from among the worst in the nation to among the best, and also\nreduced traffic deaths, but little of the money was directed towards\nfixing failing bridges. All the bond money will have been spent by the\nend of this year, however, and Amendment 3 revenue will be unavailable\nfor any new projects for many more years to come as it is dedicated to\npaying off that bond. It is the exhaustion of the Amendment 3 bond that\nprompted the formation of the Missouri Transportation Alliance.<br /><br />Listening\nto county and municipal agencies and finding compromises between local\nagencies and a common ground on which to erect a transportation plan is\nthe task that McKenna and the transportation alliance have set for\nthemselves. McKenna displayed the skills that will help him do that at\nthe meeting at the University of Missouri &ndash; St. Louis. Over the course\nof the forum, it became clear that there was broad and deep support for\nmass transit among the St. Louis attendees. <br /><br />Susan Stauder,\nco-chair of District 6 and vice president - infrastructure and public\npolicy for the St. Louis Regional Chamber and Growth Association\n(RCGA), expressed that support when she said, &ldquo;There is a very great\nneed to look at mass transportation. It is one of the things we need in\nour toolbox to get people around&hellip;We have a very successful mass transit\nsystem, but we&rsquo;re losing about 1/3 of the service at the end of the\nmonth. We need to fix it. It is a real jewel. We need to preserve and\nexpand it.&rdquo;<br /><br />McKenna first explained that the Missouri Department\nof Transportation and the Missouri Highway and Transportation\nCommission, despite their names, cannot fund transit. &ldquo;The problem with\nthe existing system is that the transportation department is funded\nlike a highway department: taxes go into a road fund and the\nconstitution says that money cannot be used for anything but roads and\nbridges,&rdquo; McKenna said.<br /><br />When Earls pushed back, saying that if\nthe purpose of the forum was to find out what were local priorities for\ntransportation, then St. Louis County&rsquo;s priority is expanding Metrolink\nto double revenue miles and reach 95 percent of the county&rsquo;s\npopulation. McKenna shot back: &ldquo;It has to be something that is saleable\nstatewide.&rdquo;<br /><br />But after several more speakers weighed in to back\nMetrolink, McKenna accepted that for metro St. Louis, transit has to be\npart of a statewide transportation plan. &ldquo;Obviously, mass transit is\nimportant to St. Louis. That is a sea change. We&rsquo;ve never had state\nfunding for mass transit before,&rdquo; he said.&nbsp; <br /><br />St. Louis&rsquo;s\ncommitment to a multimodal transportation system is more than just\nverbal. A multimodal system does not just include mass transit as an\noption, but it also provides connections between different types of\ntransportation. The Gateway Transportation Center, which opened in\nNovember 2008, is an example of that commitment. The project was funded\nby federal, state and local government agencies, with participation\nfrom Amtrak, Greyhound and MetroLink. Construction on the project began\nin 2006 with construction of a MetroBus station at 14th and Spruce\nStreets that links MetroLink riders to the downtown bus system and vice\nversa. That was followed by the construction of a 37,000-square-foot\nMultimodal Center at 15th and Spruce Streets. <br /><br />The Multimodal\nCenter houses Amtrak train and Greyhound bus operations, a food court\nand concourse linkage between Greyhound, Amtrak and MetroLink. Don\nKoppy, vice president and director of architecture at KAI Design &amp;\nBuild, said the $27 million Multimodal Center was designed and built\nwith an eye on the future. Koppy, who began working with an earlier\ndesign of the project in 1996, said that Amtrak&rsquo;s current service does\nnot justify the expense of connecting it to the Multimodal Center, &ldquo;but\nthe city decided to put infrastructure in place for when commuter rail\ncomes into the city, and commuter rail makes sense if people are going\nto go out to the exurbs. So it was planned for long term.&rdquo; <br /><br /><img alt=\"Transportation Debate\" class=\"image-left\" height=\"303\" src=\"/images/uploads/transport_1.jpg\" style=\"float: left;\" width=\"266\" />&ldquo;We\ninvested in a multimodal system,&rdquo; Koppy said. &ldquo;The Multimodal Center is\nat a centralized location and from there you can go to the airport or\nget on a train, a bus, or a cab, and in the future you will be able to\nget on commuter rail. I don&rsquo;t know what else we could have, except we\ndon&rsquo;t have bikes,&rdquo; he said.<br /><br />Joining KAI on the project were:\nK&amp;S Associates as the general contractor, Jacobs Civil Engineering,\nlandscape architect SWT Design Inc., and St. Louis-based Kiku Obata\n&amp; Company. <br /><br />Transit is important in many areas of the\nstate, not just St. Louis, Stevener said. &ldquo;Kansas City operates a bus\nsystem and they have the same problems we do,&rdquo; he said. &ldquo;Places like\nCape Girardeau, Springfield, Joplin, Columbia and Jefferson City also\nhave transit systems. There are a lot of OATS (Older Adult\nTransportation Service) systems out-state, and in southeast Missouri\nthere is MTS based in Fredericksburg. There are more and more folks out\nthere who are becoming dependent on transit of some form or other, if\njust because people are getting older. I think there is demand even\nout-state for something more than roads and bridges,&rdquo; he said.<br /><br />&ldquo;I\nthink the guys at the state understand that. For years I&rsquo;ve heard the\ncommission (Missouri Highway and Transportation Commission) talk about\ntotal transportation, now called multimodal, but the difficulty is\nwhere the money comes from. Most funding comes from fuel tax and it is\ndedicated by the constitution to roads and bridges, so they can&rsquo;t spend\nit on anything else,&rdquo; he added. And when it comes to going to the\nlegislature for funding from general revenue, &ldquo;you&rsquo;re in competition\nwith everything else. That is real fisticuffs,&rdquo; he said.<br /><br />Finding\na plan that has broad support throughout the state is just the first\npart of the process. The second part if figuring out to fund it to\navoid fisticuffs in the general assembly.<br /><br />&ldquo;The motor fuel tax is\nprobably the silliest way to collect a tax there has ever been, because\nit can&rsquo;t keep up with inflation,&rdquo; Stevener said. &ldquo;If you apply an\ninflation factor of three percent a year, we&rsquo;re collecting the same\namount of money now as when we first put in a tax in the 1920s to go\nfrom dirt roads to macadam.<br /><br />&ldquo;We have to do away with this\narchaic motor fuel tax and go to something more universally based, and\nget away from a dedication to roads and bridges make funding available\nfor all transportation. Lots and lots of other states do that as normal\nbusiness,&rdquo; he said.</p>\";s:10:\"field_ft_8\";s:4:\"none\";s:10:\"field_id_9\";s:199:\"Urban and rural interests continue to be at loggerheads, as traditional road building supporters vie with advocates of rail, bus, bike greenways and other modes of transportation for scarce dollars. 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Tussle With Other Transportation Modes  for Bucks\";s:10:\"field_ft_5\";s:4:\"none\";s:10:\"field_id_7\";s:48:\"transportation, Missouri Transportation Alliance\";s:10:\"field_ft_7\";s:4:\"none\";s:10:\"field_id_8\";s:12933:\"<p>Missouri&rsquo;s Great Transportation Debate entered Round Two recently with\nMissouri Transportation Alliance spokesman Jewel Patek saying that the\nchallenges of arriving at a consensus plan for transportation were\ngreater in urban areas. As if to illustrate that point, the two\ndistrict chairpeople of the Missouri Transportation Alliance found\ntheir call for better roads fall a little flat when they brought it to\nSt. Louis in March. A cross section of citizens representing everyone\nfrom service workers to CEOs responded that transportation means more\nthan roads and a transportation plan is more than a list of projects.<br /><br />The\nMissouri Transportation Alliance was founded last autumn to develop and\nrecommend a statewide transportation program for the next decade to\nenhance road safety, replace failing bridges, grow the economy, and\ncreate &ldquo;quality&rdquo; jobs. It was founded because the road construction\nmade possible by voter approval of Amendment 3 in 2004 is coming to an\nend and new funding must be found to continue the same level of highway\nwork. Construction groups, such as the Associated General Contractors,\nSITE Improvement Association, the Eastern Missouri Laborers&rsquo; District\nCouncil, and the St. Louis Building &amp; Construction Trades Council\nare among the group&rsquo;s core &ldquo;stakeholders.&rdquo;<br /><br />The Missouri\nTransportation Alliance was founded just in time to face the recession\nand get caught in the crossfire of a dispute over the spending of extra\nfederal highway money made available by the &ldquo;stimulus&rdquo; act &ndash; the\nAmerican Recovery and Reinvestment Act of 2009. So, when Bill McKenna\nand Susan Stauder opened up the transportation alliance&rsquo;s second round\nof public hearings with a meeting in the student government chambers at\nthe University of Missouri-St. Louis, they encountered some push back.<br /><br />At\na meeting in the Student Government Chamber at the University of\nMissouri &ndash; St. Louis on St. Patrick&rsquo;s Day, McKenna and Stauder\ndisplayed maps showing how little road construction is planned for the\nMissouri Department of Transportation&rsquo;s (MoDOT) District 6 in the\n2009-2013 period compared to how much construction took place from\n1999-2008. District 6 consists of St. Louis city and county, and St.\nCharles, Jefferson, and Franklin counties. <br /><br />McKenna also\ndisplayed graphics showing how much truck traffic has increased on\nroads in the state in the last ten years, and said Missouri could\nbecome a regional distribution hub if the state could maintain and\nimprove its roads. According to McKenna, Missouri is within a 10-hour\ndrive of half of the country\'s population. With improvements to the\nstate\'s highway system, river ports and railways, &ldquo;it could become the\nnation\'s premier central distribution point and bring tens of thousands\nof additional jobs to the state,&rdquo; he said. But if Missouri does not\ninvest more in its infrastructure, it could lose the competitive battle\nfor distribution center jobs to Kansas or Illinois, he added.<br /><br />Many\npeople in the audience of about 55 expressed more interest in moving\npeople than in moving products, however, and they expressed more\ninterest in alternatives to the use of private autos on public roads\nthan they did in building more roads.<br /><br />Garry Earls, chief\noperating officer of St. Louis County, said the county&rsquo;s top goal is\nexpanding the region&rsquo;s light rail system, MetroLink. Representatives of\nthe Service Employees International Union said bus service is crucial.\nBob Baer, president and CEO of Metro, said his agency wants money to\noperate buses and the light rail system.<br /><br />&nbsp;&ldquo;We should be talking\nabout growth goals and revitalizing the built cores,&rdquo; said Thomas\nShrout, executive director of Citizens for Modern Transit. &ldquo;We need\ndensity at transit stops. Your report has to include how zoning and\nlaws have to encourage that vision. A bridge in Tuscumbia is not part\nof a vision. It is just a project,&rdquo; he said.<br /><br />Bicycle enthusiasts\nalso criticized the highway department for focusing only on cars and\ncalled for incorporating bicycle lanes in highway and bridge designs.<br /><br />But\nthe torrent of demands also raised concerns about cost. &ldquo;The cost of\nroad transportation is tremendous. Then add in mass transit, ports, and\nrailroads and the tax needed to fund it all is exorbitant. How will you\ndecide what is to be included,&rdquo; asked Steve Hoven, corporate vice\npresident &ndash; public affairs of SSM Health Care?<br /><br />But Bill McKenna,\nstatewide chairman and District 6 co-chair of the Missouri\nTransportation Alliance is an old hand at dealing with those sorts of\nquestions and controversies. As chairman of the Missouri Highway and\nTransportation Commission, he faced tugs-of-war every time funding came\nup, said Tom Stevener, vice president of business development at Horner\n&amp; Shifrin, Inc. &ldquo;There is always contention over how much money\ngoes to rural areas and how much goes to urban areas,&rdquo; Stevener said.\n&ldquo;Outstate people always feel they are getting the short end of the\nstick and mobilize behind the Farm Bureau to get more,&rdquo; he said.<br /><br />Patek\nis familiar with those controversies, too. In 2004, he successfully\nmanaged a campaign to amendment the Missouri Constitution to dedicate\nall state motor fuel taxes and vehicle user fees to roads and bridges,\neffectively taking about $130 million out of the general fund and\nredirecting it to road construction and maintenance. The promise of\nAmendment 3, as it was called, was that the money would be used to make\nroads safer and smoother and to fix failing bridges. The\nnewly-dedicated tax stream leveraged bonds that financed a $1.7 billion\ngusher of projects that quickly raised that quality of Missouri&rsquo;s state\nroads from among the worst in the nation to among the best, and also\nreduced traffic deaths, but little of the money was directed towards\nfixing failing bridges. All the bond money will have been spent by the\nend of this year, however, and Amendment 3 revenue will be unavailable\nfor any new projects for many more years to come as it is dedicated to\npaying off that bond. It is the exhaustion of the Amendment 3 bond that\nprompted the formation of the Missouri Transportation Alliance.<br /><br />Listening\nto county and municipal agencies and finding compromises between local\nagencies and a common ground on which to erect a transportation plan is\nthe task that McKenna and the transportation alliance have set for\nthemselves. McKenna displayed the skills that will help him do that at\nthe meeting at the University of Missouri &ndash; St. Louis. Over the course\nof the forum, it became clear that there was broad and deep support for\nmass transit among the St. Louis attendees. <br /><br />Susan Stauder,\nco-chair of District 6 and vice president - infrastructure and public\npolicy for the St. Louis Regional Chamber and Growth Association\n(RCGA), expressed that support when she said, &ldquo;There is a very great\nneed to look at mass transportation. It is one of the things we need in\nour toolbox to get people around&hellip;We have a very successful mass transit\nsystem, but we&rsquo;re losing about 1/3 of the service at the end of the\nmonth. We need to fix it. It is a real jewel. We need to preserve and\nexpand it.&rdquo;<br /><br />McKenna first explained that the Missouri Department\nof Transportation and the Missouri Highway and Transportation\nCommission, despite their names, cannot fund transit. &ldquo;The problem with\nthe existing system is that the transportation department is funded\nlike a highway department: taxes go into a road fund and the\nconstitution says that money cannot be used for anything but roads and\nbridges,&rdquo; McKenna said.<br /><br />When Earls pushed back, saying that if\nthe purpose of the forum was to find out what were local priorities for\ntransportation, then St. Louis County&rsquo;s priority is expanding Metrolink\nto double revenue miles and reach 95 percent of the county&rsquo;s\npopulation. McKenna shot back: &ldquo;It has to be something that is saleable\nstatewide.&rdquo;<br /><br />But after several more speakers weighed in to back\nMetrolink, McKenna accepted that for metro St. Louis, transit has to be\npart of a statewide transportation plan. &ldquo;Obviously, mass transit is\nimportant to St. Louis. That is a sea change. We&rsquo;ve never had state\nfunding for mass transit before,&rdquo; he said.&nbsp; <br /><br />St. Louis&rsquo;s\ncommitment to a multimodal transportation system is more than just\nverbal. A multimodal system does not just include mass transit as an\noption, but it also provides connections between different types of\ntransportation. The Gateway Transportation Center, which opened in\nNovember 2008, is an example of that commitment. The project was funded\nby federal, state and local government agencies, with participation\nfrom Amtrak, Greyhound and MetroLink. Construction on the project began\nin 2006 with construction of a MetroBus station at 14th and Spruce\nStreets that links MetroLink riders to the downtown bus system and vice\nversa. That was followed by the construction of a 37,000-square-foot\nMultimodal Center at 15th and Spruce Streets. <br /><br />The Multimodal\nCenter houses Amtrak train and Greyhound bus operations, a food court\nand concourse linkage between Greyhound, Amtrak and MetroLink. Don\nKoppy, vice president and director of architecture at KAI Design &amp;\nBuild, said the $27 million Multimodal Center was designed and built\nwith an eye on the future. Koppy, who began working with an earlier\ndesign of the project in 1996, said that Amtrak&rsquo;s current service does\nnot justify the expense of connecting it to the Multimodal Center, &ldquo;but\nthe city decided to put infrastructure in place for when commuter rail\ncomes into the city, and commuter rail makes sense if people are going\nto go out to the exurbs. So it was planned for long term.&rdquo; <br /><br /><img alt=\"Transportation Debate\" class=\"image-left\" height=\"303\" src=\"/images/uploads/transport_1.jpg\" style=\"float: left;\" width=\"266\" />&ldquo;We\ninvested in a multimodal system,&rdquo; Koppy said. &ldquo;The Multimodal Center is\nat a centralized location and from there you can go to the airport or\nget on a train, a bus, or a cab, and in the future you will be able to\nget on commuter rail. I don&rsquo;t know what else we could have, except we\ndon&rsquo;t have bikes,&rdquo; he said.<br /><br />Joining KAI on the project were:\nK&amp;S Associates as the general contractor, Jacobs Civil Engineering,\nlandscape architect SWT Design Inc., and St. Louis-based Kiku Obata\n&amp; Company. <br /><br />Transit is important in many areas of the\nstate, not just St. Louis, Stevener said. &ldquo;Kansas City operates a bus\nsystem and they have the same problems we do,&rdquo; he said. &ldquo;Places like\nCape Girardeau, Springfield, Joplin, Columbia and Jefferson City also\nhave transit systems. There are a lot of OATS (Older Adult\nTransportation Service) systems out-state, and in southeast Missouri\nthere is MTS based in Fredericksburg. There are more and more folks out\nthere who are becoming dependent on transit of some form or other, if\njust because people are getting older. I think there is demand even\nout-state for something more than roads and bridges,&rdquo; he said.<br /><br />&ldquo;I\nthink the guys at the state understand that. For years I&rsquo;ve heard the\ncommission (Missouri Highway and Transportation Commission) talk about\ntotal transportation, now called multimodal, but the difficulty is\nwhere the money comes from. Most funding comes from fuel tax and it is\ndedicated by the constitution to roads and bridges, so they can&rsquo;t spend\nit on anything else,&rdquo; he added. And when it comes to going to the\nlegislature for funding from general revenue, &ldquo;you&rsquo;re in competition\nwith everything else. That is real fisticuffs,&rdquo; he said.<br /><br />Finding\na plan that has broad support throughout the state is just the first\npart of the process. The second part if figuring out to fund it to\navoid fisticuffs in the general assembly.<br /><br />&ldquo;The motor fuel tax is\nprobably the silliest way to collect a tax there has ever been, because\nit can&rsquo;t keep up with inflation,&rdquo; Stevener said. &ldquo;If you apply an\ninflation factor of three percent a year, we&rsquo;re collecting the same\namount of money now as when we first put in a tax in the 1920s to go\nfrom dirt roads to macadam.<br /><br />&ldquo;We have to do away with this\narchaic motor fuel tax and go to something more universally based, and\nget away from a dedication to roads and bridges make funding available\nfor all transportation. Lots and lots of other states do that as normal\nbusiness,&rdquo; he said.</p>\";s:10:\"field_ft_8\";s:4:\"none\";s:10:\"field_id_9\";s:199:\"Urban and rural interests continue to be at loggerheads, as traditional road building supporters vie with advocates of rail, bus, bike greenways and other modes of transportation for scarce dollars. 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Contractors Beef Up Engineering\";s:10:\"field_ft_5\";s:4:\"none\";s:10:\"field_id_7\";s:30:\"electrical, engineering, green\";s:10:\"field_ft_7\";s:4:\"none\";s:10:\"field_id_8\";s:10483:\"<p>Whether it is because they want projects completed more quickly or they want to cut energy costs, more owners are calling on electrical contractors to get involved early during project design, and some contractors like it that way.<br /><br />PayneCrest Electric is one contractor that is doing a lot more electrical engineering as a basic part of its business. In eight years, PayneCrest&rsquo;s total business grew 30 percent, but the engineering staff grew eight-fold, from two engineers to 16, &ldquo;and we like it that way,&rdquo; aid David Payne, president of PayneCrest Electric. &ldquo;We get to control our own destiny and we get to make the drawings the way we like them,&rdquo; he said.<br /><br />PayneCrest devoted seven engineers to the Lumiere Hotel and Casino project in downtown St. Louis. The company set up a 1,300-square-foot Computer Aided Drafting (CAD) center on-site and churned out more than 1,500 drawings to provide detailed coordination and accelerate the installation of complex, ever changing, electrical systems, which, in addition to basic electrical wiring, emergency back-up power, and fire alarm systems, also included data, surveillance and advanced video advertising systems.<br /><br />In preparation for its 35-day overhaul of the RT body shop at Chrysler&rsquo;s Fenton Plant to prepare it to make new minivan models, PayneCrest sent four engineers and field supervisors to Detroit for six weeks to the plant where the tool cells were manufactured, assembled and tested.&nbsp; The PayneCrest team recorded digital images of every linear foot of the new cells &ndash; inside and out, assisted in coding assembly and created an assembly package for each cell to ensure accurate assembly in Fenton. The company also performed pre-job engineering and planning to optimize demolition and installation efficiency. Because of the around-the-clock construction schedule involving other trades and contractors, power shutdowns were extremely complex and had to be precisely sequenced to accommodate all work.&nbsp; The schedule changed almost hourly, requiring PayneCrest to constantly redirect resources not only for demolition and installation but to coordinate temporary power and lighting to keep the project moving. <br /><br />At the Pfizer CV SUMP Generator and Power Distribution project in Chesterfield, MO, intense pre-planning also was necessary to comply with Pfizer&rsquo;s insistence on minimizing power outages coordinating them closely with other work to avoid disrupting on-going pharmaceutical research and development.<br /><br />&ldquo;We believe in doing our engineering on the site,&rdquo; Payne said. &ldquo;When we do that, we get to become the nerve center of the job and other trades huddle around our on-site engineering center to solve conflicts. Instead of having someone in Granite City and someone in South County and someone in Olivette trying to figure out how to get something built, we can walk out on the job and solve it,&rdquo; he said.<br /><br /><strong>Early Involvement for Faster Construction</strong><br /><br />In Payne&rsquo;s view, owners increasingly are embracing design/build in order move faster and pay less for engineering. &ldquo;Even if they are calling it design assist or they are saying they want you to bid on 70 percent complete drawings, it is really design/build,&rdquo; he said, and that is a trend that he sees growing. &ldquo;Look at InBev,&rdquo; he said. &ldquo;They&rsquo;ve greatly reduced Anheuser-Busch&rsquo;s engineering staff. I would bet that because of those cuts they are going to have to shift to design/build,&rdquo; he said.<br /><br />Dan Schaeffer, president of Schaeffer Electric Co., estimated that design/build projects have grown to represent half of his business, and their still growing, even though Schaeffer is not going out on the market as a design/build contractor, he said. Schaeffer Electric is under contract to BJC HealthCare, for example, to provide design/build services to power and install lighting and distribution equipment on four floors of the new Meridian development, located at Hanley Road and Highway 40 in Brentwood, MO.&nbsp; <br /><br />Schaeffer said the chief benefits of design/build are:<br /><br />&bull; Faster project completion.&nbsp; Because building owners are in direct communications with the electrical contractor, the design/build process offers a more streamlined approach to resolving design questions and issues.<br />&nbsp;<br />&bull; Cost savings.&nbsp; The design/build method passes a &ldquo;shell&rdquo; design of a building to electrical contractors who then use their expertise to implement the most energy and cost saving electrical design.&nbsp; It&rsquo;s a savings that is passed directly to the owner because the services are handled directly between the two parties.<br /><br />&bull; Owner options and better end results.&nbsp; The design/build process lends itself to greater communication between the owner and electrical contractor.&nbsp; In talks, both parties can discuss different options to best meet the needs of the owner &ndash; including energy efficient solutions.<br /><br />Schaeffer emphasized that effective design means bringing the electrical contractor in early to work with the architect and engineers, not in place of them. &ldquo;They will design around daylighting or task lighting, for example, and then we might say we can give them the same illumination (from lamps) for less or we can cut the cost of operating that system of illumination. If they are working with daylight harvesting, we can suggest the most effective controls for dimming artificial lighting on a bright day or brightening it on a dark day,&rdquo; he said.<br /><br />&ldquo;It is important to get us involved early to avoid conflicts, especially with the HVAC,&rdquo; Schaeffer said. &ldquo;We need to know the electrical loads they will furnish so that we can coordinate and design the electrical system correctly. We have to get power to their system &ndash; it makes a big difference whether it is a big chiller or 10 rooftop units. And what might be more economical to install from the HVAC end, might be more expensive from the electrical end, so we can give the owner different options.&rdquo;<br /><br />Schaeffer&rsquo;s goal is to participate on &ldquo;win/win teams&rdquo; he said. &ldquo;When the owner picks a compatible team, it turns out a smooth project,&rdquo; he said.<br /><br /><strong>Early Involvement for a &ldquo;Greener&rdquo; Project</strong><br /><br />Charles Pavalec, president of Bell Electrical Contractors, said owners interested in sustainability and not just speed definitely would get a better project if they involve the electrical contractor early on. &ldquo;In the LEED certification process there is a myriad of points for the different ratings, but in many cases there are tradeoffs between electrical, mechanical or plumbing. For example, you can get points for saving energy a certain amount above an ASHRAE standard or for the number of outside air changes, but those might be in conflict and you have to determine which you want. Having all of the professionals at the table in the beginning gives you a better idea of the costs associated with one path or another,&rdquo; he said. <br /><br />Pavalec knows whereof he speaks. Bell Electrical Contractors has been the electrical contractor on a number of &ldquo;green&rdquo; projects in the St. Louis area, including Washington University&rsquo;s Danforth Student Center, Solae Company&rsquo;s headquarters, the redevelopment of St. Louis Centre, and the John Burroughs Sports and Performing Arts Center. All are LEED (Leadership in Energy and Environmental Design) certified projects.<br /><br />Pavalec said that he thinks the future of construction is going to be &ldquo;green.&rdquo; Bell is a member of the U.S. Green Building Council, which is the sponsor of the LEED program. In addition to taking on &ldquo;green&rdquo; projects, Bell incorporates energy-saving concepts and practices into other areas of its business. Bell recycles all of the worn-out florescent light bulbs and exterior lamps collected during the execution of the company&rsquo;s lighting maintenance contracts at an approved facility. The company also participates in Ameren UE&rsquo;s Pure Power program on the Leader Level. Pure Power is a voluntary program that gives AmerenUE electric customers the opportunity to support wind farms and other renewable energy facilities in the Midwest. &ldquo;That currently costs me more money, but in the long run using that renewable resource is good for the community and a good strategic move for Bell. This is not a fad from our end. We&rsquo;ve made a strategic initiative to work on green buildings,&rdquo; Pavalec said.<br /><br />Energy efficiency will be the number one thing that people look for in green buildings, he said. Some of the energy-saving concepts Bell incorporates into its &ldquo;green&rdquo; projects include designing lighting systems in a creative way so that the client will use less wattage per square foot, and the use of occupancy sensors. &ldquo;The architect and the whole team work together to make a green building happen,&rdquo; Pavalec said.<br /><br />Between federal leadership in the public sector and increasing pressures to cut costs in the private sector, the drive for more energy efficient buildings may be what pulls the United States out of recession, he said. On the private side, &ldquo;we&rsquo;ve seen the Home Depots, Lowes, and Targets get ahead of the curve and start doing energy retrofits 18 months to 2 years ago, and continue to improve upon them,&rdquo; Pavalec said. &ldquo;We&rsquo;ve seen a lot of RFPs from owners looking for green building knowledge and wanting to know what we can help them do to save energy,&rdquo; he said. On the public side, from former President George W. Bush&rsquo;s order to all federal agencies to reduce energy use by at least 30 percent from 2003 levels by 2015, to stimulus money for energy efficient retrofits to public buildings, to the new efficiency standards for lighting due out in June, government actions will create demand not just for installation services, but also for value-added consulting services to help building owners sort out their best options. Together, they foreshadow another wave of work for electrical contractors staffed to offer owners early advice on energy efficiency.</p>\";s:10:\"field_ft_8\";s:4:\"none\";s:10:\"field_id_9\";s:232:\"Whether it is because they want projects completed more quickly or they want to cut energy costs, more owners are calling on electrical contractors to get involved early during project design, and some contractors like it that 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Contractors Beef Up 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Contractors Beef Up Engineering\";s:10:\"field_ft_5\";s:4:\"none\";s:10:\"field_id_7\";s:30:\"electrical, engineering, green\";s:10:\"field_ft_7\";s:4:\"none\";s:10:\"field_id_8\";s:10483:\"<p>Whether it is because they want projects completed more quickly or they want to cut energy costs, more owners are calling on electrical contractors to get involved early during project design, and some contractors like it that way.<br /><br />PayneCrest Electric is one contractor that is doing a lot more electrical engineering as a basic part of its business. In eight years, PayneCrest&rsquo;s total business grew 30 percent, but the engineering staff grew eight-fold, from two engineers to 16, &ldquo;and we like it that way,&rdquo; aid David Payne, president of PayneCrest Electric. &ldquo;We get to control our own destiny and we get to make the drawings the way we like them,&rdquo; he said.<br /><br />PayneCrest devoted seven engineers to the Lumiere Hotel and Casino project in downtown St. Louis. The company set up a 1,300-square-foot Computer Aided Drafting (CAD) center on-site and churned out more than 1,500 drawings to provide detailed coordination and accelerate the installation of complex, ever changing, electrical systems, which, in addition to basic electrical wiring, emergency back-up power, and fire alarm systems, also included data, surveillance and advanced video advertising systems.<br /><br />In preparation for its 35-day overhaul of the RT body shop at Chrysler&rsquo;s Fenton Plant to prepare it to make new minivan models, PayneCrest sent four engineers and field supervisors to Detroit for six weeks to the plant where the tool cells were manufactured, assembled and tested.&nbsp; The PayneCrest team recorded digital images of every linear foot of the new cells &ndash; inside and out, assisted in coding assembly and created an assembly package for each cell to ensure accurate assembly in Fenton. The company also performed pre-job engineering and planning to optimize demolition and installation efficiency. Because of the around-the-clock construction schedule involving other trades and contractors, power shutdowns were extremely complex and had to be precisely sequenced to accommodate all work.&nbsp; The schedule changed almost hourly, requiring PayneCrest to constantly redirect resources not only for demolition and installation but to coordinate temporary power and lighting to keep the project moving. <br /><br />At the Pfizer CV SUMP Generator and Power Distribution project in Chesterfield, MO, intense pre-planning also was necessary to comply with Pfizer&rsquo;s insistence on minimizing power outages coordinating them closely with other work to avoid disrupting on-going pharmaceutical research and development.<br /><br />&ldquo;We believe in doing our engineering on the site,&rdquo; Payne said. &ldquo;When we do that, we get to become the nerve center of the job and other trades huddle around our on-site engineering center to solve conflicts. Instead of having someone in Granite City and someone in South County and someone in Olivette trying to figure out how to get something built, we can walk out on the job and solve it,&rdquo; he said.<br /><br /><strong>Early Involvement for Faster Construction</strong><br /><br />In Payne&rsquo;s view, owners increasingly are embracing design/build in order move faster and pay less for engineering. &ldquo;Even if they are calling it design assist or they are saying they want you to bid on 70 percent complete drawings, it is really design/build,&rdquo; he said, and that is a trend that he sees growing. &ldquo;Look at InBev,&rdquo; he said. &ldquo;They&rsquo;ve greatly reduced Anheuser-Busch&rsquo;s engineering staff. I would bet that because of those cuts they are going to have to shift to design/build,&rdquo; he said.<br /><br />Dan Schaeffer, president of Schaeffer Electric Co., estimated that design/build projects have grown to represent half of his business, and their still growing, even though Schaeffer is not going out on the market as a design/build contractor, he said. Schaeffer Electric is under contract to BJC HealthCare, for example, to provide design/build services to power and install lighting and distribution equipment on four floors of the new Meridian development, located at Hanley Road and Highway 40 in Brentwood, MO.&nbsp; <br /><br />Schaeffer said the chief benefits of design/build are:<br /><br />&bull; Faster project completion.&nbsp; Because building owners are in direct communications with the electrical contractor, the design/build process offers a more streamlined approach to resolving design questions and issues.<br />&nbsp;<br />&bull; Cost savings.&nbsp; The design/build method passes a &ldquo;shell&rdquo; design of a building to electrical contractors who then use their expertise to implement the most energy and cost saving electrical design.&nbsp; It&rsquo;s a savings that is passed directly to the owner because the services are handled directly between the two parties.<br /><br />&bull; Owner options and better end results.&nbsp; The design/build process lends itself to greater communication between the owner and electrical contractor.&nbsp; In talks, both parties can discuss different options to best meet the needs of the owner &ndash; including energy efficient solutions.<br /><br />Schaeffer emphasized that effective design means bringing the electrical contractor in early to work with the architect and engineers, not in place of them. &ldquo;They will design around daylighting or task lighting, for example, and then we might say we can give them the same illumination (from lamps) for less or we can cut the cost of operating that system of illumination. If they are working with daylight harvesting, we can suggest the most effective controls for dimming artificial lighting on a bright day or brightening it on a dark day,&rdquo; he said.<br /><br />&ldquo;It is important to get us involved early to avoid conflicts, especially with the HVAC,&rdquo; Schaeffer said. &ldquo;We need to know the electrical loads they will furnish so that we can coordinate and design the electrical system correctly. We have to get power to their system &ndash; it makes a big difference whether it is a big chiller or 10 rooftop units. And what might be more economical to install from the HVAC end, might be more expensive from the electrical end, so we can give the owner different options.&rdquo;<br /><br />Schaeffer&rsquo;s goal is to participate on &ldquo;win/win teams&rdquo; he said. &ldquo;When the owner picks a compatible team, it turns out a smooth project,&rdquo; he said.<br /><br /><strong>Early Involvement for a &ldquo;Greener&rdquo; Project</strong><br /><br />Charles Pavalec, president of Bell Electrical Contractors, said owners interested in sustainability and not just speed definitely would get a better project if they involve the electrical contractor early on. &ldquo;In the LEED certification process there is a myriad of points for the different ratings, but in many cases there are tradeoffs between electrical, mechanical or plumbing. For example, you can get points for saving energy a certain amount above an ASHRAE standard or for the number of outside air changes, but those might be in conflict and you have to determine which you want. Having all of the professionals at the table in the beginning gives you a better idea of the costs associated with one path or another,&rdquo; he said. <br /><br />Pavalec knows whereof he speaks. Bell Electrical Contractors has been the electrical contractor on a number of &ldquo;green&rdquo; projects in the St. Louis area, including Washington University&rsquo;s Danforth Student Center, Solae Company&rsquo;s headquarters, the redevelopment of St. Louis Centre, and the John Burroughs Sports and Performing Arts Center. All are LEED (Leadership in Energy and Environmental Design) certified projects.<br /><br />Pavalec said that he thinks the future of construction is going to be &ldquo;green.&rdquo; Bell is a member of the U.S. Green Building Council, which is the sponsor of the LEED program. In addition to taking on &ldquo;green&rdquo; projects, Bell incorporates energy-saving concepts and practices into other areas of its business. Bell recycles all of the worn-out florescent light bulbs and exterior lamps collected during the execution of the company&rsquo;s lighting maintenance contracts at an approved facility. The company also participates in Ameren UE&rsquo;s Pure Power program on the Leader Level. Pure Power is a voluntary program that gives AmerenUE electric customers the opportunity to support wind farms and other renewable energy facilities in the Midwest. &ldquo;That currently costs me more money, but in the long run using that renewable resource is good for the community and a good strategic move for Bell. This is not a fad from our end. We&rsquo;ve made a strategic initiative to work on green buildings,&rdquo; Pavalec said.<br /><br />Energy efficiency will be the number one thing that people look for in green buildings, he said. Some of the energy-saving concepts Bell incorporates into its &ldquo;green&rdquo; projects include designing lighting systems in a creative way so that the client will use less wattage per square foot, and the use of occupancy sensors. &ldquo;The architect and the whole team work together to make a green building happen,&rdquo; Pavalec said.<br /><br />Between federal leadership in the public sector and increasing pressures to cut costs in the private sector, the drive for more energy efficient buildings may be what pulls the United States out of recession, he said. On the private side, &ldquo;we&rsquo;ve seen the Home Depots, Lowes, and Targets get ahead of the curve and start doing energy retrofits 18 months to 2 years ago, and continue to improve upon them,&rdquo; Pavalec said. &ldquo;We&rsquo;ve seen a lot of RFPs from owners looking for green building knowledge and wanting to know what we can help them do to save energy,&rdquo; he said. On the public side, from former President George W. Bush&rsquo;s order to all federal agencies to reduce energy use by at least 30 percent from 2003 levels by 2015, to stimulus money for energy efficient retrofits to public buildings, to the new efficiency standards for lighting due out in June, government actions will create demand not just for installation services, but also for value-added consulting services to help building owners sort out their best options. 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Gets Day in Court, Not Arbitration\";s:11:\"field_ft_20\";s:4:\"none\";s:11:\"field_id_22\";s:50:\"Keller, subcontractor, Interface, LPS, arbitration\";s:11:\"field_ft_22\";s:4:\"none\";s:11:\"field_id_23\";s:5064:\"<p>The Eighth Circuit Court of Appeals affirmed that a sub-subcontractor will be able to proceed in court rather than arbitration on its claim for unpaid money for renovation work at a federal building in St. Louis.&nbsp; The sub-subcontractor, Lighting and Power Services, Inc (LPS), had a contract through general contractor Interface Construction Corp. (Interface) to renovate portions of this building.&nbsp; <br /><br />The case is <em>United States of America v. Interface Construction Corp.,</em> 2009 WL 196362 (C.A.8 (Mo.)), decided January 29.&nbsp; The general contractor, Interface Construction Corporation (Interface), moved in the district court to compel arbitration based on the contract that its subcontractor, Henderson Electrical Systems, LLC (Henderson) had with LPS. Under this contract, Henderson gave LPS written notice to proceed with providing labor for electrical work on the project.&nbsp; Henderson&rsquo;s proposal to Interface for this work was for $237,760 and stated that this proposal was to be made an attachment to its sub-contract with LPS.&nbsp; <br /><br />Interface entered into its prime contract with the United States and Western Surety issued a payment bond required by the Miller Act in favor of all subcontractors having a direct relationship with Interface or its subcontractors, which included LPS. The Miller Act is a federal statute that requires a contractor that works on a federal building or property to post a bond to ensure payment to its subcontractors.&nbsp; This is to allow subcontractors to recover against the bond if the contractor does not pay them. That is what happened here.&nbsp; <br /><br />The Miller Act is designed to replace a lawsuit to enforce a mechanic&rsquo;s lien.&nbsp; Contractors and subcontractors cannot file a mechanic&rsquo;s lien on federal property because of a public policy against allowing them to foreclose upon and possibly own federal property.&nbsp; Instead, they can recover against this bond that the Miller Act requires the general contractor to obtain.&nbsp; <br /><br />LPS sued the bond company, Western Surety, and Interface under the Miller Act after requesting but not receiving payment for $98,516. LPS also stopped work on the project. Interface argued that LPS could not sue, but must arbitrate is Miller Act claim instead.<br /><br />Interface and Henderson had signed a standard agreement subcontract form, AIA Document A401-1997.&nbsp; As far as the Eighth Circuit could tell, the subcontract did not refer to LPS and LPS&rsquo;s proposal to Henderson was not attached to the subcontract. Nor was there any written agreement to arbitrate between LPS and Henderson.<br /><br />The subcontract between Interface and Henderson, however, did contain a requirement for binding arbitration with the American Arbitration Association.&nbsp; LPS argued that it never agreed to arbitrate its Miller Act claim.&nbsp; Interface argued that LPS was required to arbitrate given the statement that its proposal to Henderson was to be made an attachment to Henderson&rsquo;s subcontract with Interface and was to incorporate by reference the terms of Henderson&rsquo;s subcontract with Interface.&nbsp; One of those terms was binding arbitration.<br /><br />Ironically, the party that referenced an arbitration provision in its proposal&mdash;sub-subcontractor LPS&mdash;contended that its proposal was not binding agreement to arbitrate.&nbsp; The general contractor, who was not directly a party to the sub-subcontract, argued that it was. <br /><br />The court concluded that Interface could not succeed on its claim that LPS had incorporated binding arbitration into its contract.&nbsp; First, the incorporation could not legally exist as the contract to which this incorporation was to attach&mdash;the contract requiring a payment bond&mdash;did not yet exist at that the time the proposal was made.&nbsp; <br /><br />The Eighth Circuit reaffirmed that a court&mdash;not an arbitrator&mdash;decides whether the parties have agreed to arbitration.&nbsp; Since LPS sued only under the Miller Act, and did not assert an additional claim for breach of contract, LPS was not seeking any direct relief under its sub-subcontract.&nbsp; Thus, any reference in its contract or proposal to arbitration was not applicable or determinative of its Miller Act claim.&nbsp;&nbsp; <br /><br />The Eighth Circuit also rejected Interface&rsquo;s equitable estoppel argument.&nbsp; Interface argued that it would be inequitable to allow LPS to pursue a breach of contract claim without enforcing the arbitration provision in that same contract. The court held that the only claim LPS was pursuing was a claim under the Miller Act&mdash;a federal statute&mdash;and this claim was independent of any breach of contract claim.&nbsp; Thus, this claim was not bound by any contract requirement for arbitration, even if one otherwise existed.&nbsp; Further, a Miller Act claim could proceed against the bonding company without regard to Interface&rsquo;s fault.&nbsp; <br /><br /><br /></p>\";s:11:\"field_ft_23\";s:0:\"\";s:11:\"field_id_25\";s:3:\"287\";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:399:\"The Eighth Circuit Court of Appeals affirmed that a sub-subcontractor will be able to proceed in court rather than arbitration on its claim for unpaid money for renovation work at a federal building in St. Louis.  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(Interface) to renovate portions of this building.&nbsp; <br /><br />The case is <em>United States of America v. Interface Construction Corp.,</em> 2009 WL 196362 (C.A.8 (Mo.)), decided January 29.&nbsp; The general contractor, Interface Construction Corporation (Interface), moved in the district court to compel arbitration based on the contract that its subcontractor, Henderson Electrical Systems, LLC (Henderson) had with LPS. Under this contract, Henderson gave LPS written notice to proceed with providing labor for electrical work on the project.&nbsp; Henderson&rsquo;s proposal to Interface for this work was for $237,760 and stated that this proposal was to be made an attachment to its sub-contract with LPS.&nbsp; <br /><br />Interface entered into its prime contract with the United States and Western Surety issued a payment bond required by the Miller Act in favor of all subcontractors having a direct relationship with Interface or its subcontractors, which included LPS. The Miller Act is a federal statute that requires a contractor that works on a federal building or property to post a bond to ensure payment to its subcontractors.&nbsp; This is to allow subcontractors to recover against the bond if the contractor does not pay them. That is what happened here.&nbsp; <br /><br />The Miller Act is designed to replace a lawsuit to enforce a mechanic&rsquo;s lien.&nbsp; Contractors and subcontractors cannot file a mechanic&rsquo;s lien on federal property because of a public policy against allowing them to foreclose upon and possibly own federal property.&nbsp; Instead, they can recover against this bond that the Miller Act requires the general contractor to obtain.&nbsp; <br /><br />LPS sued the bond company, Western Surety, and Interface under the Miller Act after requesting but not receiving payment for $98,516. LPS also stopped work on the project. Interface argued that LPS could not sue, but must arbitrate is Miller Act claim instead.<br /><br />Interface and Henderson had signed a standard agreement subcontract form, AIA Document A401-1997.&nbsp; As far as the Eighth Circuit could tell, the subcontract did not refer to LPS and LPS&rsquo;s proposal to Henderson was not attached to the subcontract. Nor was there any written agreement to arbitrate between LPS and Henderson.<br /><br />The subcontract between Interface and Henderson, however, did contain a requirement for binding arbitration with the American Arbitration Association.&nbsp; LPS argued that it never agreed to arbitrate its Miller Act claim.&nbsp; Interface argued that LPS was required to arbitrate given the statement that its proposal to Henderson was to be made an attachment to Henderson&rsquo;s subcontract with Interface and was to incorporate by reference the terms of Henderson&rsquo;s subcontract with Interface.&nbsp; One of those terms was binding arbitration.<br /><br />Ironically, the party that referenced an arbitration provision in its proposal&mdash;sub-subcontractor LPS&mdash;contended that its proposal was not binding agreement to arbitrate.&nbsp; The general contractor, who was not directly a party to the sub-subcontract, argued that it was. <br /><br />The court concluded that Interface could not succeed on its claim that LPS had incorporated binding arbitration into its contract.&nbsp; First, the incorporation could not legally exist as the contract to which this incorporation was to attach&mdash;the contract requiring a payment bond&mdash;did not yet exist at that the time the proposal was made.&nbsp; <br /><br />The Eighth Circuit reaffirmed that a court&mdash;not an arbitrator&mdash;decides whether the parties have agreed to arbitration.&nbsp; Since LPS sued only under the Miller Act, and did not assert an additional claim for breach of contract, LPS was not seeking any direct relief under its sub-subcontract.&nbsp; Thus, any reference in its contract or proposal to arbitration was not applicable or determinative of its Miller Act claim.&nbsp;&nbsp; <br /><br />The Eighth Circuit also rejected Interface&rsquo;s equitable estoppel argument.&nbsp; Interface argued that it would be inequitable to allow LPS to pursue a breach of contract claim without enforcing the arbitration provision in that same contract. The court held that the only claim LPS was pursuing was a claim under the Miller Act&mdash;a federal statute&mdash;and this claim was independent of any breach of contract claim.&nbsp; Thus, this claim was not bound by any contract requirement for arbitration, even if one otherwise existed.&nbsp; Further, a Miller Act claim could proceed against the bonding company without regard to Interface&rsquo;s fault.&nbsp; <br /><br /><br /></p>\";s:11:\"field_ft_23\";s:0:\"\";s:11:\"field_id_25\";s:3:\"287\";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:399:\"The Eighth Circuit Court of Appeals affirmed that a sub-subcontractor will be able to proceed in court rather than arbitration on its claim for unpaid money for renovation work at a federal building in St. Louis.  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