(3042,1174,10,4,1301707185,'a:30:{s:9:\"weblog_id\";s:2:\"10\";s:8:\"entry_id\";s:0:\"\";s:6:\"sticky\";s:0:\"\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2011-04-01 03:17 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:9:\"author_id\";s:1:\"4\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:100:\"COCA will be holding a one-day Trenching & Shoring Competent Person Seminar     Open trenches contin\";s:9:\"url_title\";s:94:\"coca_will_be_holding_a_one_day_trenching_shoring_competent_person_seminar_open_trenches_contin\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_58\";s:1002:\"COCA will be holding a one-day Trenching & Shoring Competent Person Seminar     Open trenches continue to be one of the most hazardous jobs in construction.  Deaths attributed to cave-ins continue to be a major concern.  In order to help prevent these unfortunate occurrences, COCA is offering this one-day training.  This class will help in identifying the most obvious hazards associated with trenching.     When:  Saturday, May 7th, 2011  Time:  8:00 a.m. - 5:00 p.m.  Where:  AmerenIP\\\'s Service Yard, 1050 West Boulevard, Belleville, IL  Instructor:  John Langford, Vice President of Safety Education Consultants  Course Fee:  $190 per individual (includes all instruction and handout materials, breakfast and lunch buffet, break refreshments, and a certificate and wallet size card after successful completion of course).     To register, follow this link:  http://www.cocainc.com/T&S.htm.  Fill in the appropriate information on the form and click \\\"submit registration\\\" at the bottom of the fo\";s:11:\"field_ft_58\";s:4:\"none\";s:11:\"field_id_62\";s:325:\"Open trenches continue to be one of the most hazardous jobs in construction.  Deaths attributed to cave-ins continue to be a major concern.  In order to help prevent these unfortunate occurrences, COCA is offering this one-day training.  This class will help in identifying the most obvious hazards associated with trenching.\";s:11:\"field_ft_62\";s:4:\"none\";s:11:\"field_id_59\";s:0:\"\";s:11:\"field_ft_59\";s:4:\"none\";s:11:\"field_id_63\";s:61:\"AmerenIP\\\'s Service Yard, 1050 West Boulevard, Belleville, IL\";s:11:\"field_ft_63\";s:4:\"none\";s:11:\"field_id_57\";s:19:\"2011-05-07  8:00 AM\";s:15:\"field_offset_57\";s:1:\"y\";s:11:\"field_id_56\";s:0:\"\";s:15:\"field_offset_56\";s:1:\"y\";s:11:\"field_id_55\";s:18:\"8:00 am to 5:00 pm\";s:11:\"field_ft_55\";s:4:\"none\";s:11:\"field_id_60\";s:22889:\"<p><!--[if gte mso 9]><xml> <w:WordDocument> <w:View>Normal</w:View> <w:Zoom>0</w:Zoom> <w:TrackMoves /> <w:TrackFormatting /> <w:PunctuationKerning /> <w:ValidateAgainstSchemas /> <w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid> <w:IgnoreMixedContent>false</w:IgnoreMixedContent> <w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText> <w:DoNotPromoteQF /> <w:LidThemeOther>EN-US</w:LidThemeOther> <w:LidThemeAsian>X-NONE</w:LidThemeAsian> <w:LidThemeComplexScript>X-NONE</w:LidThemeComplexScript> <w:Compatibility> <w:BreakWrappedTables /> <w:SnapToGridInCell /> <w:WrapTextWithPunct /> <w:UseAsianBreakRules /> <w:DontGrowAutofit /> <w:SplitPgBreakAndParaMark /> <w:DontVertAlignCellWithSp /> <w:DontBreakConstrainedForcedTables /> <w:DontVertAlignInTxbx /> <w:Word11KerningPairs /> <w:CachedColBalance /> </w:Compatibility> <w:BrowserLevel>MicrosoftInternetExplorer4</w:BrowserLevel> <m:mathPr> <m:mathFont m:val=\\\"Cambria Math\\\" /> <m:brkBin m:val=\\\"before\\\" /> <m:brkBinSub m:val=\\\"&#45;-\\\" /> <m:smallFrac m:val=\\\"off\\\" /> <m:dispDef /> <m:lMargin m:val=\\\"0\\\" /> <m:rMargin m:val=\\\"0\\\" /> <m:defJc m:val=\\\"centerGroup\\\" /> <m:wrapIndent m:val=\\\"1440\\\" /> <m:intLim m:val=\\\"subSup\\\" /> <m:naryLim m:val=\\\"undOvr\\\" /> </m:mathPr></w:WordDocument> </xml><![endif]--><!--[if gte mso 9]><xml> <w:LatentStyles DefLockedState=\\\"false\\\" DefUnhideWhenUsed=\\\"true\\\"\n  DefSemiHidden=\\\"true\\\" DefQFormat=\\\"false\\\" DefPriority=\\\"99\\\"\n  LatentStyleCount=\\\"267\\\"> <w:LsdException Locked=\\\"false\\\" Priority=\\\"0\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" QFormat=\\\"true\\\" Name=\\\"Normal\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"9\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" QFormat=\\\"true\\\" Name=\\\"heading 1\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"9\\\" QFormat=\\\"true\\\" Name=\\\"heading 2\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"9\\\" QFormat=\\\"true\\\" Name=\\\"heading 3\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"9\\\" QFormat=\\\"true\\\" Name=\\\"heading 4\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"9\\\" QFormat=\\\"true\\\" Name=\\\"heading 5\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"9\\\" QFormat=\\\"true\\\" Name=\\\"heading 6\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"9\\\" QFormat=\\\"true\\\" Name=\\\"heading 7\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"9\\\" QFormat=\\\"true\\\" Name=\\\"heading 8\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"9\\\" QFormat=\\\"true\\\" Name=\\\"heading 9\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"39\\\" Name=\\\"toc 1\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"39\\\" Name=\\\"toc 2\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"39\\\" Name=\\\"toc 3\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"39\\\" Name=\\\"toc 4\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"39\\\" Name=\\\"toc 5\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"39\\\" Name=\\\"toc 6\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"39\\\" Name=\\\"toc 7\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"39\\\" Name=\\\"toc 8\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"39\\\" Name=\\\"toc 9\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"35\\\" QFormat=\\\"true\\\" Name=\\\"caption\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"10\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" QFormat=\\\"true\\\" Name=\\\"Title\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"1\\\" Name=\\\"Default Paragraph Font\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"11\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" QFormat=\\\"true\\\" Name=\\\"Subtitle\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"22\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" QFormat=\\\"true\\\" Name=\\\"Strong\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"20\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" QFormat=\\\"true\\\" Name=\\\"Emphasis\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"59\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Table Grid\\\" /> <w:LsdException Locked=\\\"false\\\" UnhideWhenUsed=\\\"false\\\" Name=\\\"Placeholder Text\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"1\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" QFormat=\\\"true\\\" Name=\\\"No Spacing\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"60\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Light Shading\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"61\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Light List\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"62\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Light Grid\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"63\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Shading 1\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"64\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Shading 2\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"65\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium List 1\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"66\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium List 2\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"67\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Grid 1\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"68\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Grid 2\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"69\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Grid 3\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"70\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Dark List\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"71\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Colorful Shading\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"72\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Colorful List\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"73\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Colorful Grid\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"60\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Light Shading Accent 1\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"61\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Light List Accent 1\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"62\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Light Grid Accent 1\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"63\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Shading 1 Accent 1\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"64\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Shading 2 Accent 1\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"65\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium List 1 Accent 1\\\" /> <w:LsdException Locked=\\\"false\\\" UnhideWhenUsed=\\\"false\\\" Name=\\\"Revision\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"34\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" QFormat=\\\"true\\\" Name=\\\"List Paragraph\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"29\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" QFormat=\\\"true\\\" Name=\\\"Quote\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"30\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" QFormat=\\\"true\\\" Name=\\\"Intense Quote\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"66\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium List 2 Accent 1\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"67\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Grid 1 Accent 1\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"68\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Grid 2 Accent 1\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"69\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Grid 3 Accent 1\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"70\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Dark List Accent 1\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"71\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Colorful Shading Accent 1\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"72\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Colorful List Accent 1\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"73\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Colorful Grid Accent 1\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"60\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Light Shading Accent 2\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"61\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Light List Accent 2\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"62\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Light Grid Accent 2\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"63\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Shading 1 Accent 2\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"64\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Shading 2 Accent 2\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"65\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium List 1 Accent 2\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"66\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium List 2 Accent 2\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"67\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Grid 1 Accent 2\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"68\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Grid 2 Accent 2\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"69\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Grid 3 Accent 2\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"70\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Dark List Accent 2\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"71\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Colorful Shading Accent 2\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"72\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Colorful List Accent 2\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"73\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Colorful Grid Accent 2\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"60\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Light Shading Accent 3\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"61\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Light List Accent 3\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"62\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Light Grid Accent 3\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"63\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Shading 1 Accent 3\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"64\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Shading 2 Accent 3\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"65\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium List 1 Accent 3\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"66\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium List 2 Accent 3\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"67\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Grid 1 Accent 3\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"68\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Grid 2 Accent 3\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"69\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Grid 3 Accent 3\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"70\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Dark List Accent 3\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"71\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Colorful Shading Accent 3\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"72\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Colorful List Accent 3\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"73\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Colorful Grid Accent 3\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"60\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Light Shading Accent 4\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"61\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Light List Accent 4\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"62\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Light Grid Accent 4\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"63\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Shading 1 Accent 4\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"64\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Shading 2 Accent 4\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"65\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium List 1 Accent 4\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"66\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium List 2 Accent 4\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"67\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Grid 1 Accent 4\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"68\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Grid 2 Accent 4\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"69\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Grid 3 Accent 4\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"70\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Dark List Accent 4\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"71\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Colorful Shading Accent 4\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"72\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Colorful List Accent 4\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"73\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Colorful Grid Accent 4\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"60\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Light Shading Accent 5\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"61\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Light List Accent 5\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"62\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Light Grid Accent 5\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"63\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Shading 1 Accent 5\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"64\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Shading 2 Accent 5\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"65\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium List 1 Accent 5\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"66\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium List 2 Accent 5\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"67\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Grid 1 Accent 5\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"68\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Grid 2 Accent 5\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"69\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Grid 3 Accent 5\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"70\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Dark List Accent 5\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"71\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Colorful Shading Accent 5\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"72\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Colorful List Accent 5\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"73\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Colorful Grid Accent 5\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"60\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Light Shading Accent 6\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"61\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Light List Accent 6\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"62\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Light Grid Accent 6\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"63\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Shading 1 Accent 6\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"64\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Shading 2 Accent 6\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"65\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium List 1 Accent 6\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"66\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium List 2 Accent 6\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"67\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Grid 1 Accent 6\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"68\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Grid 2 Accent 6\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"69\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Grid 3 Accent 6\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"70\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Dark List Accent 6\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"71\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Colorful Shading Accent 6\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"72\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Colorful List Accent 6\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"73\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Colorful Grid Accent 6\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"19\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" QFormat=\\\"true\\\" Name=\\\"Subtle Emphasis\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"21\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" QFormat=\\\"true\\\" Name=\\\"Intense Emphasis\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"31\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" QFormat=\\\"true\\\" Name=\\\"Subtle Reference\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"32\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" QFormat=\\\"true\\\" Name=\\\"Intense Reference\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"33\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" QFormat=\\\"true\\\" Name=\\\"Book Title\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"37\\\" Name=\\\"Bibliography\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"39\\\" QFormat=\\\"true\\\" Name=\\\"TOC Heading\\\" /> </w:LatentStyles> </xml><![endif]--><!--[if gte mso 10]>\n<style>\n /* Style Definitions */\n table.MsoNormalTable\n	{mso-style-name:\\\"Table Normal\\\";\n	mso-tstyle-rowband-size:0;\n	mso-tstyle-colband-size:0;\n	mso-style-noshow:yes;\n	mso-style-priority:99;\n	mso-style-qformat:yes;\n	mso-style-parent:\\\"\\\";\n	mso-padding-alt:0in 5.4pt 0in 5.4pt;\n	mso-para-margin-top:0in;\n	mso-para-margin-right:0in;\n	mso-para-margin-bottom:10.0pt;\n	mso-para-margin-left:0in;\n	line-height:115%;\n	mso-pagination:widow-orphan;\n	font-size:11.0pt;\n	font-family:\\\"Calibri\\\",\\\"sans-serif\\\";\n	mso-ascii-font-family:Calibri;\n	mso-ascii-theme-font:minor-latin;\n	mso-fareast-font-family:\\\"Times New Roman\\\";\n	mso-fareast-theme-font:minor-fareast;\n	mso-hansi-font-family:Calibri;\n	mso-hansi-theme-font:minor-latin;\n	mso-bidi-font-family:\\\"Times New Roman\\\";\n	mso-bidi-theme-font:minor-bidi;}\n</style>\n<![endif]--></p>\n<p class=\\\"MsoNormal\\\"><strong>COCA will be holding a one-day Trenching &amp; Shoring\nCompetent Person Seminar</strong></p>\n<p class=\\\"MsoNormal\\\">&nbsp;</p>\n<p class=\\\"MsoNormal\\\">Open trenches continue to be one of the most hazardous jobs\nin construction.<span>&nbsp; </span>Deaths attributed to\ncave-ins continue to be a major concern.<span>&nbsp; </span>In order to help prevent these unfortunate occurrences, COCA is offering\nthis one-day training.<span>&nbsp; </span>This class will\nhelp in identifying the most obvious hazards associated with trenching.</p>\n<p class=\\\"MsoNormal\\\">&nbsp;</p>\n<p class=\\\"MsoNormal\\\">When:<span>&nbsp; </span>Saturday, May\n7th, 2011</p>\n<p class=\\\"MsoNormal\\\">Time:<span>&nbsp; </span>8:00 a.m. -\n5:00 p.m.</p>\n<p class=\\\"MsoNormal\\\">Where:<span>&nbsp; </span>AmerenIP\\\'s\nService Yard, 1050 West Boulevard, Belleville, IL</p>\n<p class=\\\"MsoNormal\\\">Instructor:<span>&nbsp; </span>John\nLangford, Vice President of Safety Education Consultants</p>\n<p class=\\\"MsoNormal\\\">&nbsp;</p>\n<p class=\\\"MsoNormal\\\">Course Fee:<span>&nbsp; </span>$190 per\nindividual (includes all instruction and handout materials, breakfast and lunch\nbuffet, break refreshments, and a certificate and wallet size card after\nsuccessful completion of course).</p>\n<p class=\\\"MsoNormal\\\">To register, follow this link:<span>&nbsp; </span>http://www.cocainc.com/T&amp;S.htm.<span>&nbsp; </span>Fill in the appropriate information on the\nform and click \\\"submit registration\\\" at the bottom of the form.<span>&nbsp; </span>You may also register by phone (618-288-9434)\nor by replying to this email (gaquino@cocainc.com) and providing the name(s),\ntitle(s), contact address (if different from yours) of anyone needing to attend\nthis training.<span>&nbsp; </span>To view a list of past\nTrenching &amp; Shoring participants follow this link:<span>&nbsp; </span>http://www.cocainc.com/TrenchingShoringPastParticipants.pdf.</p>\n<p class=\\\"MsoNormal\\\">&nbsp;</p>\n<p class=\\\"MsoNormal\\\">CLASS SIZE WILL BE LIMITED TO 35 STUDENTS.</p>\n<p class=\\\"MsoNormal\\\">&nbsp;</p>\n<p class=\\\"MsoNormal\\\">Due to the class size restriction and the high costs of\ninstruction, we ask that all registrations be treated as a firm commitment;\nhowever, substitutions can be made at anytime if the individual(s) you registered\ncannot attend.</p>\n<p class=\\\"MsoNormal\\\">&nbsp;</p>\n<p class=\\\"MsoNormal\\\">The course will utilize a combination of classroom and\n\\\"hands-on\\\" instruction.<span>&nbsp; </span>Attendees will learn how to install several different shoring systems,\narrange spoil piles, identify soil types, and become familiar with OSHA\nregulations.<span>&nbsp; </span>An operator will be on hand\nfor live demonstrations, and several examples of trenches and spoil piles will\nbe prepared in advance.</p>\n<p class=\\\"MsoNormal\\\">&nbsp;</p>\n<p class=\\\"MsoNormal\\\">At the conclusion of the program, all attendees successfully\ncompleting an exam will be recognized through OSHA as a certified\n\\\"competent person&rdquo; and will receive both a wallet size card and a\ncertificate suitable for framing.</p>\n<p class=\\\"MsoNormal\\\">&nbsp;</p>\n<p class=\\\"MsoNormal\\\">We urge you to register as soon as possible.<span>&nbsp; </span>If you need any additional information\nregarding the program, please contact Ray Wesley at the COCA office at\n618-288-9434.<span>&nbsp; </span>We appreciate your\nconsideration in this matter.</p>\n<p class=\\\"MsoNormal\\\">&nbsp;</p>\n<p class=\\\"MsoNormal\\\">Thank you,</p>\n<p class=\\\"MsoNormal\\\">Kathy Reommel</p>\n<p class=\\\"MsoNormal\\\">Chairman, COCA Board of Directors and</p>\n<p class=\\\"MsoNormal\\\">Vice President &ndash; Coal Assets for Dynegy</p>\";}'),(95,36,1,1,1208334509,'a:21:{s:9:\"weblog_id\";s:1:\"1\";s:8:\"entry_id\";s:0:\"\";s:6:\"status\";s:4:\"open\";s:9:\"author_id\";s:1:\"1\";s:6:\"sticky\";s:0:\"\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-04-15 10:27 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:9:\"pages_uri\";s:19:\"/example/pages/uri/\";s:17:\"pages_template_id\";s:2:\"22\";s:5:\"title\";s:26:\"Thank you for your inquiry\";s:9:\"url_title\";s:26:\"thank_you_for_your_inquiry\";s:6:\"submit\";s:6:\"Submit\";s:10:\"field_id_4\";s:26:\"Thank you for your inquiry\";s:10:\"field_ft_4\";s:4:\"none\";s:10:\"field_id_2\";s:63:\"<p>We have received your inquiry and will be in touch soon.</p>\";s:10:\"field_id_1\";s:0:\"\";}'),(3609,1406,10,4,1316467361,'a:30:{s:9:\"weblog_id\";s:2:\"10\";s:8:\"entry_id\";s:0:\"\";s:6:\"sticky\";s:0:\"\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:23:\"comment_expiration_date\";s:0:\"\";s:10:\"entry_date\";s:19:\"2011-09-19 11:20 AM\";s:15:\"expiration_date\";s:0:\"\";s:9:\"author_id\";s:1:\"4\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:39:\"Technology in the Construction Industry\";s:9:\"url_title\";s:39:\"technology_in_the_construction_industry\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_58\";s:39:\"Technology in the Construction Industry\";s:11:\"field_ft_58\";s:4:\"none\";s:11:\"field_id_62\";s:354:\"Presented by the Supplier/Service Provider Council  -  Join the Supplier/Service Provider Council on Wednesday, September 28th and learn from our panel about new and interesting technology for the construction industry. You will hear about a variety of technologies that will make you and your company more efficient, and help you stay ahead of the game.\";s:11:\"field_ft_62\";s:4:\"none\";s:11:\"field_id_59\";s:0:\"\";s:11:\"field_ft_59\";s:4:\"none\";s:11:\"field_id_63\";s:112:\"Second Floor Assembly Room of the Construction Training School - 6301 Knox Industrial Drive - St. Louis MO 63131\";s:11:\"field_ft_63\";s:4:\"none\";s:11:\"field_id_57\";s:19:\"2011-09-28  8:00 AM\";s:15:\"field_offset_57\";s:1:\"y\";s:11:\"field_id_56\";s:0:\"\";s:15:\"field_offset_56\";s:1:\"y\";s:11:\"field_id_55\";s:7:\"8:00 am\";s:11:\"field_ft_55\";s:4:\"none\";s:11:\"field_id_60\";s:23217:\"<p><!--[if gte mso 9]><xml> <w:WordDocument> <w:View>Normal</w:View> <w:Zoom>0</w:Zoom> <w:TrackMoves /> <w:TrackFormatting /> <w:PunctuationKerning /> <w:ValidateAgainstSchemas /> <w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid> <w:IgnoreMixedContent>false</w:IgnoreMixedContent> <w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText> <w:DoNotPromoteQF /> <w:LidThemeOther>EN-US</w:LidThemeOther> <w:LidThemeAsian>X-NONE</w:LidThemeAsian> <w:LidThemeComplexScript>X-NONE</w:LidThemeComplexScript> <w:Compatibility> <w:BreakWrappedTables /> <w:SnapToGridInCell /> <w:WrapTextWithPunct /> <w:UseAsianBreakRules /> <w:DontGrowAutofit /> <w:SplitPgBreakAndParaMark /> <w:DontVertAlignCellWithSp /> <w:DontBreakConstrainedForcedTables /> <w:DontVertAlignInTxbx /> <w:Word11KerningPairs /> <w:CachedColBalance /> </w:Compatibility> <w:BrowserLevel>MicrosoftInternetExplorer4</w:BrowserLevel> <m:mathPr> <m:mathFont m:val=\\\"Cambria Math\\\" /> <m:brkBin m:val=\\\"before\\\" /> <m:brkBinSub m:val=\\\"&#45;-\\\" /> <m:smallFrac m:val=\\\"off\\\" /> <m:dispDef /> <m:lMargin m:val=\\\"0\\\" /> <m:rMargin m:val=\\\"0\\\" /> <m:defJc m:val=\\\"centerGroup\\\" /> <m:wrapIndent m:val=\\\"1440\\\" /> <m:intLim m:val=\\\"subSup\\\" /> <m:naryLim m:val=\\\"undOvr\\\" /> </m:mathPr></w:WordDocument> </xml><![endif]--><!--[if gte mso 9]><xml> <w:LatentStyles DefLockedState=\\\"false\\\" DefUnhideWhenUsed=\\\"true\\\"\n  DefSemiHidden=\\\"true\\\" DefQFormat=\\\"false\\\" DefPriority=\\\"99\\\"\n  LatentStyleCount=\\\"267\\\"> <w:LsdException Locked=\\\"false\\\" Priority=\\\"0\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" QFormat=\\\"true\\\" Name=\\\"Normal\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"9\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" QFormat=\\\"true\\\" Name=\\\"heading 1\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"9\\\" QFormat=\\\"true\\\" Name=\\\"heading 2\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"9\\\" QFormat=\\\"true\\\" Name=\\\"heading 3\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"9\\\" QFormat=\\\"true\\\" Name=\\\"heading 4\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"9\\\" QFormat=\\\"true\\\" Name=\\\"heading 5\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"9\\\" QFormat=\\\"true\\\" Name=\\\"heading 6\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"9\\\" QFormat=\\\"true\\\" Name=\\\"heading 7\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"9\\\" QFormat=\\\"true\\\" Name=\\\"heading 8\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"9\\\" QFormat=\\\"true\\\" Name=\\\"heading 9\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"39\\\" Name=\\\"toc 1\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"39\\\" Name=\\\"toc 2\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"39\\\" Name=\\\"toc 3\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"39\\\" Name=\\\"toc 4\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"39\\\" Name=\\\"toc 5\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"39\\\" Name=\\\"toc 6\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"39\\\" Name=\\\"toc 7\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"39\\\" Name=\\\"toc 8\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"39\\\" Name=\\\"toc 9\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"35\\\" QFormat=\\\"true\\\" Name=\\\"caption\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"10\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" QFormat=\\\"true\\\" Name=\\\"Title\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"1\\\" Name=\\\"Default Paragraph Font\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"11\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" QFormat=\\\"true\\\" Name=\\\"Subtitle\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"22\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" QFormat=\\\"true\\\" Name=\\\"Strong\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"20\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" QFormat=\\\"true\\\" Name=\\\"Emphasis\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"59\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Table Grid\\\" /> <w:LsdException Locked=\\\"false\\\" UnhideWhenUsed=\\\"false\\\" Name=\\\"Placeholder Text\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"1\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" QFormat=\\\"true\\\" Name=\\\"No Spacing\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"60\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Light Shading\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"61\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Light List\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"62\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Light Grid\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"63\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Shading 1\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"64\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Shading 2\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"65\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium List 1\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"66\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium List 2\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"67\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Grid 1\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"68\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Grid 2\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"69\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Grid 3\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"70\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Dark List\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"71\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Colorful Shading\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"72\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Colorful List\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"73\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Colorful Grid\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"60\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Light Shading Accent 1\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"61\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Light List Accent 1\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"62\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Light Grid Accent 1\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"63\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Shading 1 Accent 1\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"64\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Shading 2 Accent 1\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"65\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium List 1 Accent 1\\\" /> <w:LsdException Locked=\\\"false\\\" UnhideWhenUsed=\\\"false\\\" Name=\\\"Revision\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"34\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" QFormat=\\\"true\\\" Name=\\\"List Paragraph\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"29\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" QFormat=\\\"true\\\" Name=\\\"Quote\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"30\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" QFormat=\\\"true\\\" Name=\\\"Intense Quote\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"66\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium List 2 Accent 1\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"67\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Grid 1 Accent 1\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"68\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Grid 2 Accent 1\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"69\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Grid 3 Accent 1\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"70\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Dark List Accent 1\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"71\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Colorful Shading Accent 1\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"72\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Colorful List Accent 1\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"73\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Colorful Grid Accent 1\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"60\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Light Shading Accent 2\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"61\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Light List Accent 2\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"62\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Light Grid Accent 2\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"63\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Shading 1 Accent 2\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"64\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Shading 2 Accent 2\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"65\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium List 1 Accent 2\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"66\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium List 2 Accent 2\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"67\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Grid 1 Accent 2\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"68\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Grid 2 Accent 2\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"69\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Grid 3 Accent 2\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"70\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Dark List Accent 2\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"71\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Colorful Shading Accent 2\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"72\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Colorful List Accent 2\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"73\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Colorful Grid Accent 2\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"60\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Light Shading Accent 3\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"61\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Light List Accent 3\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"62\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Light Grid Accent 3\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"63\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Shading 1 Accent 3\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"64\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Shading 2 Accent 3\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"65\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium List 1 Accent 3\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"66\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium List 2 Accent 3\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"67\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Grid 1 Accent 3\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"68\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Grid 2 Accent 3\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"69\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Grid 3 Accent 3\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"70\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Dark List Accent 3\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"71\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Colorful Shading Accent 3\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"72\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Colorful List Accent 3\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"73\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Colorful Grid Accent 3\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"60\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Light Shading Accent 4\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"61\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Light List Accent 4\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"62\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Light Grid Accent 4\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"63\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Shading 1 Accent 4\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"64\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Shading 2 Accent 4\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"65\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium List 1 Accent 4\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"66\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium List 2 Accent 4\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"67\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Grid 1 Accent 4\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"68\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Grid 2 Accent 4\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"69\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Grid 3 Accent 4\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"70\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Dark List Accent 4\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"71\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Colorful Shading Accent 4\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"72\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Colorful List Accent 4\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"73\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Colorful Grid Accent 4\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"60\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Light Shading Accent 5\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"61\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Light List Accent 5\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"62\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Light Grid Accent 5\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"63\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Shading 1 Accent 5\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"64\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Shading 2 Accent 5\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"65\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium List 1 Accent 5\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"66\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium List 2 Accent 5\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"67\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Grid 1 Accent 5\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"68\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Grid 2 Accent 5\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"69\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Grid 3 Accent 5\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"70\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Dark List Accent 5\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"71\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Colorful Shading Accent 5\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"72\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Colorful List Accent 5\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"73\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Colorful Grid Accent 5\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"60\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Light Shading Accent 6\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"61\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Light List Accent 6\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"62\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Light Grid Accent 6\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"63\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Shading 1 Accent 6\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"64\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Shading 2 Accent 6\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"65\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium List 1 Accent 6\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"66\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium List 2 Accent 6\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"67\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Grid 1 Accent 6\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"68\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Grid 2 Accent 6\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"69\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Medium Grid 3 Accent 6\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"70\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Dark List Accent 6\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"71\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Colorful Shading Accent 6\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"72\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Colorful List Accent 6\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"73\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" Name=\\\"Colorful Grid Accent 6\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"19\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" QFormat=\\\"true\\\" Name=\\\"Subtle Emphasis\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"21\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" QFormat=\\\"true\\\" Name=\\\"Intense Emphasis\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"31\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" QFormat=\\\"true\\\" Name=\\\"Subtle Reference\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"32\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" QFormat=\\\"true\\\" Name=\\\"Intense Reference\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"33\\\" SemiHidden=\\\"false\\\"\n   UnhideWhenUsed=\\\"false\\\" QFormat=\\\"true\\\" Name=\\\"Book Title\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"37\\\" Name=\\\"Bibliography\\\" /> <w:LsdException Locked=\\\"false\\\" Priority=\\\"39\\\" QFormat=\\\"true\\\" Name=\\\"TOC Heading\\\" /> </w:LatentStyles> </xml><![endif]--><!--[if gte mso 10]>\n<style>\n /* Style Definitions */\n table.MsoNormalTable\n	{mso-style-name:\\\"Table Normal\\\";\n	mso-tstyle-rowband-size:0;\n	mso-tstyle-colband-size:0;\n	mso-style-noshow:yes;\n	mso-style-priority:99;\n	mso-style-qformat:yes;\n	mso-style-parent:\\\"\\\";\n	mso-padding-alt:0in 5.4pt 0in 5.4pt;\n	mso-para-margin-top:0in;\n	mso-para-margin-right:0in;\n	mso-para-margin-bottom:10.0pt;\n	mso-para-margin-left:0in;\n	line-height:115%;\n	mso-pagination:widow-orphan;\n	font-size:11.0pt;\n	font-family:\\\"Calibri\\\",\\\"sans-serif\\\";\n	mso-ascii-font-family:Calibri;\n	mso-ascii-theme-font:minor-latin;\n	mso-fareast-font-family:\\\"Times New Roman\\\";\n	mso-fareast-theme-font:minor-fareast;\n	mso-hansi-font-family:Calibri;\n	mso-hansi-theme-font:minor-latin;\n	mso-bidi-font-family:\\\"Times New Roman\\\";\n	mso-bidi-theme-font:minor-bidi;}\n</style>\n<![endif]--></p>\n<p align=\\\"center\\\" style=\\\"margin: 0in 0in 0.0001pt; text-align: center;\\\"><strong><span style=\\\"text-decoration: underline;\\\"><span style=\\\"font-size: 11pt; font-family: &quot;Arial&quot;,&quot;sans-serif&quot;;\\\">Technology in the\nConstruction Industry</span></span></strong><strong><span style=\\\"text-decoration: underline;\\\"><span style=\\\"font-size: 11pt; font-family: &quot;Arial&quot;,&quot;sans-serif&quot;;\\\"></span></span></strong></p>\n<p align=\\\"center\\\" style=\\\"margin: 0in 0in 0.0001pt; text-align: center;\\\"><strong><span style=\\\"text-decoration: underline;\\\"><span style=\\\"font-size: 11pt; font-family: &quot;Arial&quot;,&quot;sans-serif&quot;;\\\"><span style=\\\"text-decoration: none;\\\">&nbsp;</span></span></span></strong></p>\n<p align=\\\"center\\\" style=\\\"margin: 0in 0in 0.0001pt; text-align: center;\\\"><strong><span style=\\\"font-size: 11pt; font-family: &quot;Arial&quot;,&quot;sans-serif&quot;;\\\">Presented by the\nSupplier/Service Provider Council</span></strong><span style=\\\"font-size: 11pt; font-family: &quot;Arial&quot;,&quot;sans-serif&quot;;\\\"></span></p>\n<p align=\\\"center\\\" style=\\\"margin: 0in 0in 0.0001pt; text-align: center;\\\"><span style=\\\"font-size: 11pt; font-family: &quot;Arial&quot;,&quot;sans-serif&quot;;\\\">&nbsp;</span></p>\n<p align=\\\"center\\\" style=\\\"margin: 0in 0in 0.0001pt; text-align: center;\\\"><span style=\\\"font-size: 11pt; font-family: &quot;Arial&quot;,&quot;sans-serif&quot;;\\\">Join the\nSupplier/Service Provider Council on Wednesday, September 28th and learn from\nour panel about new and interesting technology for the construction industry.\nYou will hear about a variety of technologies that will make you and your\ncompany more efficient, and help you stay ahead of the game.<br /> <br /> <strong><span style=\\\"font-family: &quot;Arial&quot;,&quot;sans-serif&quot;;\\\">Wednesday, September 28,\n2011</span></strong><br /> 8:00 AM in the Second Floor Assembly Room of the Construction Training School\nlocated at 6301 Knox Industrial Drive, St. Louis MO 63131<br /> <br /> <strong><span style=\\\"font-family: &quot;Arial&quot;,&quot;sans-serif&quot;;\\\">Speakers</span></strong>:<br /> <strong><span style=\\\"font-family: &quot;Arial&quot;,&quot;sans-serif&quot;;\\\">Brandie Boaz, </span></strong>Preferred\nWireless, Inc<br /> <strong><span style=\\\"font-family: &quot;Arial&quot;,&quot;sans-serif&quot;;\\\">Kevin Rowe,</span></strong> IPlan Tables<br /> <strong><span style=\\\"font-family: &quot;Arial&quot;,&quot;sans-serif&quot;;\\\">Tom Schwetye</span></strong>,\nBuilding Works, Inc.<br /> <strong><span style=\\\"text-decoration: underline;\\\"><br /> </span>Cost:&nbsp;<br /> </strong>Free for AGC of St. Louis Members. Non-member fee is $25 per person.<br /> <br /> <strong><span style=\\\"font-family: &quot;Arial&quot;,&quot;sans-serif&quot;;\\\">Registration:</span></strong><br /> Please register by September 27th, 2011 <br /> <br /> </span></p>\n<p align=\\\"center\\\" style=\\\"margin: 0in 0in 0.0001pt; text-align: center;\\\"><strong><span style=\\\"font-size: 11pt; font-family: &quot;Arial&quot;,&quot;sans-serif&quot;;\\\">Online Registration:</span></strong></p>\n<p align=\\\"center\\\" style=\\\"margin: 0in 0in 0.0001pt; text-align: center;\\\"><span style=\\\"font-size: 11pt; font-family: &quot;Arial&quot;,&quot;sans-serif&quot;;\\\"><a href=\\\"http://events.agcstl.org/iMISPublic/Core/Events/eventdetails.aspx?iKey=092811SSP\\\">http://events.agcstl.org/iMISPublic/Core/Events/eventdetails.aspx?iKey=092811SSP</a></span></p>\n<p align=\\\"center\\\" style=\\\"margin: 0in 0in 0.0001pt; text-align: center;\\\"><span style=\\\"font-size: 11pt; font-family: &quot;Arial&quot;,&quot;sans-serif&quot;;\\\">&nbsp;</span></p>\n<p align=\\\"center\\\" style=\\\"margin: 0in 0in 0.0001pt; text-align: center;\\\"><span style=\\\"font-size: 11pt; font-family: &quot;Arial&quot;,&quot;sans-serif&quot;;\\\"><br /> <strong><span style=\\\"font-family: &quot;Arial&quot;,&quot;sans-serif&quot;;\\\">Questions: </span></strong><br /> Call the AGC of St. Louis office at 314.781.2356.</span></p>\";}'),(97,37,1,1,1208336579,'a:21:{s:9:\"weblog_id\";s:1:\"1\";s:8:\"entry_id\";s:0:\"\";s:6:\"status\";s:4:\"open\";s:9:\"author_id\";s:1:\"1\";s:6:\"sticky\";s:1:\"n\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-04-15 10:01 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:9:\"pages_uri\";s:19:\"/example/pages/uri/\";s:17:\"pages_template_id\";s:2:\"22\";s:5:\"title\";s:14:\"Submit A Story\";s:9:\"url_title\";s:12:\"submit_story\";s:6:\"submit\";s:6:\"Submit\";s:10:\"field_id_4\";s:14:\"Submit a Story\";s:10:\"field_ft_4\";s:4:\"none\";s:10:\"field_id_2\";s:101:\"<p>If you have information or an idea for a story, please let us know using the form below.<br /></p>\";s:10:\"field_id_1\";s:95:\"<p>St. Louis Construction News &amp; Real Estate story idea or information submission form.</p>\";}'),(98,38,2,2,1209360678,'a:26:{s:9:\"weblog_id\";s:1:\"2\";s:8:\"entry_id\";s:0:\"\";s:6:\"sticky\";s:0:\"\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-04-27 07:25 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:9:\"author_id\";s:1:\"2\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:57:\"MoDOT Starts Construction on Route BB in Jefferson County\";s:9:\"url_title\";s:57:\"MoDOT Starts Construction on Route BB in Jefferson County\";s:6:\"submit\";s:6:\"Submit\";s:10:\"field_id_5\";s:57:\"MoDOT Starts Construction on Route BB in Jefferson County\";s:10:\"field_ft_5\";s:4:\"none\";s:10:\"field_id_9\";s:262:\"Missouri Department of Transportation will begin the first phase of construction on Route BB between Route 21 and Route 30 starting Wednesday, February 13 at 8:30 a.m. Crews will close Route BB south of Glade Chapel Road and north of Klondike Road on Wednesday. \";s:10:\"field_ft_9\";s:4:\"none\";s:11:\"field_id_13\";s:0:\"\";s:10:\"field_id_7\";s:0:\"\";s:10:\"field_ft_7\";s:4:\"none\";s:10:\"field_id_8\";s:1078:\"<p>Missouri Department of Transportation will begin the first phase of construction on Route BB between Route 21 and Route 30 starting Wednesday, February 13 at 8:30 a.m. Crews will close Route BB south of Glade Chapel Road and north of Klondike Road on Wednesday. The highway is expected to be open to traffic by 3:30 pm.</p>\n<p>The Route BB Bridge over Sand Creek (south of Regina Road) was built in approximately 1966 and needs to be repaired. There are many drainage pipes/box culverts along Route BB that are between 50 and 60 years old that need to be replaced. There is also a sharp curve on Route BB at Old Baker School Lane that needs to be straightened to improve safety and sight distance. Construction on this project is expected to be complete in summer 2008.</p>\n<p>For more information on the Route BB Bridge and Road Improvement project, visit the following link: <a href=\\\"http://www.modot.org/stlouis/major_projects/Rte.BBImprovementProject.htm\\\"><span style=\\\"color: #0000ff;\\\">www.modot.org/stlouis/major_projects/Rte.BBImprovementProject.htm.</span></a></p>\";s:11:\"field_id_42\";s:0:\"\";s:11:\"field_id_43\";s:0:\"\";s:11:\"field_ft_43\";s:4:\"none\";}'),(99,38,2,2,1209360754,'a:27:{s:9:\"weblog_id\";s:1:\"2\";s:8:\"entry_id\";s:2:\"38\";s:6:\"sticky\";s:1:\"n\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-02-08 07:25 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:9:\"author_id\";s:1:\"2\";s:10:\"new_weblog\";s:1:\"2\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:57:\"MoDOT Starts Construction on Route BB in Jefferson County\";s:9:\"url_title\";s:57:\"modot_starts_construction_on_route_bb_in_jefferson_county\";s:6:\"submit\";s:6:\"Update\";s:10:\"field_id_5\";s:57:\"MoDOT Starts Construction on Route BB in Jefferson County\";s:10:\"field_ft_5\";s:4:\"none\";s:10:\"field_id_9\";s:262:\"Missouri Department of Transportation will begin the first phase of construction on Route BB between Route 21 and Route 30 starting Wednesday, February 13 at 8:30 a.m. Crews will close Route BB south of Glade Chapel Road and north of Klondike Road on Wednesday. \";s:10:\"field_ft_9\";s:4:\"none\";s:11:\"field_id_13\";s:0:\"\";s:10:\"field_id_7\";s:0:\"\";s:10:\"field_ft_7\";s:4:\"none\";s:10:\"field_id_8\";s:1078:\"<p>Missouri Department of Transportation will begin the first phase of construction on Route BB between Route 21 and Route 30 starting Wednesday, February 13 at 8:30 a.m. Crews will close Route BB south of Glade Chapel Road and north of Klondike Road on Wednesday. The highway is expected to be open to traffic by 3:30 pm.</p>\n<p>The Route BB Bridge over Sand Creek (south of Regina Road) was built in approximately 1966 and needs to be repaired. There are many drainage pipes/box culverts along Route BB that are between 50 and 60 years old that need to be replaced. There is also a sharp curve on Route BB at Old Baker School Lane that needs to be straightened to improve safety and sight distance. Construction on this project is expected to be complete in summer 2008.</p>\n<p>For more information on the Route BB Bridge and Road Improvement project, visit the following link: <a href=\\\"http://www.modot.org/stlouis/major_projects/Rte.BBImprovementProject.htm\\\"><span style=\\\"color: #0000ff;\\\">www.modot.org/stlouis/major_projects/Rte.BBImprovementProject.htm.</span></a></p>\";s:11:\"field_id_42\";s:0:\"\";s:11:\"field_id_43\";s:0:\"\";s:11:\"field_ft_43\";s:4:\"none\";}'),(100,39,2,2,1209361013,'a:26:{s:9:\"weblog_id\";s:1:\"2\";s:8:\"entry_id\";s:0:\"\";s:6:\"sticky\";s:0:\"\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-02-08 07:34 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:9:\"author_id\";s:1:\"2\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:97:\"Von Maur Department Store Selects The Meadows at Lake Saint Louis for its First Store In Missouri\";s:9:\"url_title\";s:75:\"Von Maur Department Store Selects The Meadows at Lake Saint Louis for its F\";s:6:\"submit\";s:6:\"Submit\";s:10:\"field_id_5\";s:97:\"Von Maur Department Store Selects The Meadows at Lake Saint Louis for its First Store In Missouri\";s:10:\"field_ft_5\";s:4:\"none\";s:10:\"field_id_9\";s:193:\"Davenport, Iowa-based Von Maur Department Stores will build its first store in Missouri at Davis Street Land Company\\\'s The Meadows at Lake Saint Louis lifestyle center in Lake Saint Louis, MO.\";s:10:\"field_ft_9\";s:4:\"none\";s:11:\"field_id_13\";s:0:\"\";s:10:\"field_id_7\";s:0:\"\";s:10:\"field_ft_7\";s:4:\"none\";s:10:\"field_id_8\";s:4248:\"<h1 class=\\\"section\\\">\n<p class=\\\"date\\\"><sub></sub></p>\nVon Maur Department Store Selects The Meadows at Lake Saint Louis for its First Store In Missouri</h1>\n<p>Davenport, Iowa-based Von Maur Department Stores will build its first store in Missouri at Davis Street Land Company\\\'s The Meadows at Lake Saint Louis lifestyle center in Lake Saint Louis, MO.</p>\n<p>The Meadows, scheduled to open in August 2008, is being developed on a 64-acre site at Lake Saint Louis Boulevard and Interstate 64 (I-64).</p>\n<p>Privately owned Von Maur\\\'s first store in Missouri will be a two-level, 130,000-square-foot building anchoring the north portion of The Meadows at Lake Saint Louis property. It will employ 225 Von Maur associates.</p>\n<p>\\\"Our Midwestern roots make Missouri a natural market for us,\\\" said Jim von Maur, president of Von Maur. \\\"We look forward to bringing our long-standing commitment to quality, style, selection and service to the residents of St. Louis.\\\"</p>\n<p>\\\"We are pleased that Von Maur will be anchoring The Meadows at Lake Saint Louis,\\\" said Robert Perlmutter, managing partner with Davis Street Land Company, which is developing the center along with local partner, Bruce Johnston. \\\"Our goal is to create a lifestyle center that matches the style and sophistication of St. Louis. With Von Maur as our anchor, The Meadows at Lake St. Louis is poised to become a shopping destination of choice in St. Louis.\\\"</p>\n<p>The Von Maur family has operated its privately held department store chain since its 1872 founding in Davenport, Iowa, by C.J. von Maur. The family currently operates stores in nine states, including Illinois, Indiana, Iowa, Kansas, Kentucky, Michigan, Minnesota, Nebraska, and Ohio.</p>\n<p><strong>Ferguson Properties to build hotel</strong></p>\n<p>The news of Von Maur\\\'s commitment comes on the heels of Kansas City-based Ferguson Properties\\\' decision to build a 110- to 120-room, Marriott- or a Hilton-flagged hotel at The Meadows.</p>\n<p>The hotel, to be designed as the next generation business traveler hotel, will be built on a three-acre site at the intersection of I-64 and Lake Saint Louis Boulevard.</p>\n<p>\\\"We evaluated roughly nine prospective development sites across St. Louis and concluded that The Meadows best fits our metric for the upscale, business traveler hotel that we envision,\\\" said Jewett \\\"Jay\\\" Ferguson, executive vice president of Ferguson Properties.</p>\n<p>The hotel is slated to open in spring 2009 and carries a projected completion value of more than $12 million. Ferguson estimates the new hotel will employ more than 20 people.</p>\n<p>Founded in 1983 by John Ferguson, Ferguson Properties is a commercial developer of retail, office and hospitality properties. The firm expanded into hotel development in 1990 and to date has developed seven hotels totaling nearly 500 rooms.</p>\n<p>Ferguson Properties is based in Kansas City, Mo. For more information, call 816-781-2520.</p>\n<p><strong>Bed, Bath Beyond Signs as Junior Anchor</strong></p>\n<p>Housewares giant Bed, Bath Beyond has announced it has signed on as a junior anchor with a 25,000-square-foot store, its second location in St. Charles County.</p>\n<p>\\\"We couldn\\\'t be more pleased with this newest series of events,\\\" said Johnston. \\\"It builds on the momentum we established in 2007 and is timely as we approach the grand opening of our 260,000-square-foot first phase this summer.\\\"</p>\n<p>To date, retailers committed to the center include:</p>\n<ul>\n<li>Coldwater Creek </li>\n<li>Chico\\\'s </li>\n<li>White House/Black Market </li>\n<li>Banana Republic </li>\n<li>Ann Taylor </li>\n<li>Talbots </li>\n<li>Eddie Bauer </li>\n<li>Jos. A. Bank </li>\n<li>New Balance </li>\n<li>Lenscrafters Optique </li>\n<li>The Walking Company </li>\n<li>Victoria\\\'s Secret </li>\n<li>Ann Taylor Loft </li>\n<li>New York Co. </li>\n<li>Gymboree </li>\n<li>Bath Body Works </li>\n<li>Kay Jewelers </li>\n<li>Claire\\\'s </li>\n<li>Sunglass Hut </li>\n<li>Yankee Candle </li>\n<li>Select Comfort </li>\n<li>Christopher Banks </li>\n</ul>\n<p>The lifestyle center will ultimately host 500,000 square feet of shops woven in a pedestrian-friendly \\\"downtown\\\" grid marked by water features, landscaped boulevards and outdoor gathering spaces.</p>\";s:11:\"field_id_42\";s:0:\"\";s:11:\"field_id_43\";s:0:\"\";s:11:\"field_ft_43\";s:4:\"none\";}'),(101,40,2,2,1209361748,'a:26:{s:9:\"weblog_id\";s:1:\"2\";s:8:\"entry_id\";s:0:\"\";s:6:\"sticky\";s:0:\"\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-02-08 07:45 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:9:\"author_id\";s:1:\"2\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:57:\"MoDOT Starts Construction on Route BB in Jefferson County\";s:9:\"url_title\";s:57:\"MoDOT Starts Construction on Route BB in Jefferson County\";s:6:\"submit\";s:6:\"Submit\";s:10:\"field_id_5\";s:57:\"MoDOT Starts Construction on Route BB in Jefferson County\";s:10:\"field_ft_5\";s:4:\"none\";s:10:\"field_id_9\";s:321:\"Missouri Department of Transportation will begin the first phase of construction on Route BB between Route 21 and Route 30 starting Wednesday, February 13 at 8:30 a.m. Crews will close Route BB south of Glade Chapel Road and north of Klondike Road on Wednesday. The highway is expected to be open to traffic by 3:30 pm. \n\";s:10:\"field_ft_9\";s:4:\"none\";s:11:\"field_id_13\";s:0:\"\";s:10:\"field_id_7\";s:0:\"\";s:10:\"field_ft_7\";s:4:\"none\";s:10:\"field_id_8\";s:1162:\"<h1 class=\\\"section\\\">MoDOT Starts Construction on Route BB in Jefferson County</h1>\n<p>Missouri Department of Transportation will begin the first phase of construction on Route BB between Route 21 and Route 30 starting Wednesday, February 13 at 8:30 a.m. Crews will close Route BB south of Glade Chapel Road and north of Klondike Road on Wednesday. The highway is expected to be open to traffic by 3:30 pm.</p>\n<p>The Route BB Bridge over Sand Creek (south of Regina Road) was built in approximately 1966 and needs to be repaired. There are many drainage pipes/box culverts along Route BB that are between 50 and 60 years old that need to be replaced. There is also a sharp curve on Route BB at Old Baker School Lane that needs to be straightened to improve safety and sight distance. Construction on this project is expected to be complete in summer 2008.</p>\n<p>For more information on the Route BB Bridge and Road Improvement project, visit the following link: <a href=\\\"http://www.modot.org/stlouis/major_projects/Rte.BBImprovementProject.htm\\\"><span style=\\\"color: #800080;\\\">www.modot.org/stlouis/major_projects/Rte.BBImprovementProject.htm</span></a></p>\";s:11:\"field_id_42\";s:0:\"\";s:11:\"field_id_43\";s:0:\"\";s:11:\"field_ft_43\";s:4:\"none\";}'),(102,41,2,1,1209403708,'a:27:{s:9:\"weblog_id\";s:1:\"2\";s:8:\"entry_id\";s:0:\"\";s:6:\"sticky\";s:0:\"\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-04-28 07:26 AM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:9:\"author_id\";s:1:\"1\";s:10:\"new_weblog\";s:1:\"2\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:54:\" in one relationship that’s had significant challeng\";s:9:\"url_title\";s:54:\" in one relationship that’s had significant challeng\";s:6:\"submit\";s:6:\"Submit\";s:10:\"field_id_5\";s:54:\" in one relationship that’s had significant challeng\";s:10:\"field_ft_5\";s:4:\"none\";s:10:\"field_id_9\";s:54:\" in one relationship that’s had significant challeng\";s:10:\"field_ft_9\";s:4:\"none\";s:11:\"field_id_13\";s:0:\"\";s:10:\"field_id_7\";s:0:\"\";s:10:\"field_ft_7\";s:4:\"none\";s:10:\"field_id_8\";s:70:\"<p>&nbsp;in one relationship that&rsquo;s had significant challeng</p>\";s:11:\"field_id_42\";s:0:\"\";s:11:\"field_id_43\";s:0:\"\";s:11:\"field_ft_43\";s:4:\"none\";}'),(103,42,4,1,1209416919,'a:31:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:0:\"\";s:6:\"sticky\";s:0:\"\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-02-08 11:06 AM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:1:\"4\";}s:9:\"author_id\";s:1:\"1\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:97:\"Von Maur Department Store Selects The Meadows at Lake Saint Louis for its First Store In Missouri\";s:9:\"url_title\";s:97:\"von_maur_department_store_selects_the_meadows_at_lake_saint_louis_for_its_first_store_in_missouri\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_26\";s:97:\"Von Maur Department Store Selects The Meadows at Lake Saint Louis for its First Store In Missouri\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_44\";s:194:\"Davenport, Iowa-based Von Maur Department Stores will build its first store in Missouri at Davis Street Land Company\\\'s The Meadows at Lake Saint Louis lifestyle center in Lake Saint Louis, MO. \";s:11:\"field_ft_44\";s:4:\"none\";s:11:\"field_id_28\";s:0:\"\";s:11:\"field_ft_28\";s:4:\"none\";s:11:\"field_id_38\";s:0:\"\";s:15:\"field_offset_38\";s:1:\"y\";s:11:\"field_id_39\";s:0:\"\";s:15:\"field_offset_39\";s:1:\"y\";s:11:\"field_id_40\";s:0:\"\";s:11:\"field_ft_40\";s:4:\"none\";s:11:\"field_id_29\";s:4088:\"<p>Davenport, Iowa-based Von Maur Department Stores will build its first store in Missouri at Davis Street Land Company\\\'s The Meadows at Lake Saint Louis lifestyle center in Lake Saint Louis, MO.</p>\n<p>The Meadows, scheduled to open in August 2008, is being developed on a 64-acre site at Lake Saint Louis Boulevard and Interstate 64 (I-64).</p>\n<p>Privately owned Von Maur\\\'s first store in Missouri will be a two-level, 130,000-square-foot building anchoring the north portion of The Meadows at Lake Saint Louis property. It will employ 225 Von Maur associates.</p>\n<p>\\\"Our Midwestern roots make Missouri a natural market for us,\\\" said Jim von Maur, president of Von Maur. \\\"We look forward to bringing our long-standing commitment to quality, style, selection and service to the residents of St. Louis.\\\"</p>\n<p>\\\"We are pleased that Von Maur will be anchoring The Meadows at Lake Saint Louis,\\\" said Robert Perlmutter, managing partner with Davis Street Land Company, which is developing the center along with local partner, Bruce Johnston. \\\"Our goal is to create a lifestyle center that matches the style and sophistication of St. Louis. With Von Maur as our anchor, The Meadows at Lake St. Louis is poised to become a shopping destination of choice in St. Louis.\\\"</p>\n<p>The Von Maur family has operated its privately held department store chain since its 1872 founding in Davenport, Iowa, by C.J. von Maur. The family currently operates stores in nine states, including Illinois, Indiana, Iowa, Kansas, Kentucky, Michigan, Minnesota, Nebraska, and Ohio.</p>\n<p><strong>Ferguson Properties to build hotel</strong></p>\n<p>The news of Von Maur\\\'s commitment comes on the heels of Kansas City-based Ferguson Properties\\\' decision to build a 110- to 120-room, Marriott- or a Hilton-flagged hotel at The Meadows.</p>\n<p>The hotel, to be designed as the next generation business traveler hotel, will be built on a three-acre site at the intersection of I-64 and Lake Saint Louis Boulevard.</p>\n<p>\\\"We evaluated roughly nine prospective development sites across St. Louis and concluded that The Meadows best fits our metric for the upscale, business traveler hotel that we envision,\\\" said Jewett \\\"Jay\\\" Ferguson, executive vice president of Ferguson Properties.</p>\n<p>The hotel is slated to open in spring 2009 and carries a projected completion value of more than $12 million. Ferguson estimates the new hotel will employ more than 20 people.</p>\n<p>Founded in 1983 by John Ferguson, Ferguson Properties is a commercial developer of retail, office and hospitality properties. The firm expanded into hotel development in 1990 and to date has developed seven hotels totaling nearly 500 rooms.</p>\n<p>Ferguson Properties is based in Kansas City, Mo. For more information, call 816-781-2520.</p>\n<p><strong>Bed, Bath Beyond Signs as Junior Anchor</strong></p>\n<p>Housewares giant Bed, Bath Beyond has announced it has signed on as a junior anchor with a 25,000-square-foot store, its second location in St. Charles County.</p>\n<p>\\\"We couldn\\\'t be more pleased with this newest series of events,\\\" said Johnston. \\\"It builds on the momentum we established in 2007 and is timely as we approach the grand opening of our 260,000-square-foot first phase this summer.\\\"</p>\n<p>To date, retailers committed to the center include:</p>\n<ul>\n<li>Coldwater Creek </li>\n<li>Chico\\\'s </li>\n<li>White House/Black Market </li>\n<li>Banana Republic </li>\n<li>Ann Taylor </li>\n<li>Talbots </li>\n<li>Eddie Bauer </li>\n<li>Jos. A. Bank </li>\n<li>New Balance </li>\n<li>Lenscrafters Optique </li>\n<li>The Walking Company </li>\n<li>Victoria\\\'s Secret </li>\n<li>Ann Taylor Loft </li>\n<li>New York Co. </li>\n<li>Gymboree </li>\n<li>Bath Body Works </li>\n<li>Kay Jewelers </li>\n<li>Claire\\\'s </li>\n<li>Sunglass Hut </li>\n<li>Yankee Candle </li>\n<li>Select Comfort </li>\n<li>Christopher Banks </li>\n</ul>\n<p>The lifestyle center will ultimately host 500,000 square feet of shops woven in a pedestrian-friendly \\\"downtown\\\" grid marked by water features, landscaped boulevards and outdoor gathering spaces.</p>\";s:10:\"category_0\";s:1:\"4\";}'),(104,43,4,1,1209448657,'a:31:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:0:\"\";s:6:\"sticky\";s:0:\"\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-02-04 07:54 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:1:\"4\";}s:9:\"author_id\";s:1:\"1\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:97:\"Von Maur Department Store Selects The Meadows at Lake Saint Louis for its First Store In Missouri\";s:9:\"url_title\";s:79:\"engineers_to_take_in_depth_look_at_blanchette_daniel_boone_and_route_21_bridges\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_26\";s:81:\"Engineers to take in-depth look at Blanchette, Daniel Boone, and Route 21 Bridges\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_44\";s:237:\"Three St. Louis bridges were identified as needing further analysis after bridge engineers completed a study of Missouri\\\'s 232 truss bridges. Truss bridges use steel beams joined together by steel gusset plates to support the structure.\";s:11:\"field_ft_44\";s:4:\"none\";s:11:\"field_id_28\";s:0:\"\";s:11:\"field_ft_28\";s:4:\"none\";s:11:\"field_id_38\";s:0:\"\";s:15:\"field_offset_38\";s:1:\"y\";s:11:\"field_id_39\";s:0:\"\";s:15:\"field_offset_39\";s:1:\"y\";s:11:\"field_id_40\";s:0:\"\";s:11:\"field_ft_40\";s:4:\"none\";s:11:\"field_id_29\";s:1576:\"<h1 class=\\\"section\\\">Engineers to take in-depth look at Blanchette, Daniel Boone, and Route 21 Bridges</h1>\n<p>Three St. Louis bridges were identified as needing further analysis after bridge engineers completed a study of Missouri\\\'s 232 truss bridges. Truss bridges use steel beams joined together by steel gusset plates to support the structure.</p>\n<p>The three bridges -- the westbound Blanchette Bridge on I-70, the westbound Daniel Boone Bridge on Route 40, and the southbound Route 21 bridge over the Meramec River (near the border of St. Louis and Jefferson counties) -- will be evaluated further. The preliminary study was to determine if loads had significantly increased since the original construction of the bridge. This further analysis will make sure there were no errors in the original design of the gusset plates. Bridge engineers in Jefferson City will go over the plans for these three bridges, as well as any improvements, to verify the designs.</p>\n<p>\\\"So far we\\\'ve found no problems, and I fully expect these studies to confirm that all bridges on Missouri state highways are safe,\\\" said MoDOT Director Pete Rahn. \\\"Now that we\\\'ve narrowed down the list, we\\\'ll study those bridges further to make absolutely sure there are no problems.\\\"</p>\n<p>The westbound Blanchette Bridge was built in 1958, and carries approximately 70,000 vehicles a day. The westbound Daniel Boone bridge was built in 1935 and carries approximately 46,000 vehicles daily. The southbound Route 21 bridge was built in 1940 and carries approximately 21000 vehicles daily.</p>\";s:10:\"category_0\";s:1:\"4\";}'),(105,44,4,1,1209448817,'a:31:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:0:\"\";s:6:\"sticky\";s:0:\"\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-02-04  6:58 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:1:\"4\";}s:9:\"author_id\";s:1:\"1\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:73:\"MoDOT Schedules Public Open House for Route MM Environmental Impact Study\";s:9:\"url_title\";s:73:\"modot_schedules_public_open_house_for_route_mm_environmental_impact_study\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_26\";s:73:\"MoDOT Schedules Public Open House for Route MM Environmental Impact Study\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_44\";s:347:\"The Missouri Department of Transportation will host a public open house to kick-off the next phase of planning major safety improvements to Route MM between Route 30 on the west and Route 21 on the east. The event will be held on Thursday, February 7 from 4:00-7:00 p.m. at the House Springs Intermediate School, 6180 Highway MM, House Springs, MO\";s:11:\"field_ft_44\";s:4:\"none\";s:11:\"field_id_28\";s:0:\"\";s:11:\"field_ft_28\";s:4:\"none\";s:11:\"field_id_38\";s:0:\"\";s:15:\"field_offset_38\";s:1:\"y\";s:11:\"field_id_39\";s:0:\"\";s:15:\"field_offset_39\";s:1:\"y\";s:11:\"field_id_40\";s:0:\"\";s:11:\"field_ft_40\";s:4:\"none\";s:11:\"field_id_29\";s:1108:\"<h3>MoDOT Schedules Public Open House for Route MM Environmental Impact Study</h3>\n<p>The Missouri Department of Transportation will host a public open house to kick-off the next phase of planning major safety improvements to Route MM between Route 30 on the west and Route 21 on the east. The event will be held on <strong>Thursday, February 7 from 4:00-7:00 p.m.</strong> at the House Springs Intermediate School, 6180 Highway MM, House Springs, MO.</p>\n<p>The purpose of the <em>Route MM Environmental Impact Study</em> is to examine the economic, social and environmental impacts associated with relocating or realigning this corridor. The study is the required next step when seeking federal funding for major transportation improvements.</p>\n<p>At the open house, attendees will learn what will occur during the study and provide input and share concerns about existing conditions along the corridor that could affect potential improvements. MoDOT officials and their consultants will be available to answer questions. There will be no formal presentation; therefore, citizens can stop by any time.</p>\";s:10:\"category_0\";s:1:\"4\";}'),(106,45,4,1,1209449007,'a:32:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:0:\"\";s:6:\"sticky\";s:0:\"\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-02-04 08:01 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:1:\"6\";}s:9:\"author_id\";s:1:\"1\";s:10:\"new_weblog\";s:1:\"4\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:100:\"Bruce Development Company Jumps into Clayton Office Market with $35 Million Purchase of Old Town Off\";s:9:\"url_title\";s:99:\"bruce_development_company_jumps_into_clayton_office_market_with_35_million_purchase_of_old_town_off\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_26\";s:113:\"Bruce Development Company Jumps into Clayton Office Market with $35 Million Purchase of Old Town Office Portfolio\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_44\";s:226:\"Bruce Development Company, a St. Louis-based development, investment and management company has purchased the 185,000 square foot Old Town Executive Center, a three building office complex located at 150,165 and 168 N. Meramec\";s:11:\"field_ft_44\";s:4:\"none\";s:11:\"field_id_28\";s:0:\"\";s:11:\"field_ft_28\";s:4:\"none\";s:11:\"field_id_38\";s:0:\"\";s:15:\"field_offset_38\";s:1:\"y\";s:11:\"field_id_39\";s:0:\"\";s:15:\"field_offset_39\";s:1:\"y\";s:11:\"field_id_40\";s:0:\"\";s:11:\"field_ft_40\";s:4:\"none\";s:11:\"field_id_29\";s:1977:\"<h3>Bruce Development Company Jumps into Clayton Office Market with $35 Million Purchase of Old Town Office Portfolio</h3>\n<p>Bruce Development Company, a St. Louis-based development, investment and management company has purchased the 185,000 square foot Old Town Executive Center, a three building office complex located at 150,165 and 168 N. Meramec . The Seller was TA Associates, a Boston-based private equity investment firm with several holdings in the St. Louis area. The three buildings are 100% leased and major tenants include Enterprise Bank, NISA Investment Advisors and Stinson Morrison Hecker.</p>\n<p>The acquisition is Bruce Development\\\'s first in the Clayton market. \\\"We are primarily a multi-family developer, owner and manager however the purchase of these buildings provided a great opportunity to diversify our long term holdings\\\", said Brian L. Bruce President of Bruce Development. \\\"We are very bullish on the Clayton office market and are confident that rates will continue to rise as a result of the limited amount of available Class A space... The buildings are very unique in the sense that they are not high rises and offer tenants a quieter private atmosphere with all of the amenities, advantages and location of Clayton.\\\"</p>\n<p>Bruce Development Company currently owns and manages over 3,000 apartment units and approximately 250,000 square feet of commercial of space in the metropolitan area. Over the last several years they have primarily concentrated on historic mixed use redevelopments in the City, including the recently completed Washington Avenue Apartments, a 95 unit redevelopment of the former Days Inn building at Washington &amp; Tucker, the 220,000 square foot West End Lofts condo conversion in the Central West End, and the 264 unit University Heights Loft Apartments. Jay Holland &amp; Piers Pritchard of Colliers Turley Martin represented the purchasers and Kevin Bittmann of CB Richard Ellis represented the Seller.</p>\";s:10:\"category_0\";s:1:\"6\";}'),(107,46,4,1,1209449202,'a:31:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:0:\"\";s:6:\"sticky\";s:0:\"\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-02-03 08:03 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:1:\"6\";}s:9:\"author_id\";s:1:\"1\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:98:\"Two Projects by S.M. Wilson Recognized in Midwest Construction Magazine\\\'s \\\'Best of 2007\\\' Awards\";s:9:\"url_title\";s:90:\"two_projects_by_sm_wilson_recognized_in_midwest_construction_magazines_best_of_2007_awards\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_26\";s:98:\"Two Projects by S.M. Wilson Recognized in Midwest Construction Magazine\\\'s \\\'Best of 2007\\\' Awards\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_44\";s:173:\"Two construction projects completed recently by S. M. Wilson & Co. in the St. Louis area have earned recognition in Midwest Construction magazine\\\'s \\\'Best of 2007\\\' awards.\";s:11:\"field_ft_44\";s:4:\"none\";s:11:\"field_id_28\";s:0:\"\";s:11:\"field_ft_28\";s:4:\"none\";s:11:\"field_id_38\";s:0:\"\";s:15:\"field_offset_38\";s:1:\"y\";s:11:\"field_id_39\";s:0:\"\";s:15:\"field_offset_39\";s:1:\"y\";s:11:\"field_id_40\";s:0:\"\";s:11:\"field_ft_40\";s:4:\"none\";s:11:\"field_id_29\";s:1730:\"<h3>Two Projects by S.M. Wilson Recognized in <em>Midwest Construction</em> Magazine\\\'s \\\'Best of 2007\\\' Awards</h3>\n<p>Two construction projects completed recently by S. M. Wilson &amp; Co. in the St. Louis area have earned recognition in <em>Midwest Construction</em> magazine\\\'s \\\'Best of 2007\\\' awards.</p>\n<p>The American Power Conversion Technology Center received the Award of Merit in the Commercial division, and the Dr. William D. Purser, D.C. Center at Logan College of Chiropractic was honored with the Award of Merit in the Higher Education/Research division.</p>\n<p>The two projects were chosen out of a record breaking number of 114 entries from the four states that Midwest Construction covers including, Eastern Missouri, Illinois, Wisconsin and Indiana. The winning projects were chosen based on merit, complexity, challenges faced on the job, teamwork and the aesthetic quality of the finished project.</p>\n<p>S. M. Wilson is a full-service construction management and general contracting firm, with headquarters in St. Louis, a full-service office in Kansas City and Rollins Construction Company, LLC, a wholly-owned subsidiary of S. M. Wilson, in Indianapolis. S. M. Wilson is one of the largest general construction and construction management contractors in the St. Louis area, and was named a \\\'2006 Business of the Year\\\' by St. Louis Mayor Francis Slay. The company posted more than $450 million in 2007 revenues, and ranks 143rd in <em>Engineering News-Record\\\'s</em> 2007 list of Top 400 commercial contractors nationwide. The St. Louis and Kansas City offices have been publicly recognized as a \\\'Best Places To Work\\\' in their respective cities by The St. Louis and Kansas City Business Journals.</p>\";s:10:\"category_0\";s:1:\"6\";}'),(108,47,4,1,1209449431,'a:31:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:0:\"\";s:6:\"sticky\";s:0:\"\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-01-30 08:08 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:1:\"6\";}s:9:\"author_id\";s:1:\"1\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:50:\"Western Construction Group Acquires Peoria Roofing\";s:9:\"url_title\";s:50:\"western_construction_group_acquires_peoria_roofing\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_26\";s:50:\"Western Construction Group Acquires Peoria Roofing\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_44\";s:255:\"Western Construction Group acquired the assets of Peoria Roofing & Sheet Metal located in Peoria, IL. The addition increases Western\\\'s presence in central Illinois and provides Peoria Roofing with expanded capabilities into restoration and preservation. \";s:11:\"field_ft_44\";s:4:\"none\";s:11:\"field_id_28\";s:0:\"\";s:11:\"field_ft_28\";s:4:\"none\";s:11:\"field_id_38\";s:0:\"\";s:15:\"field_offset_38\";s:1:\"y\";s:11:\"field_id_39\";s:0:\"\";s:15:\"field_offset_39\";s:1:\"y\";s:11:\"field_id_40\";s:0:\"\";s:11:\"field_ft_40\";s:4:\"none\";s:11:\"field_id_29\";s:1556:\"<h3>Western Construction Group Acquires Peoria Roofing</h3>\n<p>Western Construction Group acquired the assets of Peoria Roofing &amp; Sheet Metal located in Peoria, IL. The addition increases Western\\\'s presence in central Illinois and provides Peoria Roofing with expanded capabilities into restoration and preservation.</p>\n<p>The new branch will be known as Peoria Roofing and Restoration Company. Don Dingledine and Larry Karcher will continue to oversee sales and customer service. Mike Boyle, who has 22 years of experience at Western, will be relocating to Peoria as branch manager. Several additional Western restoration and preservation personnel will also be joining the Peoria office.</p>\n<p>In announcing the acquisition and new branch, Western Construction Group CEO Ben Bishop, Jr. remarked, \\\"Western Waterproofing has been serving customers in central Illinois from our Springfield branch since 1945. Peoria Roofing was founded in 1929 and is well known throughout central Illinois. Our diverse range of customers will gain the benefits from these years of combined expertise.\\\"</p>\n<p>Clayton Capital Partners, a St. Louis-based investment banking firm, provided investment banking advice to Western regarding this transaction.</p>\n<p>Western Construction Group, founded in 1915 in St. Louis, now has 40 offices nationwide. Family-owned and operated for three generations, the firm is ranked among the top 100 specialty contractors in the U.S. It ranks as the nation\\\'s largest specialty contractor in the field of masonry restoration.</p>\";s:10:\"category_0\";s:1:\"6\";}'),(109,48,4,1,1209449617,'a:31:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:0:\"\";s:6:\"sticky\";s:0:\"\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-01-30 08:11 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:1:\"5\";}s:9:\"author_id\";s:1:\"1\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:88:\"ACI Soliciting Papers on Uplifting Concrete in Museums, Churches, and Civic Architecture\";s:9:\"url_title\";s:86:\"aci_soliciting_papers_on_uplifting_concrete_in_museums_churches_and_civic_architecture\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_26\";s:88:\"ACI Soliciting Papers on Uplifting Concrete in Museums, Churches, and Civic Architecture\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_44\";s:309:\"ACI Committee 124, Concrete Aesthetics is requesting presentations on the use of exposed concrete in buildings and other structures that engage, elevate, and enhance the human spirit. The papers will become part of a technical session during the Fall 2008 ACI Convention in St. Louis, Missouri, Nov. 2-8, 2008\";s:11:\"field_ft_44\";s:4:\"none\";s:11:\"field_id_28\";s:0:\"\";s:11:\"field_ft_28\";s:4:\"none\";s:11:\"field_id_38\";s:0:\"\";s:15:\"field_offset_38\";s:1:\"y\";s:11:\"field_id_39\";s:0:\"\";s:15:\"field_offset_39\";s:1:\"y\";s:11:\"field_id_40\";s:0:\"\";s:11:\"field_ft_40\";s:4:\"none\";s:11:\"field_id_29\";s:1613:\"<h3>ACI Soliciting Papers on Uplifting Concrete in Museums, Churches, and Civic Architecture</h3>\n<p>ACI Committee 124, Concrete Aesthetics is requesting presentations on the use of exposed concrete in buildings and other structures that engage, elevate, and enhance the human spirit. The papers will become part of a technical session during the Fall 2008 ACI Convention in St. Louis, Missouri, Nov. 2-8, 2008.</p>\n<p>The session is cosponsored by the Sam Fox School of Design and Visual Arts, Washington University in St. Louis and supported by AIA St. Louis</p>\n<p>The exposed concrete may be of any type (cast-in-place, precast, post-tensioned, FRP, masonry, tilt-up, etc.) in any application in or on buildings, monuments, plazas, and other structures, especially those in or near St. Louis.</p>\n<p>Presentations should address issues in design, detailing, or construction through case studies, research, or the development of systems or methods.</p>\n<p>Presentations should address how the concrete is perceived and appreciated by users as well as how it was produced. Presentations having plentiful and engaging images will be favored.</p>\n<p>Requirements: 1) Presentation title; 2) speaker name, title, organization, mailing address, telephone, and e-mail; and 3) one page abstract.</p>\n<p>Deadlines: Abstract by March 1, 2008. Final presentation by August 15, 2008.</p>\n<p>Send to: Michael J. Paul, Duffield Associates, 211 North 13th Street, Suite 704, Philadelphia, PA, 19107; tel. 215.545.7295; <a href=\\\"mailto:mpaul@duffnet.com&gt;mpaul@duffnet.com\\\"><span style=\\\"color: #0000ff;\\\">.</span></a></p>\";s:10:\"category_0\";s:1:\"5\";}'),(110,49,4,1,1209449761,'a:31:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:0:\"\";s:6:\"sticky\";s:0:\"\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-01-28 08:14 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:1:\"4\";}s:9:\"author_id\";s:1:\"1\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:88:\"Court Rules Against City of O\\\'Fallon in Dispute With Public Water Supply District No. 2\";s:9:\"url_title\";s:85:\"court_rules_against_city_of_ofallon_in_dispute_with_public_water_supply_district_no_2\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_26\";s:88:\"Court Rules Against City of O\\\'Fallon in Dispute With Public Water Supply District No. 2\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_44\";s:310:\"On January 17, 2008 in Circuit Court of The County of St. Charles, Mo. (Division No. 2), Public Water Supply District No. 2 was awarded a judgment in its dispute with the City of O\\\'Fallon over the provision of sanitary service to district customers, including The Meadows at Lake Saint Louis shopping center. \";s:11:\"field_ft_44\";s:4:\"none\";s:11:\"field_id_28\";s:0:\"\";s:11:\"field_ft_28\";s:4:\"none\";s:11:\"field_id_38\";s:0:\"\";s:15:\"field_offset_38\";s:1:\"y\";s:11:\"field_id_39\";s:0:\"\";s:15:\"field_offset_39\";s:1:\"y\";s:11:\"field_id_40\";s:0:\"\";s:11:\"field_ft_40\";s:4:\"none\";s:11:\"field_id_29\";s:2440:\"<h3>Court Rules Against City of O\\\'Fallon in Dispute With Public Water Supply District No. 2</h3>\n<p>On January 17, 2008 in Circuit Court of The County of St. Charles, Mo. (Division No. 2), Public Water Supply District No. 2 was awarded a judgment in its dispute with the City of O\\\'Fallon over the provision of sanitary service to district customers, including The Meadows at Lake Saint Louis shopping center.</p>\n<p>\\\"We are pleased that the circuit court has issued a judgment which affirms the obligation of the City of O\\\'Fallon to treat the sanitary flow from The Meadows. We look forward to opening The Meadows at Lake Saint Louis shopping center on schedule this August,\\\" said Robert Perlmutter, managing partner, Davis Street Land Company, which is developing the center along with local partner, Bruce Johnston.</p>\n<p>The Meadows at Lake Saint Louis, currently under construction, is being developed in phases with the first phase encompassing junior anchors, restaurants, and specialty retail stores totaling 260,000 square feet. Future phases will bring the total development to approximately 500,000 square feet.</p>\n<p>When the center opens it will include the country\\\'s leading lifestyle retailers and restaurants found throughout the portfolio of Chicago-based Davis Street Land Company. The privately held concern focuses on the ownership and development of upscale specialty and lifestyle centers. The principals of the company are responsible for unique retail properties such as Plaza Frontenac and The Shops at Clarkson Corner in St. Louis, Renaissance Place and Orland Park Crossing in Chicago, The Mall at Green Hills in Nashville, and The Gardens on El Paseo just outside Palm Springs. For additional information, please visit the company\\\'s website at <a href=\\\"http://www.dslandco.com/\\\"><span style=\\\"color: #0000ff;\\\">www.dslandco.com.</span></a></p>\n<p>A lifetime resident of St. Louis, Bruce Johnston brings more than 25 years of retail real estate experience to The Meadows team. He began his career with The May Department Stores Company as a real estate attorney in 1982. In 1985, Johnston moved into May\\\'s real estate group, eventually becoming president of May Realty in 1996. He served in that capacity until 2004, when he left to begin a career in real estate development. Johnston is a past trustee of the International Council of Shopping Centers, and a member of the Missouri Bar Association.</p>\";s:10:\"category_0\";s:1:\"4\";}'),(111,50,4,1,1209449932,'a:31:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:0:\"\";s:6:\"sticky\";s:0:\"\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-01-25 08:16 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:1:\"6\";}s:9:\"author_id\";s:1:\"1\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:53:\"Lawrence Group, Austin Tao Associates Announce Merger\";s:9:\"url_title\";s:52:\"lawrence_group_austin_tao_associates_announce_merger\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_26\";s:53:\"Lawrence Group, Austin Tao Associates Announce Merger\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_44\";s:224:\"Lawrence Group and Austin Tao Associates (ATA) have announced a merger of their two companies. The Lawrence Group board of directors approved the acquisition as a move to expand services both nationally and internationally. \";s:11:\"field_ft_44\";s:4:\"none\";s:11:\"field_id_28\";s:0:\"\";s:11:\"field_ft_28\";s:4:\"none\";s:11:\"field_id_38\";s:0:\"\";s:15:\"field_offset_38\";s:1:\"y\";s:11:\"field_id_39\";s:0:\"\";s:15:\"field_offset_39\";s:1:\"y\";s:11:\"field_id_40\";s:0:\"\";s:11:\"field_ft_40\";s:4:\"none\";s:11:\"field_id_29\";s:4745:\"<h3>Lawrence Group, Austin Tao Associates Announce Merger</h3>\n<p>Lawrence Group and Austin Tao Associates (ATA) have announced a merger of their two companies. The Lawrence Group board of directors approved the acquisition as a move to expand services both nationally and internationally.</p>\n<p>The merger combines two successful, well-respected St. Louis design practices that have teamed on national and international projects for many years. The integration of the two businesses is underway, and the headquarters will remain in downtown St. Louis. Both companies are celebrating 25th anniversaries in 2008.</p>\n<p>\\\"Austin Tao has a tremendous reputation in the St. Louis community, both for his civic contributions as well as his significant talent and quality landscape architecture,\\\" said Steve Smith, CEO of Lawrence Group. \\\"He has built a high-quality design practice with a very creative and talented staff. We are thrilled to have them join the Lawrence Group team to help us expand the services that we can provide to our clients.\\\"</p>\n<p>Austin Tao Associates will retain its name for the time being and will operate as a subsidiary of the Lawrence Group, responsible for landscape architecture. Austin Tao will join the Lawrence Group as a principal. Tao will continue as principal designer on ATA\\\'s projects. In addition to leading the landscape architectural practice, Tao will be responsible for the Lawrence Group\\\'s growing international work.</p>\n<p>\\\"We will be picking up Austin\\\'s Beijing, China, office as part of this acquisition,\\\" said Smith. \\\"The combination of our practices will allow us to more effectively grow our international business, where we both already have significant design assignments.\\\"</p>\n<p>\\\"ATA will continue to provide the high design standards in our work for our clients,\\\" said Austin Tao. \\\"They can continue to expect the same high level of services they have always received from us. We are excited to offer new and expanded resources as a result of the merger and anticipate that our clients will benefit from the added value of this partnership.\\\"</p>\n<p>ATA was founded in 1981 by Austin P. Tao, FASLA.</p>\n<p>ATA\\\'s annual gross revenues have averaged $700,000 for the past three years.</p>\n<p>The firm has designed more than a thousand projects throughout metro St. Louis, Illinois, and most recently in China. ATA has been a leader in sustainable design principles for two decades: long before its current popular acceptance. ATA\\\'s project designs have included the use of native plant materials, prairie landscape, constructed wetlands, bio-swale, roof-top gardens, water-sensitive design and LEED certified projects.</p>\n<p>Major St. Louis projects include a pedestrian mall and plaza at Saint Louis University; projects at the St. Louis History Museum, the Planetarium and Steinberg Skating Rink in Forest Park; Probstein Golf Course in Forest Park; stations and rights-of-way for MetroLink; and landscape design for the new Interstate 64/40 improvements.</p>\n<p>Austin Tao Associates, Inc. (ATA) is a landscape architecture, urban design and planning firm founded in 1981 by Austin P. Tao, FASLA, president. ATA is headquartered in St. Louis with a professional design staff of eight landscape designers, including two licensed landscape architects, offering planning and design of outdoor spaces for both public and private projects. A network office in Beijing, China, established in 2004 offers planning, architectural, and landscape architectural services, as well as a cutting-edge graphic rendering studio with a staff of 12. Austin Tao is a distinguished Fellow of the American Society of Landscape Architecture (ASLA). ATA is certified as a Disadvantaged Business Enterprise (DBE), by the Bi-State Development Agency (BSDA), East West Gateway Coordinating Council (EWGCC), Illinois Department of Transportation (IDOT), the Missouri Department of Transportation (MoDOT) and St. Louis Airport Authority (SLAA), St. Louis Development Corporation (SLDC) - MBE#146/City of St. Louis.</p>\n<p>The Lawrence Group is one of the largest building design, planning, and project delivery firms in St. Louis with 200 employees in five states, including network offices in Austin, Texas; New York, New York; Denver, Colorado; and Davidson, North Carolina. Named in the \\\"Top 100 Giants\\\" by Interior Design magazine, the Lawrence Group offers architecture, interior design, a retail furniture showroom, graphic design, town planning, construction management, and real estate development services to health care, commercial and housing clients. Lawrence Group is a member of the American Institute of Architects, the U.S. Green Building Council and the Urban Land Institute.</p>\";s:10:\"category_0\";s:1:\"6\";}'),(112,51,4,1,1209450173,'a:31:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:0:\"\";s:6:\"sticky\";s:0:\"\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-01-24 08:19 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:1:\"4\";}s:9:\"author_id\";s:1:\"1\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:52:\"Hendricks & Partners Announces Sale of Village Green\";s:9:\"url_title\";s:50:\"hendricks_partners_announces_sale_of_village_green\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_26\";s:52:\"Hendricks & Partners Announces Sale of Village Green\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_44\";s:191:\"Hendricks & Partners has announced the sale of Village Green, located at 14441 Village Green Parkway in Chesterfield, MO. The 252-unit apartment community was sold for an undisclosed amount. \";s:11:\"field_ft_44\";s:4:\"none\";s:11:\"field_id_28\";s:0:\"\";s:11:\"field_ft_28\";s:4:\"none\";s:11:\"field_id_38\";s:0:\"\";s:15:\"field_offset_38\";s:1:\"y\";s:11:\"field_id_39\";s:0:\"\";s:15:\"field_offset_39\";s:1:\"y\";s:11:\"field_id_40\";s:0:\"\";s:11:\"field_ft_40\";s:4:\"none\";s:11:\"field_id_29\";s:1563:\"<h3>Hendricks &amp; Partners Announces Sale of Village Green</h3>\n<p>Hendricks &amp; Partners has announced the sale of Village Green, located at 14441 Village Green Parkway in Chesterfield, MO. The 252-unit apartment community was sold for an undisclosed amount.</p>\n<p>Constructed in 1972, Village Green consists of 15 three-story, garden buildings, housing six different floor plans of one-, two- and three-bedroom units on 22.34 acres. Amenities including a clubhouse, indoor and outdoor pools, fitness center, tennis courts, and computer / business center. Interior amenities include refrigerators, dishwashers, disposals, ceiling fans, mini-blinds and walk-in closets.</p>\n<p>Village Green is located in the highly-desirable Chesterfield / Town and Country area and is convenient to all major interstates, premier retail centers and restaurants. The property is located across from the newlydeveloped Town and Country Crossing, a 310,000 square foot \\\"life style\\\" shopping center.</p>\n<p>The Seller was Village Apartments, LLC of St. Louis, MO.</p>\n<p>The Buyer was Mills Village Green, LLC of St. Louis, MO.</p>\n<p>The transaction was negotiated by Ken Aston of the St. Louis office of Hendricks &amp; Partners, on behalf of both the Seller and the Buyer.</p>\n<p>\\\"Village Green was purchased by the Buyer as an investment with plans for renovations and updates. The property is located in a great high-income area and 10 offers for the property were fielded during the 90-day marketing period,\\\" said Ken Aston, Partner with Hendricks &amp; Partners.</p>\";s:10:\"category_0\";s:1:\"4\";}'),(113,52,4,1,1209450357,'a:31:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:0:\"\";s:6:\"sticky\";s:0:\"\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-01-22 08:24 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:1:\"7\";}s:9:\"author_id\";s:1:\"1\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:44:\"CB Richard Ellis Lease and Sale Transactions\";s:9:\"url_title\";s:44:\"cb_richard_ellis_lease_and_sale_transactions\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_26\";s:44:\"CB Richard Ellis Lease and Sale Transactions\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_44\";s:44:\"CB Richard Ellis Lease and Sale Transactions\";s:11:\"field_ft_44\";s:4:\"none\";s:11:\"field_id_28\";s:0:\"\";s:11:\"field_ft_28\";s:4:\"none\";s:11:\"field_id_38\";s:0:\"\";s:15:\"field_offset_38\";s:1:\"y\";s:11:\"field_id_39\";s:0:\"\";s:15:\"field_offset_39\";s:1:\"y\";s:11:\"field_id_40\";s:0:\"\";s:11:\"field_ft_40\";s:4:\"none\";s:11:\"field_id_29\";s:3514:\"<h3>CB Richard Ellis Lease and Sale Transactions</h3>\n<p><strong>David Randolph, SIOR, of CB Richard Ellis</strong> represented RREEF America REIT II Corp. YYY in a 24,445-square-foot lease extension at 2130 Kratky Road, Overland, with the lessee, Girl Scouts of Eastern Missouri.</p>\n<p><strong>Marc Cacciarelli, SIOR, and Brian Bush of CB Richard Ellis</strong> represented Eastern Industrial Capital LP in leasing 103,317 square feet of industrial space at 1601-1609 Park 370 Court, Hazelwood, to Potter Electric Signal Company, represented by <strong>Mike Statter of Colliers Turley Martin Tucker</strong> and <strong>Kevin Gallagher of Gateway Commercial.</strong></p>\n<p><strong>Mark McNulty of CB Richard Ellis</strong> represented RB in the sale of a 34,742-square-foot retail building at 9300-9320 Lewis and Clark Blvd., North St. Louis County, to Dale Crawford.</p>\n<p><strong>Allen Klippel, SIOR, of CB Richard Ellis</strong> represented Associated Materials, Inc., in leasing 23,400 square feet of industrial space at 1900 West Sunset, Springfield, from Kansas Plaza, LLC, represented by <strong>David Murray of R.B. Murray Co.</strong></p>\n<p><strong>Brian Bush of CB Richard Ellis</strong> represented Cellnet Technology, Inc., in leasing 21,332 square feet of service center space at 8610 Page Avenue in mid-county St. Louis from Page Business Center, LLC, represented by <strong>Phil Hulse of Gateway Commercial.</strong></p>\n<p><strong>Lynn Schenck, SIOR, and David Steinbach of CB Richard Ellis</strong> represented Black\\\'s Ridge, LLC, in leasing 2,374 square feet of office space at 16253 Swingley Ridge Road, Chesterfield, to Intuition &amp; Logic, Inc., represented by <strong>Peter Pfeifer of Equis Corp.</strong></p>\n<p><strong>Jeff Kaiser of CB Richard Ellis</strong> represented CS Gateway, LLC, in a 6,318-square-foot office lease renewal at One Memorial Drive, with the lessee, Goldstein and Price, LC.</p>\n<p><strong>Jeff Kaiser of CB Richard Ellis</strong> represented Hertz Broadway Tower, LLC, in leasing 22,130 square feet of office space at 100 N. Broadway, to Herzog Crebs, LLP, represented by <strong>Mike Wolken of Coldwell Banker Commercial.</strong></p>\n<p><strong>Lynn Schenck, SIOR, and David Steinbach of CB Richard Ellis</strong> represented Maune Development Company in the sale of a 1,651-square-foot office condo in The Equity in Clayton, 7711 Bonhomme Ave., to Wolfe Properties, LLC.</p>\n<p><strong>Mark Hinchey and Jeff Kaiser of CB Richard Ellis</strong> represented Direct Impact, Inc., in leasing 5,336 square feet of office space at 12747 Olive Blvd., West St. Louis County, from BSP Golub Creve Coeur, LLC, represented by <strong>Tom Ray and Ann Dulle of CB Richard Ellis.</strong></p>\n<p><strong>Mark Palmer of CB Richard Ellis</strong> represented Affina, LLC, in a 5,912-square-foot office lease expansion at 622 Emerson Road, Creve Coeur, with the lessor, I &amp; G Direct Real Estate 18, LP, represented by <strong>Colliers Turley Martin Tucker.</strong></p>\n<p><strong>Tom Ray and Jeff Kaiser of CB Richard Ellis</strong> represented NW Plaza Owners, LLC, in leasing 2,952 square feet of office space at 500 Northwest Plaza Drive, St. Ann, to UPS Supply Chain Solutions, Inc., represented by <strong>Mark Hinchey of CB Richard Ellis.</strong></p>\n<p><strong>Ann Dulle and Tom Ray of CB Richard Ellis</strong> represented WPP Holdings, LLC, in leasing 7,069 square feet of office space at 621 West Port Plaza Drive, Maryland Heights, to F &amp; N, LLC.</p>\";s:10:\"category_0\";s:1:\"7\";}'),(114,53,4,1,1209450523,'a:32:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:0:\"\";s:6:\"sticky\";s:0:\"\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-01-22 08:26 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:2:{i:0;s:1:\"5\";i:1;s:1:\"7\";}s:9:\"author_id\";s:1:\"1\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:78:\"Mary Daniels of Woodard Cleaning and Restoration Named BOMA Member of the Year\";s:9:\"url_title\";s:78:\"mary_daniels_of_woodard_cleaning_and_restoration_named_boma_member_of_the_year\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_26\";s:78:\"Mary Daniels of Woodard Cleaning and Restoration Named BOMA Member of the Year\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_44\";s:187:\"The Building Owners and Managers Association of St. Louis (BOMA) recently presented its annual \\\"Todd Arnold Member of the Year\\\" Award to Mary Daniels of Woodard Cleaning & Restoration. \";s:11:\"field_ft_44\";s:4:\"none\";s:11:\"field_id_28\";s:0:\"\";s:11:\"field_ft_28\";s:4:\"none\";s:11:\"field_id_38\";s:0:\"\";s:15:\"field_offset_38\";s:1:\"y\";s:11:\"field_id_39\";s:0:\"\";s:15:\"field_offset_39\";s:1:\"y\";s:11:\"field_id_40\";s:0:\"\";s:11:\"field_ft_40\";s:4:\"none\";s:11:\"field_id_29\";s:1614:\"<h3>Mary Daniels of Woodard Cleaning and Restoration Named BOMA Member of the Year</h3>\n<p>The Building Owners and Managers Association of St. Louis (BOMA) recently presented its annual \\\"Todd Arnold Member of the Year\\\" Award to Mary Daniels of Woodard Cleaning &amp; Restoration.</p>\n<p>Selected by the BOMA Board of Directors and Past Presidents Council, Daniels was recognized for her active participation in several BOMA committees and her help in the development of the annual Real Estate Trade Expo, in addition to her ongoing commitment to the organization as a whole.</p>\n<p>As an account manager with Woodard Cleaning &amp; Restoration, Daniels is responsible for seeking prospective clients and ensuring customer satisfaction with Woodard\\\'s services.</p>\n<p>\\\"Mary is an asset not only to BOMA, but to Woodard as well,\\\" said Ann Bueler, Co-President of Woodard. \\\"Her ability to build professional working relationships with her clients is exceptional, and she works tirelessly on their behalf to guarantee our services exceed expectations. Mary brings the same level of dedication to all of her endeavors, and we are very proud of her accomplishments both here and with BOMA.\\\"</p>\n<hr />\n<p><em>Woodard Cleaning &amp; Restoration Services was founded in 1946 as St. Louis\\\' first in-home rug and carpet cleaning company, and is now the area\\\'s largest commercial and residential cleaning company for carpets, rugs and furniture. For more information, visit <a href=\\\"http://www.woodardcleaning.com/\\\"><span style=\\\"color: #0000ff;\\\">www.woodardcleaning.com</span></a> or call 314-961-4055. </em></p>\";s:10:\"category_0\";s:1:\"5\";s:10:\"category_1\";s:1:\"7\";}'),(115,54,4,1,1209450662,'a:31:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:0:\"\";s:6:\"sticky\";s:0:\"\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-01-22 08:29 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:1:\"7\";}s:9:\"author_id\";s:1:\"1\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:28:\"Sandza Promoted To Associate\";s:9:\"url_title\";s:28:\"sandza_promoted_to_associate\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_26\";s:28:\"Sandza Promoted To Associate\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_44\";s:95:\"Ottolino Winters Huebner (OWH) has announced that Jerry Sandza has been promoted to Associate. \";s:11:\"field_ft_44\";s:4:\"none\";s:11:\"field_id_28\";s:0:\"\";s:11:\"field_ft_28\";s:4:\"none\";s:11:\"field_id_38\";s:0:\"\";s:15:\"field_offset_38\";s:1:\"y\";s:11:\"field_id_39\";s:0:\"\";s:15:\"field_offset_39\";s:1:\"y\";s:11:\"field_id_40\";s:0:\"\";s:11:\"field_ft_40\";s:4:\"none\";s:11:\"field_id_29\";s:486:\"<h3>Sandza Promoted To Associate</h3>\n<p>Ottolino Winters Huebner (OWH) has announced that <strong>Jerry Sandza</strong> has been promoted to Associate. OWH has also announced that <strong>Ryan King</strong> has passed the Architect Registration Exam. OWH is a full-service architectural firm specializing in healthcare, corporate, commercial and educational projects. For more information visit <a href=\\\"http://owh-inc.com/\\\"><span style=\\\"color: #0000ff;\\\">owh-inc.com</span></a></p>\";s:10:\"category_0\";s:1:\"7\";}'),(116,55,4,1,1209450766,'a:32:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:0:\"\";s:6:\"sticky\";s:0:\"\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-01-22 08:31 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:2:{i:0;s:1:\"6\";i:1;s:1:\"7\";}s:9:\"author_id\";s:1:\"1\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:66:\"Groves Joins Byrne Jones Construction as Project Manager/Estimator\";s:9:\"url_title\";s:66:\"groves_joins_byrne_jones_construction_as_project_manager_estimator\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_26\";s:66:\"Groves Joins Byrne Jones Construction as Project Manager/Estimator\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_44\";s:151:\"Matthew Groves has been named project manager/estimator for Byrne Jones Construction, the largest commercial asphalt paving company in metro St. Louis.\";s:11:\"field_ft_44\";s:4:\"none\";s:11:\"field_id_28\";s:0:\"\";s:11:\"field_ft_28\";s:4:\"none\";s:11:\"field_id_38\";s:0:\"\";s:15:\"field_offset_38\";s:1:\"y\";s:11:\"field_id_39\";s:0:\"\";s:15:\"field_offset_39\";s:1:\"y\";s:11:\"field_id_40\";s:0:\"\";s:11:\"field_ft_40\";s:4:\"none\";s:11:\"field_id_29\";s:560:\"<h3>Groves Joins Byrne Jones Construction as Project Manager/Estimator</h3>\n<p><strong>Matthew Groves</strong> has been named project manager/estimator for <strong>Byrne Jones Construction,</strong> the largest commercial asphalt paving company in metro St. Louis.</p>\n<p>&nbsp;</p>\n<p>In his new position, Groves will provide paving estimates including materials assessment, and oversee projects.</p>\n<p>Groves holds a bachelor\\\'s degree in computer aided drafting (CAD) and architectural design from the University of Central Missouri in Warrensburg, MO.</p>\";s:10:\"category_0\";s:1:\"6\";s:10:\"category_1\";s:1:\"7\";}'),(117,56,4,2,1209668345,'a:31:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:0:\"\";s:6:\"sticky\";s:0:\"\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-01 08:56 AM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:1:\"6\";}s:9:\"author_id\";s:1:\"2\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:31:\"Hanneke Nails \\\"Golden Hammer\\\"\";s:9:\"url_title\";s:27:\"hanneke_nails_golden_hammer\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_26\";s:31:\"Hanneke Nails \\\"Golden Hammer\\\"\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_44\";s:112:\"St. Louis\\\' Hanneke Hardware will receive national recognition May 6 at the National Hardware Show in Las Vegas.\";s:11:\"field_ft_44\";s:4:\"none\";s:11:\"field_id_28\";s:0:\"\";s:11:\"field_ft_28\";s:4:\"none\";s:11:\"field_id_38\";s:0:\"\";s:15:\"field_offset_38\";s:1:\"y\";s:11:\"field_id_39\";s:0:\"\";s:15:\"field_offset_39\";s:1:\"y\";s:11:\"field_id_40\";s:0:\"\";s:11:\"field_ft_40\";s:4:\"none\";s:11:\"field_id_29\";s:2464:\"<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt;\\\"><span style=\\\"font-size: small;\\\"><span style=\\\"color: #000000;\\\"><span style=\\\"font-family: Times New Roman;\\\"><strong>Hanneke Nails \\\"Golden Hammer\\\"</strong></span></span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt;\\\"><span style=\\\"font-size: small; color: #000000; font-family: Times New Roman;\\\">&nbsp;</span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt;\\\"><span style=\\\"font-size: small;\\\"><span style=\\\"color: #000000;\\\"><span style=\\\"font-family: Times New Roman;\\\">St. Louis\\\' Hanneke Hardware will receive national recognition May 6 at the National Hardware Show in Las Vegas.</span></span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt;\\\"><span style=\\\"font-size: small; color: #000000; font-family: Times New Roman;\\\">&nbsp;</span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt;\\\"><span style=\\\"font-size: small;\\\"><span style=\\\"color: #000000;\\\"><span style=\\\"font-family: Times New Roman;\\\">Hanneke is one of four retailers nationally that will be honored at the \\\"Golden Hammer Awards,\\\" which are presented by Home Channel News magazine.</span></span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt;\\\"><span style=\\\"font-size: small; color: #000000; font-family: Times New Roman;\\\">&nbsp;</span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt;\\\"><span style=\\\"font-size: small;\\\"><span style=\\\"color: #000000;\\\"><span style=\\\"font-family: Times New Roman;\\\">In addition to the four retailers, the awards recognize 32 retail Golden Hammer winners and 32 Silver Circle winners. The winners are selected by a panel of executives from top hardware industry companies, such as Sears, True Value, ACE, and Westlake.</span></span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt;\\\"><span style=\\\"font-size: small; color: #000000; font-family: Times New Roman;\\\">&nbsp;</span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt;\\\"><span style=\\\"font-size: small;\\\"><span style=\\\"color: #000000;\\\"><span style=\\\"font-family: Times New Roman;\\\">Tony Miller, president of Hanneke, which has three locations in the St. Louis area, said that his organization was singled out as the \\\"most innovative\\\" hardware retailer. Last year Miller\\\'s company built a kitchen, bath, and flooring center directed at both consumers and contractors in its Afton location on Gravois near Tesson Ferry.</span></span></span></p>\";s:10:\"category_0\";s:1:\"6\";}'),(118,57,2,1,1210151741,'a:26:{s:9:\"weblog_id\";s:1:\"2\";s:8:\"entry_id\";s:0:\"\";s:6:\"sticky\";s:0:\"\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-06 11:14 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:9:\"author_id\";s:1:\"1\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:37:\"\\\"Meet the Machines\\\" Attracts 12,000\";s:9:\"url_title\";s:32:\"meet_the_machines_attracts_12000\";s:6:\"submit\";s:6:\"Submit\";s:10:\"field_id_5\";s:38:\"\\\"Meet the Machines\\\" Attracts 12,000 \";s:10:\"field_ft_5\";s:4:\"none\";s:10:\"field_id_9\";s:370:\"Nearly 12,000 adults and kids were on hand to “Meet the Machinesâ€ at Budrovich Excavating & Contracting Headquarters on April 26.  The fourth annual event, co-hosted by Fabick CAT, welcomed a record number of nearly 4,500 children ranging in age from three to 16. The event was held at Budrovich’s headquarters, which is in an old quarry in south St. Louis County.\";s:10:\"field_ft_9\";s:4:\"none\";s:11:\"field_id_13\";s:0:\"\";s:10:\"field_id_7\";s:0:\"\";s:10:\"field_ft_7\";s:4:\"none\";s:10:\"field_id_8\";s:4803:\"<p><img alt=\\\"Meet the machines.\\\" class=\\\"image-left\\\" height=\\\"299\\\" src=\\\"/images/uploads/features/machines/meet-the-machines-3.jpg\\\" style=\\\"float: left;\\\" width=\\\"250\\\" />Nearly\n12,000 adults and kids were on hand to &ldquo;Meet the Machines&rdquo; at Budrovich\nExcavating &amp; Contracting Headquarters on April 26.&nbsp; The fourth\nannual event, co-hosted by Fabick CAT, welcomed a record number of\nnearly 4,500 children ranging in age from three to 16. The event was\nheld at Budrovich&rsquo;s headquarters, which is in an old quarry in south\nSt. Louis County.</p>\n<p>The day began at 10 a.m. and 1,500 hard hats were distributed by\n10:45 am.&nbsp; Each child also received an event site map, developed by Bax\nEngineering, as well as a goodie bag upon entry to the event.&nbsp;</p>\n<p>Attendees were able to visit many different themed stations\ninvolving some aspect of construction or just all around fun.&nbsp; Visitors\nfirst experienced one of the largest quarry trucks, a 773 CAT off\nhighway truck.&nbsp;</p>\n<p>Other stations included, &ldquo;Rock City&rdquo; where the young constructors\nwere able to play Guitar Hero&reg; and Wii&trade; games.&nbsp; Additionally visitors\ncould decorate hard hats at &ldquo;Sticker City,&rdquo; hosted by the Magic House.&nbsp;</p>\n<p>Multitudes of equipment were in &ldquo;The Boneyard&rdquo; for the young\nconstructors to climb into the seat and imagine working on a\nconstruction site.&nbsp; Children three&nbsp; to&nbsp; five years old had a chance to\n&ldquo;dig for gold&rdquo; in a giant sandbox while sitting on CAT kids&rsquo; diggers.&nbsp;</p>\n<p>&ldquo;Cosmic Bowling&rdquo; allowed children to operate a mini excavator in\norder to knock over florescent colored bowling pins.&nbsp; At the &ldquo;Picture\nThis!&rdquo; station kids enjoyed an opportunity to have their photo taken in\na CAT mini excavator or get their photo taken with Izzy the Grizzlie\nfrom the Gateway Grizzlies.&nbsp;</p>\n<p>The highlight of the day for many kids was the &ldquo;Bucket Bullseye&rdquo;\narea where they had the opportunity to ride in a 90&rsquo; JLG man-lift and\ntry to win a Wii&trade; by dropping a Nerf football into a bullseye the size\nof a 5 gallon bucket.&nbsp; They could enter trivia contests, view the CAT\ntop fuel dragster and Manitowoc OCC Chopper, autograph a dozer blade\npainted in a &ldquo;Pirates of the Caribbean&rdquo; theme, climb up to see the\ncockpit of the largest mobile hydraulic crane in Missouri (Grove GMK\n7550&mdash;550 ton crane), go for a 60-foot ride in a man-basket, operate a\nCAT motor grader via the M-Series training simulator, or operate a\ncrane in the Manitowoc 2250 crane simulator.&nbsp;</p>\n<p>&ldquo;What a great day for my two-year-old son Michael&nbsp; and my family.&nbsp;\nYou can tell that the work put into the event was heartfelt and a team\neffort.&rdquo; JoAnn Gray-Adams of Granite City, IL said.&nbsp;</p>\n<p><img alt=\\\"Meet the machines.\\\" height=\\\"265\\\" src=\\\"/images/uploads/features/machines/meet-the-machines-2.jpg\\\" width=\\\"400\\\" /></p>\n<p>Ben and Luke Neider, ages four and two, confirmed that sentiment.&nbsp;\n&ldquo;We had a very fun day,&rdquo; Ben said.&nbsp; &ldquo;We really liked Cosmic Bowling and\nthanks for lunch.&rdquo;</p>\n<p>A.J. Ford, vice president of marketing for Budrovich, said &ldquo;We\nstarted this event four years ago as a way to introduce young kids to\nthe heavy side of the equipment industry mostly as a grassroots\ncampaign with the construction industry. This event has generated more\ninterest and excitement than we ever would have imagined.&nbsp;</p>\n<p><img alt=\\\"Meet the machines.\\\" height=\\\"268\\\" src=\\\"/images/uploads/features/machines/meet-the-machines_1.jpg\\\" width=\\\"400\\\" /></p>\n<p>&ldquo;We have people coming from as far away as Kansas City now to\nattend.&nbsp; We wanted to make year four more exciting and larger than last\nand with the help of KTRS &lsquo;The Big 550&rsquo; radio station and all of our\nvendor partners, I believe we have accomplished it.&nbsp; The St. Louis\ncounty police helicopter landing and taking off is always exciting.&rdquo;&nbsp;<br />&nbsp;&ldquo;It\nis amazing to see the overwhelming interest in construction equipment\nby children of all ages. Fabick CAT is proud to be a part of such an\namazing event. The volunteers should also be commended for their\ntremendous support,&rdquo; commented Renee Famula Marketing for Fabick CAT.</p>\n<p>The Budrovich Companies specialize in site utility excavation,\ngrading, crane rental, and residential, commercial and industrial land\ndevelopment. Headquartered in Fenton, Fabick CAT is the authorized\ndealer of Caterpillar equipment, prime and stand-by power systems,\nparts and service, compact construction, and rental equipment for 99\ncounties in mid and southern Missouri and southern Illinois.</p>\";s:11:\"field_id_42\";s:56:\"/images/uploads/features/machines/machines_feature_1.jpg\";s:11:\"field_id_43\";s:17:\"Meet the Machines\";s:11:\"field_ft_43\";s:4:\"none\";}'),(119,57,2,1,1210151755,'a:29:{s:9:\"weblog_id\";s:1:\"2\";s:8:\"entry_id\";s:2:\"57\";s:6:\"sticky\";s:1:\"n\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-06 11:14 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:2:\"15\";}s:9:\"author_id\";s:1:\"1\";s:10:\"new_weblog\";s:1:\"2\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:37:\"\\\"Meet the Machines\\\" Attracts 12,000\";s:9:\"url_title\";s:32:\"meet_the_machines_attracts_12000\";s:6:\"submit\";s:6:\"Update\";s:10:\"field_id_5\";s:38:\"\\\"Meet the Machines\\\" Attracts 12,000 \";s:10:\"field_ft_5\";s:4:\"none\";s:10:\"field_id_9\";s:370:\"Nearly 12,000 adults and kids were on hand to “Meet the Machinesâ€ at Budrovich Excavating & Contracting Headquarters on April 26.  The fourth annual event, co-hosted by Fabick CAT, welcomed a record number of nearly 4,500 children ranging in age from three to 16. The event was held at Budrovich’s headquarters, which is in an old quarry in south St. Louis County.\";s:10:\"field_ft_9\";s:4:\"none\";s:11:\"field_id_13\";s:0:\"\";s:10:\"field_id_7\";s:0:\"\";s:10:\"field_ft_7\";s:4:\"none\";s:10:\"field_id_8\";s:4803:\"<p><img alt=\\\"Meet the machines.\\\" class=\\\"image-left\\\" height=\\\"299\\\" src=\\\"/images/uploads/features/machines/meet-the-machines-3.jpg\\\" style=\\\"float: left;\\\" width=\\\"250\\\" />Nearly\n12,000 adults and kids were on hand to &ldquo;Meet the Machines&rdquo; at Budrovich\nExcavating &amp; Contracting Headquarters on April 26.&nbsp; The fourth\nannual event, co-hosted by Fabick CAT, welcomed a record number of\nnearly 4,500 children ranging in age from three to 16. The event was\nheld at Budrovich&rsquo;s headquarters, which is in an old quarry in south\nSt. Louis County.</p>\n<p>The day began at 10 a.m. and 1,500 hard hats were distributed by\n10:45 am.&nbsp; Each child also received an event site map, developed by Bax\nEngineering, as well as a goodie bag upon entry to the event.&nbsp;</p>\n<p>Attendees were able to visit many different themed stations\ninvolving some aspect of construction or just all around fun.&nbsp; Visitors\nfirst experienced one of the largest quarry trucks, a 773 CAT off\nhighway truck.&nbsp;</p>\n<p>Other stations included, &ldquo;Rock City&rdquo; where the young constructors\nwere able to play Guitar Hero&reg; and Wii&trade; games.&nbsp; Additionally visitors\ncould decorate hard hats at &ldquo;Sticker City,&rdquo; hosted by the Magic House.&nbsp;</p>\n<p>Multitudes of equipment were in &ldquo;The Boneyard&rdquo; for the young\nconstructors to climb into the seat and imagine working on a\nconstruction site.&nbsp; Children three&nbsp; to&nbsp; five years old had a chance to\n&ldquo;dig for gold&rdquo; in a giant sandbox while sitting on CAT kids&rsquo; diggers.&nbsp;</p>\n<p>&ldquo;Cosmic Bowling&rdquo; allowed children to operate a mini excavator in\norder to knock over florescent colored bowling pins.&nbsp; At the &ldquo;Picture\nThis!&rdquo; station kids enjoyed an opportunity to have their photo taken in\na CAT mini excavator or get their photo taken with Izzy the Grizzlie\nfrom the Gateway Grizzlies.&nbsp;</p>\n<p>The highlight of the day for many kids was the &ldquo;Bucket Bullseye&rdquo;\narea where they had the opportunity to ride in a 90&rsquo; JLG man-lift and\ntry to win a Wii&trade; by dropping a Nerf football into a bullseye the size\nof a 5 gallon bucket.&nbsp; They could enter trivia contests, view the CAT\ntop fuel dragster and Manitowoc OCC Chopper, autograph a dozer blade\npainted in a &ldquo;Pirates of the Caribbean&rdquo; theme, climb up to see the\ncockpit of the largest mobile hydraulic crane in Missouri (Grove GMK\n7550&mdash;550 ton crane), go for a 60-foot ride in a man-basket, operate a\nCAT motor grader via the M-Series training simulator, or operate a\ncrane in the Manitowoc 2250 crane simulator.&nbsp;</p>\n<p>&ldquo;What a great day for my two-year-old son Michael&nbsp; and my family.&nbsp;\nYou can tell that the work put into the event was heartfelt and a team\neffort.&rdquo; JoAnn Gray-Adams of Granite City, IL said.&nbsp;</p>\n<p><img alt=\\\"Meet the machines.\\\" height=\\\"265\\\" src=\\\"/images/uploads/features/machines/meet-the-machines-2.jpg\\\" width=\\\"400\\\" /></p>\n<p>Ben and Luke Neider, ages four and two, confirmed that sentiment.&nbsp;\n&ldquo;We had a very fun day,&rdquo; Ben said.&nbsp; &ldquo;We really liked Cosmic Bowling and\nthanks for lunch.&rdquo;</p>\n<p>A.J. Ford, vice president of marketing for Budrovich, said &ldquo;We\nstarted this event four years ago as a way to introduce young kids to\nthe heavy side of the equipment industry mostly as a grassroots\ncampaign with the construction industry. This event has generated more\ninterest and excitement than we ever would have imagined.&nbsp;</p>\n<p><img alt=\\\"Meet the machines.\\\" height=\\\"268\\\" src=\\\"/images/uploads/features/machines/meet-the-machines_1.jpg\\\" width=\\\"400\\\" /></p>\n<p>&ldquo;We have people coming from as far away as Kansas City now to\nattend.&nbsp; We wanted to make year four more exciting and larger than last\nand with the help of KTRS &lsquo;The Big 550&rsquo; radio station and all of our\nvendor partners, I believe we have accomplished it.&nbsp; The St. Louis\ncounty police helicopter landing and taking off is always exciting.&rdquo;&nbsp;<br />&nbsp;&ldquo;It\nis amazing to see the overwhelming interest in construction equipment\nby children of all ages. Fabick CAT is proud to be a part of such an\namazing event. The volunteers should also be commended for their\ntremendous support,&rdquo; commented Renee Famula Marketing for Fabick CAT.</p>\n<p>The Budrovich Companies specialize in site utility excavation,\ngrading, crane rental, and residential, commercial and industrial land\ndevelopment. Headquartered in Fenton, Fabick CAT is the authorized\ndealer of Caterpillar equipment, prime and stand-by power systems,\nparts and service, compact construction, and rental equipment for 99\ncounties in mid and southern Missouri and southern Illinois.</p>\";s:11:\"field_id_42\";s:56:\"/images/uploads/features/machines/machines_feature_1.jpg\";s:11:\"field_id_43\";s:17:\"Meet the Machines\";s:11:\"field_ft_43\";s:4:\"none\";s:10:\"category_0\";s:2:\"15\";}'),(120,57,2,1,1210151808,'a:29:{s:9:\"weblog_id\";s:1:\"2\";s:8:\"entry_id\";s:2:\"57\";s:6:\"sticky\";s:1:\"n\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-06 11:14 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:2:\"15\";}s:9:\"author_id\";s:1:\"1\";s:10:\"new_weblog\";s:1:\"2\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:37:\"\\\"Meet the Machines\\\" Attracts 12,000\";s:9:\"url_title\";s:32:\"meet_the_machines_attracts_12000\";s:6:\"submit\";s:6:\"Update\";s:10:\"field_id_5\";s:38:\"\\\"Meet the Machines\\\" Attracts 12,000 \";s:10:\"field_ft_5\";s:4:\"none\";s:10:\"field_id_9\";s:368:\"Nearly 12,000 adults and kids were on hand to \\\"Meet the Machines\\\" at Budrovich Excavating & Contracting Headquarters on April 26.  The fourth annual event, co-hosted by Fabick CAT, welcomed a record number of nearly 4,500 children ranging in age from three to 16. The event was held at Budrovich’s headquarters, which is in an old quarry in south St. Louis County.\";s:10:\"field_ft_9\";s:4:\"none\";s:11:\"field_id_13\";s:0:\"\";s:10:\"field_id_7\";s:0:\"\";s:10:\"field_ft_7\";s:4:\"none\";s:10:\"field_id_8\";s:4803:\"<p><img alt=\\\"Meet the machines.\\\" class=\\\"image-left\\\" height=\\\"299\\\" src=\\\"/images/uploads/features/machines/meet-the-machines-3.jpg\\\" style=\\\"float: left;\\\" width=\\\"250\\\" />Nearly\n12,000 adults and kids were on hand to &ldquo;Meet the Machines&rdquo; at Budrovich\nExcavating &amp; Contracting Headquarters on April 26.&nbsp; The fourth\nannual event, co-hosted by Fabick CAT, welcomed a record number of\nnearly 4,500 children ranging in age from three to 16. The event was\nheld at Budrovich&rsquo;s headquarters, which is in an old quarry in south\nSt. Louis County.</p>\n<p>The day began at 10 a.m. and 1,500 hard hats were distributed by\n10:45 am.&nbsp; Each child also received an event site map, developed by Bax\nEngineering, as well as a goodie bag upon entry to the event.&nbsp;</p>\n<p>Attendees were able to visit many different themed stations\ninvolving some aspect of construction or just all around fun.&nbsp; Visitors\nfirst experienced one of the largest quarry trucks, a 773 CAT off\nhighway truck.&nbsp;</p>\n<p>Other stations included, &ldquo;Rock City&rdquo; where the young constructors\nwere able to play Guitar Hero&reg; and Wii&trade; games.&nbsp; Additionally visitors\ncould decorate hard hats at &ldquo;Sticker City,&rdquo; hosted by the Magic House.&nbsp;</p>\n<p>Multitudes of equipment were in &ldquo;The Boneyard&rdquo; for the young\nconstructors to climb into the seat and imagine working on a\nconstruction site.&nbsp; Children three&nbsp; to&nbsp; five years old had a chance to\n&ldquo;dig for gold&rdquo; in a giant sandbox while sitting on CAT kids&rsquo; diggers.&nbsp;</p>\n<p>&ldquo;Cosmic Bowling&rdquo; allowed children to operate a mini excavator in\norder to knock over florescent colored bowling pins.&nbsp; At the &ldquo;Picture\nThis!&rdquo; station kids enjoyed an opportunity to have their photo taken in\na CAT mini excavator or get their photo taken with Izzy the Grizzlie\nfrom the Gateway Grizzlies.&nbsp;</p>\n<p>The highlight of the day for many kids was the &ldquo;Bucket Bullseye&rdquo;\narea where they had the opportunity to ride in a 90&rsquo; JLG man-lift and\ntry to win a Wii&trade; by dropping a Nerf football into a bullseye the size\nof a 5 gallon bucket.&nbsp; They could enter trivia contests, view the CAT\ntop fuel dragster and Manitowoc OCC Chopper, autograph a dozer blade\npainted in a &ldquo;Pirates of the Caribbean&rdquo; theme, climb up to see the\ncockpit of the largest mobile hydraulic crane in Missouri (Grove GMK\n7550&mdash;550 ton crane), go for a 60-foot ride in a man-basket, operate a\nCAT motor grader via the M-Series training simulator, or operate a\ncrane in the Manitowoc 2250 crane simulator.&nbsp;</p>\n<p>&ldquo;What a great day for my two-year-old son Michael&nbsp; and my family.&nbsp;\nYou can tell that the work put into the event was heartfelt and a team\neffort.&rdquo; JoAnn Gray-Adams of Granite City, IL said.&nbsp;</p>\n<p><img alt=\\\"Meet the machines.\\\" height=\\\"265\\\" src=\\\"/images/uploads/features/machines/meet-the-machines-2.jpg\\\" width=\\\"400\\\" /></p>\n<p>Ben and Luke Neider, ages four and two, confirmed that sentiment.&nbsp;\n&ldquo;We had a very fun day,&rdquo; Ben said.&nbsp; &ldquo;We really liked Cosmic Bowling and\nthanks for lunch.&rdquo;</p>\n<p>A.J. Ford, vice president of marketing for Budrovich, said &ldquo;We\nstarted this event four years ago as a way to introduce young kids to\nthe heavy side of the equipment industry mostly as a grassroots\ncampaign with the construction industry. This event has generated more\ninterest and excitement than we ever would have imagined.&nbsp;</p>\n<p><img alt=\\\"Meet the machines.\\\" height=\\\"268\\\" src=\\\"/images/uploads/features/machines/meet-the-machines_1.jpg\\\" width=\\\"400\\\" /></p>\n<p>&ldquo;We have people coming from as far away as Kansas City now to\nattend.&nbsp; We wanted to make year four more exciting and larger than last\nand with the help of KTRS &lsquo;The Big 550&rsquo; radio station and all of our\nvendor partners, I believe we have accomplished it.&nbsp; The St. Louis\ncounty police helicopter landing and taking off is always exciting.&rdquo;&nbsp;<br />&nbsp;&ldquo;It\nis amazing to see the overwhelming interest in construction equipment\nby children of all ages. Fabick CAT is proud to be a part of such an\namazing event. The volunteers should also be commended for their\ntremendous support,&rdquo; commented Renee Famula Marketing for Fabick CAT.</p>\n<p>The Budrovich Companies specialize in site utility excavation,\ngrading, crane rental, and residential, commercial and industrial land\ndevelopment. Headquartered in Fenton, Fabick CAT is the authorized\ndealer of Caterpillar equipment, prime and stand-by power systems,\nparts and service, compact construction, and rental equipment for 99\ncounties in mid and southern Missouri and southern Illinois.</p>\";s:11:\"field_id_42\";s:56:\"/images/uploads/features/machines/machines_feature_1.jpg\";s:11:\"field_id_43\";s:17:\"Meet the Machines\";s:11:\"field_ft_43\";s:4:\"none\";s:10:\"category_0\";s:2:\"15\";}'),(121,58,4,2,1210269746,'a:31:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:0:\"\";s:6:\"sticky\";s:0:\"\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-08 07:59 AM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:1:\"4\";}s:9:\"author_id\";s:1:\"2\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:51:\"Green Building/Sustainability Conference Comes Here\";s:9:\"url_title\";s:51:\"green_building_sustainability_conference_comes_here\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_26\";s:51:\"Green Building/Sustainability Conference Comes Here\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_44\";s:174:\"Greening the Heartland, the premier annual conference on green building and sustainability in the Midwest, will be held June 22-24 at America’s Center in downtown St. Louis\";s:11:\"field_ft_44\";s:4:\"none\";s:11:\"field_id_28\";s:0:\"\";s:11:\"field_ft_28\";s:4:\"none\";s:11:\"field_id_38\";s:0:\"\";s:15:\"field_offset_38\";s:1:\"y\";s:11:\"field_id_39\";s:0:\"\";s:15:\"field_offset_39\";s:1:\"y\";s:11:\"field_id_40\";s:0:\"\";s:11:\"field_ft_40\";s:4:\"none\";s:11:\"field_id_29\";s:26210:\"<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><strong style=\\\"mso-bidi-font-weight: normal;\\\"><span style=\\\"font-family: TimesNewRomanPS-BoldMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPS-BoldMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\"><span style=\\\"font-size: small;\\\"><span style=\\\"color: #000000;\\\"><span style=\\\"font-family: Times;\\\">Green Building/Sustainability Conference Comes Here</span></span></span></span></strong></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><strong style=\\\"mso-bidi-font-weight: normal;\\\"><span style=\\\"font-family: TimesNewRomanPS-BoldMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPS-BoldMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\"><span style=\\\"font-size: small; color: #000000; font-family: Times;\\\">&nbsp;</span></span></strong></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><span style=\\\"font-family: TimesNewRomanPS-BoldMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPS-BoldMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\"><span style=\\\"font-size: small;\\\"><span style=\\\"color: #000000;\\\"><span style=\\\"font-family: Times;\\\">Greening the Heartland, the premier annual conference on green building and sustainability in the Midwest, will be held June 22-24 at America&rsquo;s Center in downtown St. Louis,. The U.S. Green Building Council (USGBC) &ndash; St. Louis</span></span></span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><span style=\\\"font-family: TimesNewRomanPS-BoldMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPS-BoldMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\"><span style=\\\"font-size: small;\\\"><span style=\\\"color: #000000;\\\"><span style=\\\"font-family: Times;\\\">Regional Chapter will host this fifth annual event, which is geared toward people interested in greening their town, business, college campus or building.</span></span></span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><span style=\\\"font-family: TimesNewRomanPS-BoldMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPS-BoldMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\"><span style=\\\"font-size: small; color: #000000; font-family: Times;\\\">&nbsp;</span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><span style=\\\"font-family: TimesNewRomanPS-BoldMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPS-BoldMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\"><span style=\\\"font-size: small;\\\"><span style=\\\"color: #000000;\\\"><span style=\\\"font-family: Times;\\\">&ldquo;We are honored to have this prestigious conference in the Gateway City,&rdquo; says Pat Justis, board chair of the USGBC&rsquo;s St. Louis chapter. &ldquo;Greening the Heartland 2008 will be an opportunity not only to highlight the latest in green building techniques but also to discuss how the public and private sectors can work together to promote sustainable design and construction strategies.&rdquo;</span></span></span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><span style=\\\"font-family: TimesNewRomanPS-BoldMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPS-BoldMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\"><span style=\\\"font-size: small; color: #000000; font-family: Times;\\\">&nbsp;</span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><span style=\\\"font-family: TimesNewRomanPS-BoldMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPS-BoldMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\"><span style=\\\"font-size: small;\\\"><span style=\\\"color: #000000;\\\"><span style=\\\"font-family: Times;\\\">Greening the Heartland will demonstrate how green buildings promote the &lsquo;triple bottom</span></span></span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><span style=\\\"font-family: TimesNewRomanPS-BoldMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPS-BoldMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\"><span style=\\\"font-size: small;\\\"><span style=\\\"color: #000000;\\\"><span style=\\\"font-family: Times;\\\">line&rsquo; of profitability, people and the environment &ndash; without compromising resources for</span></span></span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><span style=\\\"font-family: TimesNewRomanPS-BoldMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPS-BoldMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\"><span style=\\\"font-size: small;\\\"><span style=\\\"color: #000000;\\\"><span style=\\\"font-family: Times;\\\">future generations. It will feature international sustainability leaders in four</span></span></span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><span style=\\\"font-family: TimesNewRomanPS-BoldMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPS-BoldMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\"><span style=\\\"font-size: small;\\\"><span style=\\\"color: #000000;\\\"><span style=\\\"font-family: Times;\\\">content areas: corporate; community; education; and government. </span></span></span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><span style=\\\"font-family: TimesNewRomanPS-BoldMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPS-BoldMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\"><span style=\\\"font-size: small; color: #000000; font-family: Times;\\\">&nbsp;</span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><span style=\\\"font-family: TimesNewRomanPS-BoldMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPS-BoldMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\"><span style=\\\"font-size: small;\\\"><span style=\\\"color: #000000;\\\"><span style=\\\"font-family: Times;\\\">These leaders include:</span></span></span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><span style=\\\"font-family: TimesNewRomanPS-BoldMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPS-BoldMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\"><span style=\\\"font-size: small; color: #000000; font-family: Times;\\\">&nbsp;</span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><span style=\\\"font-family: TimesNewRomanPS-BoldMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPS-BoldMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\"><span style=\\\"font-size: small;\\\"><span style=\\\"color: #000000;\\\"><span style=\\\"font-family: Times;\\\">Ray Anderson, the founder of Interface, who revolutionized the commercial floor covering industry by producing America&rsquo;s first free-lay carpet tiles; </span></span></span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><span style=\\\"font-family: TimesNewRomanPS-BoldMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPS-BoldMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\"><span style=\\\"font-size: small; color: #000000; font-family: Times;\\\">&nbsp;</span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><span style=\\\"font-family: TimesNewRomanPS-BoldMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPS-BoldMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\"><span style=\\\"font-size: small;\\\"><span style=\\\"color: #000000;\\\"><span style=\\\"font-family: Times;\\\">Jaime Lerner, an architect and urban planner responsible for creating and structuring the Institute of Urban Planning and Research of Curitiba in Brazil; </span></span></span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><span style=\\\"font-family: TimesNewRomanPS-BoldMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPS-BoldMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\"><span style=\\\"font-size: small; color: #000000; font-family: Times;\\\">&nbsp;</span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><span style=\\\"font-family: TimesNewRomanPS-BoldMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPS-BoldMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\"><span style=\\\"font-size: small;\\\"><span style=\\\"color: #000000;\\\"><span style=\\\"font-family: Times;\\\">Leith Sharp, who established the Harvard Green Campus Initiative; and Grand Rapids, Michigan </span></span></span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><span style=\\\"font-family: TimesNewRomanPS-BoldMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPS-BoldMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\"><span style=\\\"font-size: small; color: #000000; font-family: Times;\\\">&nbsp;</span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><span style=\\\"font-family: TimesNewRomanPS-BoldMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPS-BoldMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\"><span style=\\\"font-size: small;\\\"><span style=\\\"color: #000000;\\\"><span style=\\\"font-family: Times;\\\">Mayor George Heartwell, whose city of Grand Rapids, MI has &ldquo;gone green&rdquo; by implementing a variety of environmental measures.</span></span></span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><span style=\\\"font-family: TimesNewRomanPS-BoldMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPS-BoldMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\"><span style=\\\"font-size: small; color: #000000; font-family: Times;\\\">&nbsp;</span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><span style=\\\"font-family: TimesNewRomanPS-BoldMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPS-BoldMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\"><span style=\\\"font-size: small;\\\"><span style=\\\"color: #000000;\\\"><span style=\\\"font-family: Times;\\\">&ldquo;We have some of the top leaders in sustainability speaking at this conference,&rdquo; says</span></span></span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><span style=\\\"font-family: TimesNewRomanPS-BoldMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPS-BoldMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\"><span style=\\\"font-size: small;\\\"><span style=\\\"color: #000000;\\\"><span style=\\\"font-family: Times;\\\">Brandyn Jones, conference co-chair. &ldquo;In addition, we will have nearly 50 sessions,</span></span></span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><span style=\\\"font-family: TimesNewRomanPS-BoldMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPS-BoldMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\"><span style=\\\"font-size: small;\\\"><span style=\\\"color: #000000;\\\"><span style=\\\"font-family: Times;\\\">numerous tours showcasing St. Louis&rsquo; most innovative buildings and sites and an extensive<span style=\\\"mso-spacerun: yes;\\\">&nbsp; </span>exposition featuring the latest in sustainable building products and services.&rdquo;</span></span></span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><span style=\\\"font-family: TimesNewRomanPS-BoldMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPS-BoldMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\"><span style=\\\"font-size: small;\\\"><span style=\\\"color: #000000;\\\"><span style=\\\"font-family: Times;\\\">The sessions will focus on such topics as how to transform communities through green</span></span></span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><span style=\\\"font-family: TimesNewRomanPS-BoldMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPS-BoldMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\"><span style=\\\"font-size: small;\\\"><span style=\\\"color: #000000;\\\"><span style=\\\"font-family: Times;\\\">development, staying green and staying competitive, state-of-the-art energy technologies</span></span></span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><span style=\\\"font-family: TimesNewRomanPS-BoldMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPS-BoldMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\"><span style=\\\"font-size: small;\\\"><span style=\\\"color: #000000;\\\"><span style=\\\"font-family: Times;\\\">and new construction innovations. Before and after the conference, there will be</span></span></span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><span style=\\\"font-family: TimesNewRomanPS-BoldMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPS-BoldMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\"><span style=\\\"font-size: small;\\\"><span style=\\\"color: #000000;\\\"><span style=\\\"font-family: Times;\\\">professional workshops, including Leadership in Energy and Environmental Design</span></span></span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><span style=\\\"font-size: small;\\\"><span style=\\\"color: #000000;\\\"><span style=\\\"font-family: Times;\\\"><span style=\\\"font-family: TimesNewRomanPS-BoldMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPS-BoldMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\">(LEED&trade;) training where attendees can earn continuing education credits.</span><span style=\\\"color: black; font-family: TimesNewRomanPSMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPSMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\"></span></span></span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><span style=\\\"color: black; font-family: TimesNewRomanPSMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPSMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\"><span style=\\\"font-size: small; font-family: Times;\\\">&nbsp;</span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><span style=\\\"font-size: small;\\\"><span style=\\\"font-family: Times;\\\"><span style=\\\"color: black; font-family: TimesNewRomanPSMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPSMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\">St. Louis</span><span style=\\\"color: black; font-family: TimesNewRomanPSMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPSMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\">&rsquo; greening efforts will be highlighted during bus and bike tours. One bus tour will include a visit to Alberici headquarters, which has been certified Platinum under the LEED for New Construction rating system at 60 points, the world&rsquo;s second highest credit level achieved to date. Another will visit St. Louis Community College&rsquo;s new state-of-the-art<span style=\\\"mso-spacerun: yes;\\\">&nbsp; </span>Wildwood campus. This &ldquo;green&rdquo; campus is the first of its kind in Missouri built with<span style=\\\"mso-spacerun: yes;\\\">&nbsp; </span>environmentally friendly materials and architecture.</span></span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><span style=\\\"color: black; font-family: TimesNewRomanPSMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPSMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\"><span style=\\\"font-size: small; font-family: Times;\\\">&nbsp;</span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><span style=\\\"color: black; font-family: TimesNewRomanPSMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPSMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\"><span style=\\\"font-size: small;\\\"><span style=\\\"font-family: Times;\\\">The Honorary Chairs for Greening the Heartland are: Corporate &ndash; David Kemper,</span></span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><span style=\\\"color: black; font-family: TimesNewRomanPSMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPSMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\"><span style=\\\"font-size: small;\\\"><span style=\\\"font-family: Times;\\\">Chairman, Commerce Bank; Education &ndash; Dr. Paul Ferguson, Provost, Southern Illinois</span></span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><span style=\\\"color: black; font-family: TimesNewRomanPSMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPSMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\"><span style=\\\"font-size: small;\\\"><span style=\\\"font-family: Times;\\\">University Edwardsville; Government &ndash; Honorable Linda Goldstein, Mayor of Clayton,</span></span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><span style=\\\"font-size: small;\\\"><span style=\\\"font-family: Times;\\\"><span style=\\\"color: black; font-family: TimesNewRomanPSMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPSMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\">Missouri</span><span style=\\\"color: black; font-family: TimesNewRomanPSMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPSMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\">; and Community &ndash; Glenda Abney, Manager, Earthways Center.</span></span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><span style=\\\"color: black; font-family: TimesNewRomanPSMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPSMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\"><span style=\\\"font-size: small; font-family: Times;\\\">&nbsp;</span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><span style=\\\"color: black; font-family: TimesNewRomanPSMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPSMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\"><span style=\\\"font-size: small;\\\"><span style=\\\"font-family: Times;\\\">The USGBC &ndash; St. Louis Regional Chapter was founded in January 2001.The chapter seeks to transform the built environment by: increasing LEED-registered and certified buildings; facilitating professional development and accreditation; and promoting practical green building standards.</span></span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><span style=\\\"color: black; font-family: TimesNewRomanPSMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPSMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\"><span style=\\\"font-size: small; font-family: Times;\\\">&nbsp;</span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><span style=\\\"color: black; font-family: TimesNewRomanPSMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPSMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\"><span style=\\\"font-size: small;\\\"><span style=\\\"font-family: Times;\\\">There are eleven other heartland regional chapters plus two affiliates partnering with</span></span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><span style=\\\"color: black; font-family: TimesNewRomanPSMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPSMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\"><span style=\\\"font-size: small;\\\"><span style=\\\"font-family: Times;\\\">USGBC &ndash; St. Louis Regional Chapter on Greening the Heartland. They are: Central</span></span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><span style=\\\"font-size: small;\\\"><span style=\\\"font-family: Times;\\\"><span style=\\\"color: black; font-family: TimesNewRomanPSMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPSMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\">Illinois</span><span style=\\\"color: black; font-family: TimesNewRomanPSMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPSMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\">; Chicago; Cincinnati Regional; Detroit Regional; Flatwater; Greater Kansas City;</span></span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><span style=\\\"font-size: small;\\\"><span style=\\\"font-family: Times;\\\"><span style=\\\"color: black; font-family: TimesNewRomanPSMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPSMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\">Indiana</span><span style=\\\"color: black; font-family: TimesNewRomanPSMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPSMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\">; Mississippi Headwaters; Missouri Heartland; West Michigan; Iowa; Cleveland</span></span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><span style=\\\"font-size: small;\\\"><span style=\\\"font-family: Times;\\\"><span style=\\\"color: black; font-family: TimesNewRomanPSMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPSMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\">Green</span><span style=\\\"color: black; font-family: TimesNewRomanPSMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPSMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\"> Building Coalition; and the Wisconsin Green Building Alliance.</span></span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><span style=\\\"color: black; font-family: TimesNewRomanPSMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPSMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\"><span style=\\\"font-size: small; font-family: Times;\\\">&nbsp;</span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><span style=\\\"font-size: small;\\\"><span style=\\\"font-family: Times;\\\"><span style=\\\"color: black; font-family: TimesNewRomanPSMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPSMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\">Conference registration is now open at </span><span style=\\\"color: blue; font-family: TimesNewRomanPSMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPSMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\">www.greeningtheheartland.org </span><span style=\\\"color: black; font-family: TimesNewRomanPSMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPSMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\">For more</span></span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt; mso-pagination: none; mso-layout-grid-align: none;\\\"><span style=\\\"color: black; font-family: TimesNewRomanPSMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPSMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\"><span style=\\\"font-size: small;\\\"><span style=\\\"font-family: Times;\\\">information about the conference, sponsorships and/or being an exhibitor, call 1-866-933-</span></span></span></p>\n<p class=\\\"MsoNormal\\\" style=\\\"margin: 0in 0in 0pt;\\\"><span style=\\\"font-size: small;\\\"><span style=\\\"font-family: Times;\\\"><span style=\\\"color: black; font-family: TimesNewRomanPSMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPSMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\">4GRN or email to </span><span style=\\\"color: blue; font-family: TimesNewRomanPSMT; mso-fareast-font-family: \\\'Times New Roman\\\'; mso-hansi-font-family: TimesNewRomanPSMT; mso-bidi-font-family: \\\'Times New Roman\\\';\\\">info@greeningtheheartland.org</span></span></span></p>\";s:10:\"category_0\";s:1:\"4\";}'),(122,57,2,1,1210354603,'a:29:{s:9:\"weblog_id\";s:1:\"2\";s:8:\"entry_id\";s:2:\"57\";s:6:\"sticky\";s:1:\"n\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-06 11:14 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:2:\"15\";}s:9:\"author_id\";s:1:\"1\";s:10:\"new_weblog\";s:1:\"2\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:37:\"\\\"Meet the Machines\\\" Attracts 12,000\";s:9:\"url_title\";s:32:\"meet_the_machines_attracts_12000\";s:6:\"submit\";s:6:\"Update\";s:10:\"field_id_5\";s:38:\"\\\"Meet the Machines\\\" Attracts 12,000 \";s:10:\"field_ft_5\";s:4:\"none\";s:10:\"field_id_9\";s:367:\"Nearly 12,000 adults and kids were on hand to \\\"Meet the Machines\\\" at Budrovich Excavating & Contracting Headquarters on April 26.  The fourth annual event, co-hosted by Fabick CAT, welcomed a record number of nearly 4,500 children ranging in age from three to 16. The event was held at Budrovich\\\'s headquarters, which is in an old quarry in south St. Louis County.\";s:10:\"field_ft_9\";s:4:\"none\";s:11:\"field_id_13\";s:0:\"\";s:10:\"field_id_7\";s:0:\"\";s:10:\"field_ft_7\";s:4:\"none\";s:10:\"field_id_8\";s:4803:\"<p><img alt=\\\"Meet the machines.\\\" class=\\\"image-left\\\" height=\\\"299\\\" src=\\\"/images/uploads/features/machines/meet-the-machines-3.jpg\\\" style=\\\"float: left;\\\" width=\\\"250\\\" />Nearly\n12,000 adults and kids were on hand to &ldquo;Meet the Machines&rdquo; at Budrovich\nExcavating &amp; Contracting Headquarters on April 26.&nbsp; The fourth\nannual event, co-hosted by Fabick CAT, welcomed a record number of\nnearly 4,500 children ranging in age from three to 16. The event was\nheld at Budrovich&rsquo;s headquarters, which is in an old quarry in south\nSt. Louis County.</p>\n<p>The day began at 10 a.m. and 1,500 hard hats were distributed by\n10:45 am.&nbsp; Each child also received an event site map, developed by Bax\nEngineering, as well as a goodie bag upon entry to the event.&nbsp;</p>\n<p>Attendees were able to visit many different themed stations\ninvolving some aspect of construction or just all around fun.&nbsp; Visitors\nfirst experienced one of the largest quarry trucks, a 773 CAT off\nhighway truck.&nbsp;</p>\n<p>Other stations included, &ldquo;Rock City&rdquo; where the young constructors\nwere able to play Guitar Hero&reg; and Wii&trade; games.&nbsp; Additionally visitors\ncould decorate hard hats at &ldquo;Sticker City,&rdquo; hosted by the Magic House.&nbsp;</p>\n<p>Multitudes of equipment were in &ldquo;The Boneyard&rdquo; for the young\nconstructors to climb into the seat and imagine working on a\nconstruction site.&nbsp; Children three&nbsp; to&nbsp; five years old had a chance to\n&ldquo;dig for gold&rdquo; in a giant sandbox while sitting on CAT kids&rsquo; diggers.&nbsp;</p>\n<p>&ldquo;Cosmic Bowling&rdquo; allowed children to operate a mini excavator in\norder to knock over florescent colored bowling pins.&nbsp; At the &ldquo;Picture\nThis!&rdquo; station kids enjoyed an opportunity to have their photo taken in\na CAT mini excavator or get their photo taken with Izzy the Grizzlie\nfrom the Gateway Grizzlies.&nbsp;</p>\n<p>The highlight of the day for many kids was the &ldquo;Bucket Bullseye&rdquo;\narea where they had the opportunity to ride in a 90&rsquo; JLG man-lift and\ntry to win a Wii&trade; by dropping a Nerf football into a bullseye the size\nof a 5 gallon bucket.&nbsp; They could enter trivia contests, view the CAT\ntop fuel dragster and Manitowoc OCC Chopper, autograph a dozer blade\npainted in a &ldquo;Pirates of the Caribbean&rdquo; theme, climb up to see the\ncockpit of the largest mobile hydraulic crane in Missouri (Grove GMK\n7550&mdash;550 ton crane), go for a 60-foot ride in a man-basket, operate a\nCAT motor grader via the M-Series training simulator, or operate a\ncrane in the Manitowoc 2250 crane simulator.&nbsp;</p>\n<p>&ldquo;What a great day for my two-year-old son Michael&nbsp; and my family.&nbsp;\nYou can tell that the work put into the event was heartfelt and a team\neffort.&rdquo; JoAnn Gray-Adams of Granite City, IL said.&nbsp;</p>\n<p><img alt=\\\"Meet the machines.\\\" height=\\\"265\\\" src=\\\"/images/uploads/features/machines/meet-the-machines-2.jpg\\\" width=\\\"400\\\" /></p>\n<p>Ben and Luke Neider, ages four and two, confirmed that sentiment.&nbsp;\n&ldquo;We had a very fun day,&rdquo; Ben said.&nbsp; &ldquo;We really liked Cosmic Bowling and\nthanks for lunch.&rdquo;</p>\n<p>A.J. Ford, vice president of marketing for Budrovich, said &ldquo;We\nstarted this event four years ago as a way to introduce young kids to\nthe heavy side of the equipment industry mostly as a grassroots\ncampaign with the construction industry. This event has generated more\ninterest and excitement than we ever would have imagined.&nbsp;</p>\n<p><img alt=\\\"Meet the machines.\\\" height=\\\"268\\\" src=\\\"/images/uploads/features/machines/meet-the-machines_1.jpg\\\" width=\\\"400\\\" /></p>\n<p>&ldquo;We have people coming from as far away as Kansas City now to\nattend.&nbsp; We wanted to make year four more exciting and larger than last\nand with the help of KTRS &lsquo;The Big 550&rsquo; radio station and all of our\nvendor partners, I believe we have accomplished it.&nbsp; The St. Louis\ncounty police helicopter landing and taking off is always exciting.&rdquo;&nbsp;<br />&nbsp;&ldquo;It\nis amazing to see the overwhelming interest in construction equipment\nby children of all ages. Fabick CAT is proud to be a part of such an\namazing event. The volunteers should also be commended for their\ntremendous support,&rdquo; commented Renee Famula Marketing for Fabick CAT.</p>\n<p>The Budrovich Companies specialize in site utility excavation,\ngrading, crane rental, and residential, commercial and industrial land\ndevelopment. Headquartered in Fenton, Fabick CAT is the authorized\ndealer of Caterpillar equipment, prime and stand-by power systems,\nparts and service, compact construction, and rental equipment for 99\ncounties in mid and southern Missouri and southern Illinois.</p>\";s:11:\"field_id_42\";s:56:\"/images/uploads/features/machines/machines_feature_1.jpg\";s:11:\"field_id_43\";s:17:\"Meet the Machines\";s:11:\"field_ft_43\";s:4:\"none\";s:10:\"category_0\";s:2:\"15\";}'),(123,59,2,1,1210700827,'a:26:{s:9:\"weblog_id\";s:1:\"2\";s:8:\"entry_id\";s:0:\"\";s:6:\"sticky\";s:0:\"\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-13 07:40 AM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:9:\"author_id\";s:1:\"1\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:46:\"St. Louis Architecture Firm Growing With China\";s:9:\"url_title\";s:45:\"st_louis_architecture_firm_growing_with_china\";s:6:\"submit\";s:6:\"Submit\";s:10:\"field_id_5\";s:46:\"St. Louis Architecture Firm Growing With China\";s:10:\"field_ft_5\";s:4:\"none\";s:10:\"field_id_9\";s:282:\"The Olympics this year are expected to showcase the \\\"new China\\\" that is fairly vibrating with innovation and energy. Many companies in mature Western markets want in on that sizzling economy, and one Western design company that is well placed to the sizzle is St. Louis-based HOK.\";s:10:\"field_ft_9\";s:4:\"none\";s:11:\"field_id_13\";s:1:\"9\";s:10:\"field_id_7\";s:0:\"\";s:10:\"field_ft_7\";s:4:\"none\";s:10:\"field_id_8\";s:5386:\"<p>The Olympics this year are expected to showcase the &ldquo;new China&rdquo; that is fairly vibrating with innovation and energy. Many companies in mature Western markets want in on that sizzling economy, and one Western design company that is well placed to the sizzle is St. Louis-based HOK.<br /><br />China&rsquo;s government, as reported in the China Daily News, says that its economy grew 65 percent in the last five years, for an average annual growth rate of 10.6 percent. The United States Central Intelligence Agency ranks the Chinese economy as the second largest national economy in the world, and The Economist magazine projects that China will move ahead of the United States into first place within 12 years.<br /><br />&ldquo;It is amazing how fast things move,&rdquo; said Glenn Wing, vice president and director of interior design of HOK Hong Kong, and president of the Hong Kong chapter of the American Institute of Architects. He recently stopped in St. Louis for a couple of days and spoke to CNR about working in China. Wing spent 20 years working in New York City after getting his graduate degree from Columbia University, and then he was recruited by a Chinese company and moved to Hong Kong in 2002.<br /><br />&ldquo;I thought Manhattan was as fast as life gets, but it is faster in Hong Kong. Clients come at you faster, they want the property faster, and they want the product faster,&rdquo; he said. It is not that regulation is any less &ndash; it actually is similar, he said &ndash; &ldquo;there is just a vibe and an energy there to get things done.&rdquo;<br /><br />Wing joined HOK in 2005, shortly after the company had begun what would turn into a major growth spurt in Asia. HOK opened its office in Hong Kong in 1984 when it was designing the Hong Kong stadium and master planning the new airport. In 2003 HOK opened a second Asian office in Beijing, following that with new offices in Shanghai in 2005, Singapore in 2006 and Ho Chi Minh City in 2007. The last office puts the company in a good position to enjoy Vietnam&rsquo;s economic ascent, which some analysts predict will be the world&rsquo;s fastest over the next decade.<br /><br />&ldquo;We have 5 offices and 150 people, offering full planning and design services in all locations,&rdquo; he said.<br /><br />Although many of HOK&rsquo;s clients in Asia are multinational corporations with global standards for all their offices, there still are cultural differences that anyone practicing design in Asia has to be aware of, he said.<br /><br />&nbsp;&ldquo;Whether you are in Hong Kong, Taipei, or Singapore, you have to pay attention to feng shui, which literally means wind and water,&rdquo; Wing said. &ldquo;It is a form of geomancy. The idea is to balance out energy, called &ldquo;chi,&rdquo; which has to flow smoothly through the building interior or your company&rsquo;s fortunes will fall. This comes into play even with multinational companies because the locals strongly believe in it. Even if you are designing for solar orientation, you have to take feng shui into account. <br /><br />&ldquo;You call in a feng shui priest. Taking into account personal details of the company director and the company business, he will say things like, &lsquo;the financial person has to sit in this corner,&rsquo; and you can&rsquo;t fight it,&rdquo; he said.<br /><br />One US-based financial reporting company, for example, has a fish tank in most of its offices in Asia, he said, because &ldquo; a fish tank brings good feng shui.&rdquo;<br /><br />Another difference is in the use of &ldquo;green&rdquo; or sustainable products.<br /><br />&ldquo;One sustainable product we use in America is bamboo. In Hong Kong it has a bad reputation. Hong Kong is one of the last places where construction scaffolding is built out of bamboo. You&rsquo;ll see 60-story scaffolding built of bamboo and what are basically zip strips tying it together. So, bamboo there has a connotation of being a construction material. At first I couldn&rsquo;t get it, and then I realized that asking a Chinese company to put bamboo on their floors or walls was like asking a corporate client here to cover their board room walls with strand board.&rdquo;<br /><br />Even global standards for workplace planning have to bend a little for Asia. <br /><br />&ldquo;Real estate is much, much more expensive in Asia, so work stations, offices, etc., are all smaller,&rdquo; he said, but at the same time hoteling, which is a popular space-saver with many western corporations, &ldquo;is not easily transferred to Asia because people don&rsquo;t have the space to work at home,&rdquo; he said.<br /><br />In addition to corporate work, HOK was involved in the master planning for the Olympics and the company&rsquo;s Sports Group consults with the Olympic committee and the Hong Kong Jockey Club on the games&rsquo; equestrian events. <br /><br />&ldquo;Some of our biggest interiors projects are the interior design of government offices in Hong Kong and for Beijing offices for the fourth largest insurance company in the world,&rdquo; Wing added. &ldquo;A large portion of our projects are in India right now, and we also approached for projects in the Philippines, Malaysia, Indonesia, and Vietnam.&rdquo;<br /><br />Wing&rsquo;s advice to anyone going to work in Asia: &ldquo;fasten your seat belt.&rdquo;</p>\";s:11:\"field_id_42\";s:0:\"\";s:11:\"field_id_43\";s:0:\"\";s:11:\"field_ft_43\";s:4:\"none\";}'),(124,59,2,1,1210701079,'a:29:{s:9:\"weblog_id\";s:1:\"2\";s:8:\"entry_id\";s:2:\"59\";s:6:\"sticky\";s:1:\"n\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-13 07:40 AM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:2:\"15\";}s:9:\"author_id\";s:1:\"1\";s:10:\"new_weblog\";s:1:\"2\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:46:\"St. Louis Architecture Firm Growing With China\";s:9:\"url_title\";s:45:\"st_louis_architecture_firm_growing_with_china\";s:6:\"submit\";s:6:\"Update\";s:10:\"field_id_5\";s:46:\"St. Louis Architecture Firm Growing With China\";s:10:\"field_ft_5\";s:4:\"none\";s:10:\"field_id_9\";s:282:\"The Olympics this year are expected to showcase the \\\"new China\\\" that is fairly vibrating with innovation and energy. Many companies in mature Western markets want in on that sizzling economy, and one Western design company that is well placed to the sizzle is St. Louis-based HOK.\";s:10:\"field_ft_9\";s:4:\"none\";s:11:\"field_id_13\";s:1:\"9\";s:10:\"field_id_7\";s:0:\"\";s:10:\"field_ft_7\";s:4:\"none\";s:10:\"field_id_8\";s:5607:\"<p><img alt=\\\"Glenn Wing, vice president and director of interior design of HOK Hong Kong\\\" class=\\\"image-left\\\" height=\\\"303\\\" src=\\\"/images/uploads/features/china_feature_photo.jpg\\\" style=\\\"float: left;\\\" width=\\\"266\\\" />The Olympics this year are expected to showcase the &ldquo;new China&rdquo; that is fairly vibrating with innovation and energy. Many companies in mature Western markets want in on that sizzling economy, and one Western design company that is well placed to the sizzle is St. Louis-based HOK.<br /><br />China&rsquo;s government, as reported in the China Daily News, says that its economy grew 65 percent in the last five years, for an average annual growth rate of 10.6 percent. The United States Central Intelligence Agency ranks the Chinese economy as the second largest national economy in the world, and The Economist magazine projects that China will move ahead of the United States into first place within 12 years.<br /><br />&ldquo;It is amazing how fast things move,&rdquo; said Glenn Wing, vice president and director of interior design of HOK Hong Kong, and president of the Hong Kong chapter of the American Institute of Architects. He recently stopped in St. Louis for a couple of days and spoke to CNR about working in China. Wing spent 20 years working in New York City after getting his graduate degree from Columbia University, and then he was recruited by a Chinese company and moved to Hong Kong in 2002.<br /><br />&ldquo;I thought Manhattan was as fast as life gets, but it is faster in Hong Kong. Clients come at you faster, they want the property faster, and they want the product faster,&rdquo; he said. It is not that regulation is any less &ndash; it actually is similar, he said &ndash; &ldquo;there is just a vibe and an energy there to get things done.&rdquo;<br /><br />Wing joined HOK in 2005, shortly after the company had begun what would turn into a major growth spurt in Asia. HOK opened its office in Hong Kong in 1984 when it was designing the Hong Kong stadium and master planning the new airport. In 2003 HOK opened a second Asian office in Beijing, following that with new offices in Shanghai in 2005, Singapore in 2006 and Ho Chi Minh City in 2007. The last office puts the company in a good position to enjoy Vietnam&rsquo;s economic ascent, which some analysts predict will be the world&rsquo;s fastest over the next decade.<br /><br />&ldquo;We have 5 offices and 150 people, offering full planning and design services in all locations,&rdquo; he said.<br /><br />Although many of HOK&rsquo;s clients in Asia are multinational corporations with global standards for all their offices, there still are cultural differences that anyone practicing design in Asia has to be aware of, he said.<br /><br />&nbsp;&ldquo;Whether you are in Hong Kong, Taipei, or Singapore, you have to pay attention to feng shui, which literally means wind and water,&rdquo; Wing said. &ldquo;It is a form of geomancy. The idea is to balance out energy, called &ldquo;chi,&rdquo; which has to flow smoothly through the building interior or your company&rsquo;s fortunes will fall. This comes into play even with multinational companies because the locals strongly believe in it. Even if you are designing for solar orientation, you have to take feng shui into account. <br /><br />&ldquo;You call in a feng shui priest. Taking into account personal details of the company director and the company business, he will say things like, &lsquo;the financial person has to sit in this corner,&rsquo; and you can&rsquo;t fight it,&rdquo; he said.<br /><br />One US-based financial reporting company, for example, has a fish tank in most of its offices in Asia, he said, because &ldquo; a fish tank brings good feng shui.&rdquo;<br /><br />Another difference is in the use of &ldquo;green&rdquo; or sustainable products.<br /><br />&ldquo;One sustainable product we use in America is bamboo. In Hong Kong it has a bad reputation. Hong Kong is one of the last places where construction scaffolding is built out of bamboo. You&rsquo;ll see 60-story scaffolding built of bamboo and what are basically zip strips tying it together. So, bamboo there has a connotation of being a construction material. At first I couldn&rsquo;t get it, and then I realized that asking a Chinese company to put bamboo on their floors or walls was like asking a corporate client here to cover their board room walls with strand board.&rdquo;<br /><br />Even global standards for workplace planning have to bend a little for Asia. <br /><br />&ldquo;Real estate is much, much more expensive in Asia, so work stations, offices, etc., are all smaller,&rdquo; he said, but at the same time hoteling, which is a popular space-saver with many western corporations, &ldquo;is not easily transferred to Asia because people don&rsquo;t have the space to work at home,&rdquo; he said.<br /><br />In addition to corporate work, HOK was involved in the master planning for the Olympics and the company&rsquo;s Sports Group consults with the Olympic committee and the Hong Kong Jockey Club on the games&rsquo; equestrian events. <br /><br />&ldquo;Some of our biggest interiors projects are the interior design of government offices in Hong Kong and for Beijing offices for the fourth largest insurance company in the world,&rdquo; Wing added. &ldquo;A large portion of our projects are in India right now, and we also approached for projects in the Philippines, Malaysia, Indonesia, and Vietnam.&rdquo;<br /><br />Wing&rsquo;s advice to anyone going to work in Asia: &ldquo;fasten your seat belt.&rdquo;</p>\";s:11:\"field_id_42\";s:48:\"/images/uploads/features/china_feature_photo.jpg\";s:11:\"field_id_43\";s:76:\"Glenn Wing, vice president and director of interior design of HOK Hong Kong.\";s:11:\"field_ft_43\";s:4:\"none\";s:10:\"category_0\";s:2:\"15\";}'),(125,57,2,1,1210701108,'a:29:{s:9:\"weblog_id\";s:1:\"2\";s:8:\"entry_id\";s:2:\"57\";s:6:\"sticky\";s:1:\"n\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-06 11:14 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:2:\"16\";}s:9:\"author_id\";s:1:\"1\";s:10:\"new_weblog\";s:1:\"2\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:37:\"\\\"Meet the Machines\\\" Attracts 12,000\";s:9:\"url_title\";s:32:\"meet_the_machines_attracts_12000\";s:6:\"submit\";s:6:\"Update\";s:10:\"field_id_5\";s:38:\"\\\"Meet the Machines\\\" Attracts 12,000 \";s:10:\"field_ft_5\";s:4:\"none\";s:10:\"field_id_9\";s:367:\"Nearly 12,000 adults and kids were on hand to \\\"Meet the Machines\\\" at Budrovich Excavating & Contracting Headquarters on April 26.  The fourth annual event, co-hosted by Fabick CAT, welcomed a record number of nearly 4,500 children ranging in age from three to 16. The event was held at Budrovich\\\'s headquarters, which is in an old quarry in south St. Louis County.\";s:10:\"field_ft_9\";s:4:\"none\";s:11:\"field_id_13\";s:0:\"\";s:10:\"field_id_7\";s:0:\"\";s:10:\"field_ft_7\";s:4:\"none\";s:10:\"field_id_8\";s:4803:\"<p><img alt=\\\"Meet the machines.\\\" class=\\\"image-left\\\" height=\\\"299\\\" src=\\\"/images/uploads/features/machines/meet-the-machines-3.jpg\\\" style=\\\"float: left;\\\" width=\\\"250\\\" />Nearly\n12,000 adults and kids were on hand to &ldquo;Meet the Machines&rdquo; at Budrovich\nExcavating &amp; Contracting Headquarters on April 26.&nbsp; The fourth\nannual event, co-hosted by Fabick CAT, welcomed a record number of\nnearly 4,500 children ranging in age from three to 16. The event was\nheld at Budrovich&rsquo;s headquarters, which is in an old quarry in south\nSt. Louis County.</p>\n<p>The day began at 10 a.m. and 1,500 hard hats were distributed by\n10:45 am.&nbsp; Each child also received an event site map, developed by Bax\nEngineering, as well as a goodie bag upon entry to the event.&nbsp;</p>\n<p>Attendees were able to visit many different themed stations\ninvolving some aspect of construction or just all around fun.&nbsp; Visitors\nfirst experienced one of the largest quarry trucks, a 773 CAT off\nhighway truck.&nbsp;</p>\n<p>Other stations included, &ldquo;Rock City&rdquo; where the young constructors\nwere able to play Guitar Hero&reg; and Wii&trade; games.&nbsp; Additionally visitors\ncould decorate hard hats at &ldquo;Sticker City,&rdquo; hosted by the Magic House.&nbsp;</p>\n<p>Multitudes of equipment were in &ldquo;The Boneyard&rdquo; for the young\nconstructors to climb into the seat and imagine working on a\nconstruction site.&nbsp; Children three&nbsp; to&nbsp; five years old had a chance to\n&ldquo;dig for gold&rdquo; in a giant sandbox while sitting on CAT kids&rsquo; diggers.&nbsp;</p>\n<p>&ldquo;Cosmic Bowling&rdquo; allowed children to operate a mini excavator in\norder to knock over florescent colored bowling pins.&nbsp; At the &ldquo;Picture\nThis!&rdquo; station kids enjoyed an opportunity to have their photo taken in\na CAT mini excavator or get their photo taken with Izzy the Grizzlie\nfrom the Gateway Grizzlies.&nbsp;</p>\n<p>The highlight of the day for many kids was the &ldquo;Bucket Bullseye&rdquo;\narea where they had the opportunity to ride in a 90&rsquo; JLG man-lift and\ntry to win a Wii&trade; by dropping a Nerf football into a bullseye the size\nof a 5 gallon bucket.&nbsp; They could enter trivia contests, view the CAT\ntop fuel dragster and Manitowoc OCC Chopper, autograph a dozer blade\npainted in a &ldquo;Pirates of the Caribbean&rdquo; theme, climb up to see the\ncockpit of the largest mobile hydraulic crane in Missouri (Grove GMK\n7550&mdash;550 ton crane), go for a 60-foot ride in a man-basket, operate a\nCAT motor grader via the M-Series training simulator, or operate a\ncrane in the Manitowoc 2250 crane simulator.&nbsp;</p>\n<p>&ldquo;What a great day for my two-year-old son Michael&nbsp; and my family.&nbsp;\nYou can tell that the work put into the event was heartfelt and a team\neffort.&rdquo; JoAnn Gray-Adams of Granite City, IL said.&nbsp;</p>\n<p><img alt=\\\"Meet the machines.\\\" height=\\\"265\\\" src=\\\"/images/uploads/features/machines/meet-the-machines-2.jpg\\\" width=\\\"400\\\" /></p>\n<p>Ben and Luke Neider, ages four and two, confirmed that sentiment.&nbsp;\n&ldquo;We had a very fun day,&rdquo; Ben said.&nbsp; &ldquo;We really liked Cosmic Bowling and\nthanks for lunch.&rdquo;</p>\n<p>A.J. Ford, vice president of marketing for Budrovich, said &ldquo;We\nstarted this event four years ago as a way to introduce young kids to\nthe heavy side of the equipment industry mostly as a grassroots\ncampaign with the construction industry. This event has generated more\ninterest and excitement than we ever would have imagined.&nbsp;</p>\n<p><img alt=\\\"Meet the machines.\\\" height=\\\"268\\\" src=\\\"/images/uploads/features/machines/meet-the-machines_1.jpg\\\" width=\\\"400\\\" /></p>\n<p>&ldquo;We have people coming from as far away as Kansas City now to\nattend.&nbsp; We wanted to make year four more exciting and larger than last\nand with the help of KTRS &lsquo;The Big 550&rsquo; radio station and all of our\nvendor partners, I believe we have accomplished it.&nbsp; The St. Louis\ncounty police helicopter landing and taking off is always exciting.&rdquo;&nbsp;<br />&nbsp;&ldquo;It\nis amazing to see the overwhelming interest in construction equipment\nby children of all ages. Fabick CAT is proud to be a part of such an\namazing event. The volunteers should also be commended for their\ntremendous support,&rdquo; commented Renee Famula Marketing for Fabick CAT.</p>\n<p>The Budrovich Companies specialize in site utility excavation,\ngrading, crane rental, and residential, commercial and industrial land\ndevelopment. Headquartered in Fenton, Fabick CAT is the authorized\ndealer of Caterpillar equipment, prime and stand-by power systems,\nparts and service, compact construction, and rental equipment for 99\ncounties in mid and southern Missouri and southern Illinois.</p>\";s:11:\"field_id_42\";s:56:\"/images/uploads/features/machines/machines_feature_1.jpg\";s:11:\"field_id_43\";s:17:\"Meet the Machines\";s:11:\"field_ft_43\";s:4:\"none\";s:10:\"category_0\";s:2:\"16\";}'),(126,29,2,1,1210701131,'a:29:{s:9:\"weblog_id\";s:1:\"2\";s:8:\"entry_id\";s:2:\"29\";s:6:\"sticky\";s:1:\"n\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-04-01 10:51 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:2:\"16\";}s:9:\"author_id\";s:1:\"1\";s:10:\"new_weblog\";s:1:\"2\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:57:\"Electrical Trends: Is It Getting Harder to Make A Profit?\";s:9:\"url_title\";s:55:\"electrical_trends_is_it_getting_harder_to_make_a_profit\";s:6:\"submit\";s:6:\"Update\";s:10:\"field_id_5\";s:57:\"Electrical Trends: Is It Getting Harder to Make A Profit?\";s:10:\"field_ft_5\";s:4:\"none\";s:10:\"field_id_9\";s:250:\"As the American economy becomes ever more reliant on electricity and electrical appliances, the risks of electrical contracting are seeming to multiply. Will the number and productivity of trained workers keep pace with the demand for their services?\";s:10:\"field_ft_9\";s:4:\"none\";s:11:\"field_id_13\";s:0:\"\";s:10:\"field_id_7\";s:27:\"profit, electrical, economy\";s:10:\"field_ft_7\";s:4:\"none\";s:10:\"field_id_8\";s:7367:\"<p>As the American economy becomes ever more reliant on electricity and\nelectrical appliances, the risks of electrical contracting are seeming\nto multiply.</p>\n<p><img alt=\\\"Will the number and productivity of trained workers keep pace with the demand for their services? \\\" class=\\\"image-left\\\" height=\\\"303\\\" src=\\\"/images/uploads/features/feature.jpg\\\" style=\\\"float: left;\\\" width=\\\"266\\\" />Will the number and productivity of trained workers keep pace with\nthe demand for their services? Can suppliers and material producers\nkeep up with demand without wildly increasing their prices? Will\naggressive schedules rush the design process so much as to produce\npoorer - or flawed - designs?</p>\n<p>Those are some of the risks that are coming to the fore with the\nescalating demand for electrical services, said Terry Simpson of\nNorthstar Management. Simpson led a panel on risk and reward trends on\nconstruction projects at the Electrical Board of Missouri and Illinois\\\'\nElectrical Expo at America\\\'s Center on March 19. Joining him on the\npanel were George Azanni, president of Kaiser Electric; Dave White, a\ncommodity analyst with A.G. Edwards; Jay Ellington, professional\nengineer with CDG Engineers, Architects, Planners; and Tom Finan,\npublisher of St. Louis Constructions News and Real Estate.</p>\n<p>\\\"In my opinion, the largest risk to a construction project is\nbeginning construction before all goals and objectives are clearly\ndefined and on paper in the form of specifications and drawings,\\\" said\nEllington. \\\"I have been involved in two projects out of state with\nconstruction costs topping $115 million that were begun this way and\nstill are not complete. Huge mistakes were made and tens of millions\nwere wasted because the contractor had no clear direction before work\nbegan. In the end, nobody will look good and everyone will part ways\nand there will be no repeat business,\\\" he said.</p>\n<p>From the contractor\\\'s point of view, Azanni said that failing to\nunderstand the full scope of the project was the contractor\\\'s number\none risk, which is a failing very easy to fall into if the project\\\'s\ngoals and objectives are not clearly defined. \\\"Too many times\nelectrical contractors, when deciding to bid a job, say &lsquo;yes\\\' when they\nshould say &lsquo;no\\\',\\\" he said. \\\"Sometimes &lsquo;no\\\' is the best answer, but it\nis a hard one to give, for all contractors.\\\"&nbsp;</p>\n<h2>Did You Catch the Price Today?<br /></h2>\n<p>Ellington said that the second largest risk he sees is the\nvolatility and inflation in the prices of electrical materials. \\\"From\nwhat I\\\'ve seen, from the time an estimate is put together for the bid\nuntil the time the material is ordered, the price will have increased\nupwards of 20 percent,\\\" he said.</p>\n<p>\\\"Many owners are sticking it to the contractors and that is not\nexactly fair. Owners have got to bend a little here and contractors\nneed to be smart with their contract writing. Electrical contractors\nneed to incorporate material cost escalation clauses into their\ncontract language that will cover the added cost and protect the owners\nfrom an unexpected change order,\\\" he said.</p>\n<p>\\\"Because of our global economy you don\\\'t know from week to week what\nyou\\\'re going to pay,\\\" Azanni agreed. \\\"By the time you purchase the wire\nyou could have easily used up not only what you used as a price in your\nbid, but all of your profit for the project as well. It\\\'s a serious\nissue with no easy solution for the contractor or owner.\\\"</p>\n<p>Before material prices ever become an issue for a contractor\\\'s\nprofit, however, price volatility could affect whether or not a\nproposed project is going to move forward and go out to bid.</p>\n<p>\\\"Engineers are in \\\"no-man\\\'s land\\\" when it comes putting a dollar\namount to a project,\\\" Ellington said.&nbsp;\\\"With the volatility of material\ncosts, we are forced to estimate higher than we may need to, and that\ncauses one of three things to happen: The owner puts the kibosh on the\nwhole project, cuts the scope, or digs deeper into his pockets. If the\nengineer is way too high, a viable project may get canceled and that\nhurts contractors and suppliers alike. If the engineer is too low,\ncontractors and suppliers spend huge numbers of man-hours putting\nestimates together for a project that does not have a prayer.\\\"</p>\n<p>The engineering community is really having a difficult time coming\nup with good estimates for owners, he added, because, \\\"We have to go to\ncost estimating publications like Means or Richardsons which are only\npublished annually. The information they publish is out of date before\nI even see it.\\\"</p>\n<p>Can anything be done about?</p>\n<p>\\\"Yes,\\\" said Simpson, \\\"teams.\\\" When contractors, designers, and\nowners form teams at the start of the project they can work through\ndesign and construction together to ensure best value. \\\"The team\nconcept can be set up as an opportunity to share risks, budget, and\nschedule rewards among team members,\\\" he said.</p>\n<h2>Teamwork + Business Sense<br /></h2>\n<p>\\\"I am a proponent of working closely with a construction team, in\nfact, of pre-selecting a contractor team and negotiating a fair price\nto provide what the owner wants,\\\" Ellington said. \\\"Identifying the\nproject stakeholders up front and getting their ideas and buy-in is\nabsolutely essential to success. That necessarily means the engineer\nneeds to produce a set of conceptual drawings that will allow for a\nreasonable conceptual estimate. Arriving at a reasonable estimate is\nwhere a contractor team member comes in handy,\\\" he said. Forming the\nteam early, he added, \\\"certainly reduces the number of surprises that\nthe traditional design-bid-build process offers.\\\"</p>\n<p>\\\"In the late &lsquo;80s early &lsquo;90s you could be a good field person, buy a\ntruck and become a contractor, and do okay with little business\nbackground. Today you absolutely need to be a partner with your bank\nand vendors. Today there is no play in your estimates, so every move\ncounts from pricing of material to how many men are on the job today\nversus yesterday,\\\" Azanni said. \\\"Having your material delivered exactly\nwhen you need it is critical. There simply isn\\\'t time to sit on your\nrear. If you can assemble a great staff and can do all the things above\nyou will see the rewards,\\\" he said. \\\"But be careful,\\\" he added, \\\"stay\nwithin your means; taking on more work than you can support has and\nalways will be a ticket to disaster.\\\"</p>\n<p>Although not part of the panel, Emily Aschinger Martin talked about\nthe similar issues when discussing her promotion to president of\nAschinger Electric (see sidebar):</p>\n<p>\\\"The imperative of the industry today is to move in a new\ndirection,\\\" she said. \\\"We are moving from reactive services to\nproactive: we are doing predictive and preventive maintenance, flash\nhazard analysis, and light maintenance services (changing light bulbs\nand ballasts),\\\" she said.</p>\n<p>\\\"There is an emphasis today on going green and saving energy that\nhas people going into lighting retrofit. Typically, you can pay for a\nlighting retrofit with the savings it generates in one to three years.\nWe have someone doing just retrofits: he is project manager. That is\nwhat I mean by being proactive: we can sell it. The biggest thing you\ncan do to save energy on the electric side is the lighting,\\\" she said.</p>\";s:11:\"field_id_42\";s:36:\"/images/uploads/features/feature.jpg\";s:11:\"field_id_43\";s:98:\"Will the number and productivity of trained workers keep pace with the demand for their services? \";s:11:\"field_ft_43\";s:4:\"none\";s:10:\"category_0\";s:2:\"16\";}'),(129,60,2,2,1210798331,'a:27:{s:9:\"weblog_id\";s:1:\"2\";s:8:\"entry_id\";s:2:\"60\";s:6:\"sticky\";s:0:\"\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-14 10:43 AM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:9:\"author_id\";s:1:\"2\";s:10:\"new_weblog\";s:1:\"2\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:26:\"Regional Excellence Judges\";s:9:\"url_title\";s:26:\"Regional Excellence Awards\";s:6:\"submit\";s:6:\"Submit\";s:10:\"field_id_5\";s:30:\"Regional Excellence Goes Green\";s:10:\"field_ft_5\";s:4:\"none\";s:10:\"field_id_9\";s:279:\"\\\"Green construction\\\" was a theme among the projects selected by judges for recognition in the 2008 CNR Regional Excellence Awards. Five of the eight projects incorporated major commitments to sustainable, energy-conserving construction and operation in their building programs.\";s:10:\"field_ft_9\";s:4:\"none\";s:11:\"field_id_13\";s:1:\"4\";s:10:\"field_id_7\";s:42:\"Regional Excellence, awards, green, judges\";s:10:\"field_ft_7\";s:4:\"none\";s:10:\"field_id_8\";s:7718:\"<p><br /><br /><br />\\\"Green construction\\\" was a theme among the projects selected by judges for recognition in the 2008 CNR Regional Excellence Awards. Five of the eight projects incorporated major commitments to sustainable, energy-conserving construction and operation in their building programs. <br /><br />The winners of the Regional Excellence Awards for this year are: Cardinal Glennon Children\\\'s Expansion; <br />Doisy Research Center at St. Louis University; Express Scripts; Frieze Harley Davidson; Kerr Foundation; <br />Monsanto Data Center; Moosylvania Marketing; and St. Louis Community College at Wildwood. <br /><br />The judges were Sarah Tetley of PGAV Architects, president, St. Louis Chapter, American Institute of Architects; Price Marr, manager, strategic sourcing, Ameren; George Azzani, president, Kaiser Electric; Stephen Bannes, professor and program director, graduate studies in construction management, Washington University; Rick Lodewyck, president, CDG Engineers; and Terry Simpson, senior project manager, Northstar Management Co.</p>\n<p><br /><img alt=\\\"2008 Regional Excellence judging at the offices of CNR\\\" height=\\\"177\\\" src=\\\"/images/uploads/reg-ex-judge1.jpg\\\" title=\\\"judging\\\" width=\\\"266\\\" /><br /><br />The stated purpose of the awards, now in their 19th year, is to recognize projects completed in the last year that \\\"in sum, demonstrate excellence in design, excellence in construction, and a positive contribution to the St. Louis community.\\\" Awards are presented to the designer the general contractor/construction manager, and the owner for each project. Each year 150-200 persons attend the awards which are presented at a dinner ceremony, held in cooperation with the St. Louis Chapter, National Association of Women in Construction. This year\\\'s presentation will be held June 19 at the Randall Gallery.&nbsp; For more information on attending the awards event, e-mail tom@stlouiscnr.com.<br /><br /><strong>Cardinal Glennon Children\\\'s Hospital Expansion</strong> is the first project completed under the integrated project delivery agreement of \\\"lean construction\\\".&nbsp; As such it has become a national model for a new way of delivering construction to minimize and drive out waste. The project was completed six weeks early and under budget. Because hospital intensive care rooms a are very complex the team built a mockup of a neonatal intensive care unit (NICU) inside a team member\\\'s warehouse, discovering that it was impossible to build as drawn. The lessons learned in reconfiguring the mockup were transferred to the construction of the 60-room NICU.<br />Owner: Cardinal Glennon Children\\\'s Hospital<br />Designer: Christner and McGrath<br />General Contractor: Alberici Constructors<br /><br /><strong>Doisy Research Center</strong> is the new front door for the St. Louis University Medical Campus and host to modern facilities to generate new research involving vaccine development, molecular biology, virology, immunology and epidemiology. It is a major component of the largest building project in St. Louis University history. The signature triangular shape reflects the highly efficient relationship of research space to support space within the building. Although delayed by unexpected conditions, such as a previously-unknown quarry beneath the site, and delays in getting the necessary funding approvals from the National Institutes of Health the project was completed safely and within budget. <br />Owner: St. Louis University<br />Designer: Cannon Design<br />General Contractor: Clayco<br /><br /><strong>Express Scripts\\\' </strong>decision to move to the campus of the University of Missouri-St. Louis campus led to a major revival in north St. Louis County. It was the first time a Fortune 500 company has located on a public university campus. The 320,000 square foot building was designed to meet LEED certification standards. The 16-month project was completed ahead of schedule and within budget. <br />Owner: Express Scripts<br />Designer: Christner, Inc. <br />General Contractor: Clayco<br /><br /><strong>Frieze Harley-Davidson</strong> brought innovative design and green construction to the retailing of a product not generally associated with either design or environmentalism, while contributing to the economic growth of O\\\'Fallon. The 34,000 square foot dealership, incorporates such features as solatubes to bring light inside, a radiant heat/hot water system powered by motorcycle waste oil, bamboo flooring in the customer area, and 60-foot-tall wind turbine.<br />Owner: Frieze Harley-Davidson<br />Designer: Karasek Architects<br />General Contractor: Trumpet Builders<br />&nbsp;<br /><strong>Kerr Foundation\\\'s</strong> renovation of 21 O\\\'Fallon St., just north of the President Casino on the riverfront, was designed as an educational showcase for sustainable building - and building renovation - strategies. The 58 points earned on the LEED rating system is only one less than the number earned by the renowned Alberici headquarters building - which has been billed as one of the \\\"greenest\\\" buildings in the world. Features include everything from rain barrels to collect water used to irrigate the building\\\'s \\\"green roof\\\" roof deck&nbsp; to both photovoltaic and&nbsp; wind turbine power generation. <br />Owner: William A. Kerr Family Foundation<br />Designer: TMA&nbsp; Architects<br />General Contractor: Trumpet Builders<br /><br /><strong>Moosylvania Marketing</strong> renovated an 80-year-old Baptist church and 1950s era school into a modern and memorable office setting, booting the revival of downtown Maplewood. Tarlton converted the church into four levels open workspace. The scope of work invluded maintaining the building\\\'s historical significance and eligibility for tax credits while applying state-of-the-art technology and modern amenities. Tarlton won a 2008 \\\"Build America\\\" award, sponsored by the Aon, from the Construction Services Group of the Associated General Contractors of America for the project. <br />Owner: Moosylvania Marketing<br />Designer: Klitzing Wetsch Associates,Inc.<br />General Contractor: Tarlton<br /><br /><br /><strong>Monsanto Data Center</strong> takes the idea of data center as a concrete bunker and turns it on its head. Faced with a wall of fritted glass that provides 60 percent sun shading and is also a security feature, the center addresses the human needs of the IT staff working within its walls. The inside of the center is warm and well-lit, with inviting work areas. The project is registered for LEED certification. The new data center factored in Monsanto\\\'s ranking as one of 12 green IT companies in Computerworld magazine\\\'s&nbsp; top Green-IT Companies for 2008.&nbsp; <br />Owner: Monsanto<br />Designer: Fox Architects<br />General Contractor: McCarthy Building Companies, Inc.<br /><br /><strong>St. Louis Community College</strong> (SLCC) at Wildwood is the first green college campus in Missouri. This year SLCC was awarded a LEED gold certification. SLCC blends green design elements with traditional Gothic motifs. The structure is designed to be 30 percent more energy efficient than a typical code-compliant building of its size.&nbsp; The sustainability features had a number of challenges, including reinforcing the \\\"green roof\\\" to hold the weight of 1,000 plant trays,&nbsp; building a \\\"floating\\\" ceiling in the center of the room to accommodate air flow needs, and recycling 95 percent of the construction waste material. <br />Owner: St. Louis Community College<br />Designer: William B. Ittner, Inc.<br />Construction Manager: Kwame Building Group<br />General Contractor: L.A. Schaefer Construction Co.</p>\";s:11:\"field_id_42\";s:34:\"/images/uploads/green-building.jpg\";s:11:\"field_id_43\";s:79:\"Six of eight CNR Regional Excellence winners featured sustainable construction.\";s:11:\"field_ft_43\";s:4:\"none\";}'),(130,60,2,1,1210799098,'a:29:{s:9:\"weblog_id\";s:1:\"2\";s:8:\"entry_id\";s:2:\"60\";s:6:\"sticky\";s:1:\"n\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-14 10:43 AM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:2:\"15\";}s:9:\"author_id\";s:1:\"2\";s:10:\"new_weblog\";s:1:\"2\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:26:\"Regional Excellence Judges\";s:9:\"url_title\";s:26:\"regional_excellence_awards\";s:6:\"submit\";s:6:\"Update\";s:10:\"field_id_5\";s:30:\"Regional Excellence Goes Green\";s:10:\"field_ft_5\";s:4:\"none\";s:10:\"field_id_9\";s:279:\"\\\"Green construction\\\" was a theme among the projects selected by judges for recognition in the 2008 CNR Regional Excellence Awards. Five of the eight projects incorporated major commitments to sustainable, energy-conserving construction and operation in their building programs.\";s:10:\"field_ft_9\";s:4:\"none\";s:11:\"field_id_13\";s:1:\"4\";s:10:\"field_id_7\";s:42:\"Regional Excellence, awards, green, judges\";s:10:\"field_ft_7\";s:4:\"none\";s:10:\"field_id_8\";s:7718:\"<p><br /><br /><br />\\\"Green construction\\\" was a theme among the projects selected by judges for recognition in the 2008 CNR Regional Excellence Awards. Five of the eight projects incorporated major commitments to sustainable, energy-conserving construction and operation in their building programs. <br /><br />The winners of the Regional Excellence Awards for this year are: Cardinal Glennon Children\\\'s Expansion; <br />Doisy Research Center at St. Louis University; Express Scripts; Frieze Harley Davidson; Kerr Foundation; <br />Monsanto Data Center; Moosylvania Marketing; and St. Louis Community College at Wildwood. <br /><br />The judges were Sarah Tetley of PGAV Architects, president, St. Louis Chapter, American Institute of Architects; Price Marr, manager, strategic sourcing, Ameren; George Azzani, president, Kaiser Electric; Stephen Bannes, professor and program director, graduate studies in construction management, Washington University; Rick Lodewyck, president, CDG Engineers; and Terry Simpson, senior project manager, Northstar Management Co.</p>\n<p><br /><img alt=\\\"2008 Regional Excellence judging at the offices of CNR\\\" height=\\\"177\\\" src=\\\"/images/uploads/reg-ex-judge1.jpg\\\" title=\\\"judging\\\" width=\\\"266\\\" /><br /><br />The stated purpose of the awards, now in their 19th year, is to recognize projects completed in the last year that \\\"in sum, demonstrate excellence in design, excellence in construction, and a positive contribution to the St. Louis community.\\\" Awards are presented to the designer the general contractor/construction manager, and the owner for each project. Each year 150-200 persons attend the awards which are presented at a dinner ceremony, held in cooperation with the St. Louis Chapter, National Association of Women in Construction. This year\\\'s presentation will be held June 19 at the Randall Gallery.&nbsp; For more information on attending the awards event, e-mail tom@stlouiscnr.com.<br /><br /><strong>Cardinal Glennon Children\\\'s Hospital Expansion</strong> is the first project completed under the integrated project delivery agreement of \\\"lean construction\\\".&nbsp; As such it has become a national model for a new way of delivering construction to minimize and drive out waste. The project was completed six weeks early and under budget. Because hospital intensive care rooms a are very complex the team built a mockup of a neonatal intensive care unit (NICU) inside a team member\\\'s warehouse, discovering that it was impossible to build as drawn. The lessons learned in reconfiguring the mockup were transferred to the construction of the 60-room NICU.<br />Owner: Cardinal Glennon Children\\\'s Hospital<br />Designer: Christner and McGrath<br />General Contractor: Alberici Constructors<br /><br /><strong>Doisy Research Center</strong> is the new front door for the St. Louis University Medical Campus and host to modern facilities to generate new research involving vaccine development, molecular biology, virology, immunology and epidemiology. It is a major component of the largest building project in St. Louis University history. The signature triangular shape reflects the highly efficient relationship of research space to support space within the building. Although delayed by unexpected conditions, such as a previously-unknown quarry beneath the site, and delays in getting the necessary funding approvals from the National Institutes of Health the project was completed safely and within budget. <br />Owner: St. Louis University<br />Designer: Cannon Design<br />General Contractor: Clayco<br /><br /><strong>Express Scripts\\\' </strong>decision to move to the campus of the University of Missouri-St. Louis campus led to a major revival in north St. Louis County. It was the first time a Fortune 500 company has located on a public university campus. The 320,000 square foot building was designed to meet LEED certification standards. The 16-month project was completed ahead of schedule and within budget. <br />Owner: Express Scripts<br />Designer: Christner, Inc. <br />General Contractor: Clayco<br /><br /><strong>Frieze Harley-Davidson</strong> brought innovative design and green construction to the retailing of a product not generally associated with either design or environmentalism, while contributing to the economic growth of O\\\'Fallon. The 34,000 square foot dealership, incorporates such features as solatubes to bring light inside, a radiant heat/hot water system powered by motorcycle waste oil, bamboo flooring in the customer area, and 60-foot-tall wind turbine.<br />Owner: Frieze Harley-Davidson<br />Designer: Karasek Architects<br />General Contractor: Trumpet Builders<br />&nbsp;<br /><strong>Kerr Foundation\\\'s</strong> renovation of 21 O\\\'Fallon St., just north of the President Casino on the riverfront, was designed as an educational showcase for sustainable building - and building renovation - strategies. The 58 points earned on the LEED rating system is only one less than the number earned by the renowned Alberici headquarters building - which has been billed as one of the \\\"greenest\\\" buildings in the world. Features include everything from rain barrels to collect water used to irrigate the building\\\'s \\\"green roof\\\" roof deck&nbsp; to both photovoltaic and&nbsp; wind turbine power generation. <br />Owner: William A. Kerr Family Foundation<br />Designer: TMA&nbsp; Architects<br />General Contractor: Trumpet Builders<br /><br /><strong>Moosylvania Marketing</strong> renovated an 80-year-old Baptist church and 1950s era school into a modern and memorable office setting, booting the revival of downtown Maplewood. Tarlton converted the church into four levels open workspace. The scope of work invluded maintaining the building\\\'s historical significance and eligibility for tax credits while applying state-of-the-art technology and modern amenities. Tarlton won a 2008 \\\"Build America\\\" award, sponsored by the Aon, from the Construction Services Group of the Associated General Contractors of America for the project. <br />Owner: Moosylvania Marketing<br />Designer: Klitzing Wetsch Associates,Inc.<br />General Contractor: Tarlton<br /><br /><br /><strong>Monsanto Data Center</strong> takes the idea of data center as a concrete bunker and turns it on its head. Faced with a wall of fritted glass that provides 60 percent sun shading and is also a security feature, the center addresses the human needs of the IT staff working within its walls. The inside of the center is warm and well-lit, with inviting work areas. The project is registered for LEED certification. The new data center factored in Monsanto\\\'s ranking as one of 12 green IT companies in Computerworld magazine\\\'s&nbsp; top Green-IT Companies for 2008.&nbsp; <br />Owner: Monsanto<br />Designer: Fox Architects<br />General Contractor: McCarthy Building Companies, Inc.<br /><br /><strong>St. Louis Community College</strong> (SLCC) at Wildwood is the first green college campus in Missouri. This year SLCC was awarded a LEED gold certification. SLCC blends green design elements with traditional Gothic motifs. The structure is designed to be 30 percent more energy efficient than a typical code-compliant building of its size.&nbsp; The sustainability features had a number of challenges, including reinforcing the \\\"green roof\\\" to hold the weight of 1,000 plant trays,&nbsp; building a \\\"floating\\\" ceiling in the center of the room to accommodate air flow needs, and recycling 95 percent of the construction waste material. <br />Owner: St. Louis Community College<br />Designer: William B. Ittner, Inc.<br />Construction Manager: Kwame Building Group<br />General Contractor: L.A. Schaefer Construction Co.</p>\";s:11:\"field_id_42\";s:34:\"/images/uploads/green-building.jpg\";s:11:\"field_id_43\";s:79:\"Six of eight CNR Regional Excellence winners featured sustainable construction.\";s:11:\"field_ft_43\";s:4:\"none\";s:10:\"category_0\";s:2:\"15\";}'),(131,59,2,1,1210799169,'a:29:{s:9:\"weblog_id\";s:1:\"2\";s:8:\"entry_id\";s:2:\"59\";s:6:\"sticky\";s:1:\"n\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-13 07:40 AM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:2:\"16\";}s:9:\"author_id\";s:1:\"1\";s:10:\"new_weblog\";s:1:\"2\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:46:\"St. Louis Architecture Firm Growing With China\";s:9:\"url_title\";s:45:\"st_louis_architecture_firm_growing_with_china\";s:6:\"submit\";s:6:\"Update\";s:10:\"field_id_5\";s:46:\"St. Louis Architecture Firm Growing With China\";s:10:\"field_ft_5\";s:4:\"none\";s:10:\"field_id_9\";s:282:\"The Olympics this year are expected to showcase the \\\"new China\\\" that is fairly vibrating with innovation and energy. Many companies in mature Western markets want in on that sizzling economy, and one Western design company that is well placed to the sizzle is St. Louis-based HOK.\";s:10:\"field_ft_9\";s:4:\"none\";s:11:\"field_id_13\";s:1:\"9\";s:10:\"field_id_7\";s:0:\"\";s:10:\"field_ft_7\";s:4:\"none\";s:10:\"field_id_8\";s:5607:\"<p><img alt=\\\"Glenn Wing, vice president and director of interior design of HOK Hong Kong\\\" class=\\\"image-left\\\" height=\\\"303\\\" src=\\\"/images/uploads/features/china_feature_photo.jpg\\\" style=\\\"float: left;\\\" width=\\\"266\\\" />The Olympics this year are expected to showcase the &ldquo;new China&rdquo; that is fairly vibrating with innovation and energy. Many companies in mature Western markets want in on that sizzling economy, and one Western design company that is well placed to the sizzle is St. Louis-based HOK.<br /><br />China&rsquo;s government, as reported in the China Daily News, says that its economy grew 65 percent in the last five years, for an average annual growth rate of 10.6 percent. The United States Central Intelligence Agency ranks the Chinese economy as the second largest national economy in the world, and The Economist magazine projects that China will move ahead of the United States into first place within 12 years.<br /><br />&ldquo;It is amazing how fast things move,&rdquo; said Glenn Wing, vice president and director of interior design of HOK Hong Kong, and president of the Hong Kong chapter of the American Institute of Architects. He recently stopped in St. Louis for a couple of days and spoke to CNR about working in China. Wing spent 20 years working in New York City after getting his graduate degree from Columbia University, and then he was recruited by a Chinese company and moved to Hong Kong in 2002.<br /><br />&ldquo;I thought Manhattan was as fast as life gets, but it is faster in Hong Kong. Clients come at you faster, they want the property faster, and they want the product faster,&rdquo; he said. It is not that regulation is any less &ndash; it actually is similar, he said &ndash; &ldquo;there is just a vibe and an energy there to get things done.&rdquo;<br /><br />Wing joined HOK in 2005, shortly after the company had begun what would turn into a major growth spurt in Asia. HOK opened its office in Hong Kong in 1984 when it was designing the Hong Kong stadium and master planning the new airport. In 2003 HOK opened a second Asian office in Beijing, following that with new offices in Shanghai in 2005, Singapore in 2006 and Ho Chi Minh City in 2007. The last office puts the company in a good position to enjoy Vietnam&rsquo;s economic ascent, which some analysts predict will be the world&rsquo;s fastest over the next decade.<br /><br />&ldquo;We have 5 offices and 150 people, offering full planning and design services in all locations,&rdquo; he said.<br /><br />Although many of HOK&rsquo;s clients in Asia are multinational corporations with global standards for all their offices, there still are cultural differences that anyone practicing design in Asia has to be aware of, he said.<br /><br />&nbsp;&ldquo;Whether you are in Hong Kong, Taipei, or Singapore, you have to pay attention to feng shui, which literally means wind and water,&rdquo; Wing said. &ldquo;It is a form of geomancy. The idea is to balance out energy, called &ldquo;chi,&rdquo; which has to flow smoothly through the building interior or your company&rsquo;s fortunes will fall. This comes into play even with multinational companies because the locals strongly believe in it. Even if you are designing for solar orientation, you have to take feng shui into account. <br /><br />&ldquo;You call in a feng shui priest. Taking into account personal details of the company director and the company business, he will say things like, &lsquo;the financial person has to sit in this corner,&rsquo; and you can&rsquo;t fight it,&rdquo; he said.<br /><br />One US-based financial reporting company, for example, has a fish tank in most of its offices in Asia, he said, because &ldquo; a fish tank brings good feng shui.&rdquo;<br /><br />Another difference is in the use of &ldquo;green&rdquo; or sustainable products.<br /><br />&ldquo;One sustainable product we use in America is bamboo. In Hong Kong it has a bad reputation. Hong Kong is one of the last places where construction scaffolding is built out of bamboo. You&rsquo;ll see 60-story scaffolding built of bamboo and what are basically zip strips tying it together. So, bamboo there has a connotation of being a construction material. At first I couldn&rsquo;t get it, and then I realized that asking a Chinese company to put bamboo on their floors or walls was like asking a corporate client here to cover their board room walls with strand board.&rdquo;<br /><br />Even global standards for workplace planning have to bend a little for Asia. <br /><br />&ldquo;Real estate is much, much more expensive in Asia, so work stations, offices, etc., are all smaller,&rdquo; he said, but at the same time hoteling, which is a popular space-saver with many western corporations, &ldquo;is not easily transferred to Asia because people don&rsquo;t have the space to work at home,&rdquo; he said.<br /><br />In addition to corporate work, HOK was involved in the master planning for the Olympics and the company&rsquo;s Sports Group consults with the Olympic committee and the Hong Kong Jockey Club on the games&rsquo; equestrian events. <br /><br />&ldquo;Some of our biggest interiors projects are the interior design of government offices in Hong Kong and for Beijing offices for the fourth largest insurance company in the world,&rdquo; Wing added. &ldquo;A large portion of our projects are in India right now, and we also approached for projects in the Philippines, Malaysia, Indonesia, and Vietnam.&rdquo;<br /><br />Wing&rsquo;s advice to anyone going to work in Asia: &ldquo;fasten your seat belt.&rdquo;</p>\";s:11:\"field_id_42\";s:48:\"/images/uploads/features/china_feature_photo.jpg\";s:11:\"field_id_43\";s:76:\"Glenn Wing, vice president and director of interior design of HOK Hong Kong.\";s:11:\"field_ft_43\";s:4:\"none\";s:10:\"category_0\";s:2:\"16\";}'),(132,60,2,2,1210799821,'a:29:{s:9:\"weblog_id\";s:1:\"2\";s:8:\"entry_id\";s:2:\"60\";s:6:\"sticky\";s:1:\"n\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-14 10:43 AM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:2:\"15\";}s:9:\"author_id\";s:1:\"2\";s:10:\"new_weblog\";s:1:\"2\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:26:\"Regional Excellence Judges\";s:9:\"url_title\";s:26:\"regional_excellence_awards\";s:6:\"submit\";s:6:\"Update\";s:10:\"field_id_5\";s:30:\"Regional Excellence Goes Green\";s:10:\"field_ft_5\";s:4:\"none\";s:10:\"field_id_9\";s:278:\"\\\"Green construction\\\" was a theme among the projects selected by judges for recognition in the 2008 CNR Regional Excellence Awards. Six of the eight projects incorporated major commitments to sustainable, energy-conserving construction and operation in their building programs.\";s:10:\"field_ft_9\";s:4:\"none\";s:11:\"field_id_13\";s:1:\"4\";s:10:\"field_id_7\";s:42:\"Regional Excellence, awards, green, judges\";s:10:\"field_ft_7\";s:4:\"none\";s:10:\"field_id_8\";s:7717:\"<p><br /><br /><br />\\\"Green construction\\\" was a theme among the projects selected by judges for recognition in the 2008 CNR Regional Excellence Awards. Six of the eight projects incorporated major commitments to sustainable, energy-conserving construction and operation in their building programs. <br /><br />The winners of the Regional Excellence Awards for this year are: Cardinal Glennon Children\\\'s Expansion; <br />Doisy Research Center at St. Louis University; Express Scripts; Frieze Harley Davidson; Kerr Foundation; <br />Monsanto Data Center; Moosylvania Marketing; and St. Louis Community College at Wildwood. <br /><br />The judges were Sarah Tetley of PGAV Architects, president, St. Louis Chapter, American Institute of Architects; Price Marr, manager, strategic sourcing, Ameren; George Azzani, president, Kaiser Electric; Stephen Bannes, professor and program director, graduate studies in construction management, Washington University; Rick Lodewyck, president, CDG Engineers; and Terry Simpson, senior project manager, Northstar Management Co.</p>\n<p><br /><img alt=\\\"2008 Regional Excellence judging at the offices of CNR\\\" height=\\\"177\\\" src=\\\"/images/uploads/reg-ex-judge1.jpg\\\" title=\\\"judging\\\" width=\\\"266\\\" /><br /><br />The stated purpose of the awards, now in their 19th year, is to recognize projects completed in the last year that \\\"in sum, demonstrate excellence in design, excellence in construction, and a positive contribution to the St. Louis community.\\\" Awards are presented to the designer the general contractor/construction manager, and the owner for each project. Each year 150-200 persons attend the awards which are presented at a dinner ceremony, held in cooperation with the St. Louis Chapter, National Association of Women in Construction. This year\\\'s presentation will be held June 19 at the Randall Gallery.&nbsp; For more information on attending the awards event, e-mail tom@stlouiscnr.com.<br /><br /><strong>Cardinal Glennon Children\\\'s Hospital Expansion</strong> is the first project completed under the integrated project delivery agreement of \\\"lean construction\\\".&nbsp; As such it has become a national model for a new way of delivering construction to minimize and drive out waste. The project was completed six weeks early and under budget. Because hospital intensive care rooms a are very complex the team built a mockup of a neonatal intensive care unit (NICU) inside a team member\\\'s warehouse, discovering that it was impossible to build as drawn. The lessons learned in reconfiguring the mockup were transferred to the construction of the 60-room NICU.<br />Owner: Cardinal Glennon Children\\\'s Hospital<br />Designer: Christner and McGrath<br />General Contractor: Alberici Constructors<br /><br /><strong>Doisy Research Center</strong> is the new front door for the St. Louis University Medical Campus and host to modern facilities to generate new research involving vaccine development, molecular biology, virology, immunology and epidemiology. It is a major component of the largest building project in St. Louis University history. The signature triangular shape reflects the highly efficient relationship of research space to support space within the building. Although delayed by unexpected conditions, such as a previously-unknown quarry beneath the site, and delays in getting the necessary funding approvals from the National Institutes of Health the project was completed safely and within budget. <br />Owner: St. Louis University<br />Designer: Cannon Design<br />General Contractor: Clayco<br /><br /><strong>Express Scripts\\\' </strong>decision to move to the campus of the University of Missouri-St. Louis campus led to a major revival in north St. Louis County. It was the first time a Fortune 500 company has located on a public university campus. The 320,000 square foot building was designed to meet LEED certification standards. The 16-month project was completed ahead of schedule and within budget. <br />Owner: Express Scripts<br />Designer: Christner, Inc. <br />General Contractor: Clayco<br /><br /><strong>Frieze Harley-Davidson</strong> brought innovative design and green construction to the retailing of a product not generally associated with either design or environmentalism, while contributing to the economic growth of O\\\'Fallon. The 34,000 square foot dealership, incorporates such features as solatubes to bring light inside, a radiant heat/hot water system powered by motorcycle waste oil, bamboo flooring in the customer area, and 60-foot-tall wind turbine.<br />Owner: Frieze Harley-Davidson<br />Designer: Karasek Architects<br />General Contractor: Trumpet Builders<br />&nbsp;<br /><strong>Kerr Foundation\\\'s</strong> renovation of 21 O\\\'Fallon St., just north of the President Casino on the riverfront, was designed as an educational showcase for sustainable building - and building renovation - strategies. The 58 points earned on the LEED rating system is only one less than the number earned by the renowned Alberici headquarters building - which has been billed as one of the \\\"greenest\\\" buildings in the world. Features include everything from rain barrels to collect water used to irrigate the building\\\'s \\\"green roof\\\" roof deck&nbsp; to both photovoltaic and&nbsp; wind turbine power generation. <br />Owner: William A. Kerr Family Foundation<br />Designer: TMA&nbsp; Architects<br />General Contractor: Trumpet Builders<br /><br /><strong>Moosylvania Marketing</strong> renovated an 80-year-old Baptist church and 1950s era school into a modern and memorable office setting, booting the revival of downtown Maplewood. Tarlton converted the church into four levels open workspace. The scope of work invluded maintaining the building\\\'s historical significance and eligibility for tax credits while applying state-of-the-art technology and modern amenities. Tarlton won a 2008 \\\"Build America\\\" award, sponsored by the Aon, from the Construction Services Group of the Associated General Contractors of America for the project. <br />Owner: Moosylvania Marketing<br />Designer: Klitzing Wetsch Associates,Inc.<br />General Contractor: Tarlton<br /><br /><br /><strong>Monsanto Data Center</strong> takes the idea of data center as a concrete bunker and turns it on its head. Faced with a wall of fritted glass that provides 60 percent sun shading and is also a security feature, the center addresses the human needs of the IT staff working within its walls. The inside of the center is warm and well-lit, with inviting work areas. The project is registered for LEED certification. The new data center factored in Monsanto\\\'s ranking as one of 12 green IT companies in Computerworld magazine\\\'s&nbsp; top Green-IT Companies for 2008.&nbsp; <br />Owner: Monsanto<br />Designer: Fox Architects<br />General Contractor: McCarthy Building Companies, Inc.<br /><br /><strong>St. Louis Community College</strong> (SLCC) at Wildwood is the first green college campus in Missouri. This year SLCC was awarded a LEED gold certification. SLCC blends green design elements with traditional Gothic motifs. The structure is designed to be 30 percent more energy efficient than a typical code-compliant building of its size.&nbsp; The sustainability features had a number of challenges, including reinforcing the \\\"green roof\\\" to hold the weight of 1,000 plant trays,&nbsp; building a \\\"floating\\\" ceiling in the center of the room to accommodate air flow needs, and recycling 95 percent of the construction waste material. <br />Owner: St. Louis Community College<br />Designer: William B. Ittner, Inc.<br />Construction Manager: Kwame Building Group<br />General Contractor: L.A. Schaefer Construction Co.</p>\";s:11:\"field_id_42\";s:34:\"/images/uploads/green-building.jpg\";s:11:\"field_id_43\";s:79:\"Six of eight CNR Regional Excellence winners featured sustainable construction.\";s:11:\"field_ft_43\";s:4:\"none\";s:10:\"category_0\";s:2:\"15\";}'),(133,61,4,2,1210803989,'a:31:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:0:\"\";s:6:\"sticky\";s:0:\"\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-14 12:19 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:1:\"4\";}s:9:\"author_id\";s:1:\"2\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:29:\"Aschinger  Management Changes\";s:9:\"url_title\";s:28:\"aschinger_management_changes\";s:4:\"save\";s:10:\"Quick Save\";s:11:\"field_id_26\";s:52:\"Aschinger Electric Company Names Martin As President\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:1:\"9\";s:11:\"field_id_44\";s:165:\"Aschinger Electric Company, one of the largest electrical contracting firms in St. Louis, is making an unusual transition to a third generation of family management.\";s:11:\"field_ft_44\";s:4:\"none\";s:11:\"field_id_28\";s:49:\"Aschinger, electrical, contractor, Emily, Martin \";s:11:\"field_ft_28\";s:4:\"none\";s:11:\"field_id_38\";s:0:\"\";s:15:\"field_offset_38\";s:1:\"y\";s:11:\"field_id_39\";s:0:\"\";s:15:\"field_offset_39\";s:1:\"y\";s:11:\"field_id_40\";s:0:\"\";s:11:\"field_ft_40\";s:4:\"none\";s:11:\"field_id_29\";s:9526:\"<p><br /><br />Aschinger Electric Company, one of the largest electrical contracting firms in St. Louis, is making an unusual transition to a third generation of family management. <br /><br />Emily Aschinger Martin has been promoted to president, a position formerly held by her father Eric Aschinger. Scott Aschinger, Martin\\\'s cousin, was named vice president of operations. Eric remains with Aschinger Electric as chairman and chief executive officer. His brothers, Jack Aschinger and Keith Aschinger, also remain officers of the company. Jack serves as the senior vice president, and Keith is the administrative vice president and corporate secretary. Scott Aschinger is Jack\\\'s son. Scott will continue to serve as president of Aschinger Electric Communications, Inc., a business unit of Aschinger Electric Company that designs, installs and maintains communication systems, such as telephone and voice-over internet protocol (VOIP).<br /><br />According to the U.S. Small Business Administration, only 12 percent of family-owned businesses make it into the third generation. It is even rarer for a woman to become president.<br /><br />\\\"This transition is part of a carefully planned, multi-year process designed to provide seamless leadership,\\\" Eric Aschinger said.<br /><br />\\\"My father had two heart attacks within a week of each other in 2001, and that made him think seriously about transition,\\\" said Martin. \\\"Their father, Francis, died suddenly in \\\'78 and they had to learn to read financial statements on the fly,\\\" she said.<br /><br />In contrast to the way he and his brothers took over the business thirty years ago, Eric Aschinger said that they did not want this transition \\\"to be an event, we wanted it to be a process.\\\" Francis Aschinger died within three weeks of being diagnosed with cancer in 1978. His three sons all were in the business, but Eric became president because he had already gotten his own electrical contractor\\\'s license in addition to his electrical engineering license. \\\"I already had the licenses, so I seemed to be the right one even though I was the youngest,\\\" Eric said. \\\"Both my brothers bought in on that and we shared responsibility.\\\" Eric said he did not want the new generation to make the same mistakes he made. \\\"I was good at running jobs, but that is different from running a business,\\\" he said.<br /><br />So, seven years ago, the Aschinger family began a process of transferring the family business to a new generation. It was a process that they thought would take seven to 10 years to complete. \\\"We studied failures,\\\" Eric said. \\\"We went to FMI seminars, heard horror stories, and decided what to do.\\\"<br /><br />The first major decision was to do something about the increasing division of ownership of the company. Francis\\\' widow owned stock in the company. Eric, Jack, and Keith had stock, and so did their sisters. All of Francis\\\' grandchildren, 17 in total, owned stock. \\\"We decided that only those who were in the business should have stock,\\\" Eric said. \\\"Too many of the horror stories were about people outside the family business owning stock in it and not understanding what it takes to run the business, he said. So, the three brothers started the transition process by first buying out everyone else so that when they passed management of the company on they were actually passing control of the company on as well.<br /><br />Eric had four children, but only daughter Emily is in the business. Jack had three children, but only son Scott is in the business. Keith also had three children, and his son Craig is the only one in the business. None of the sisters\\\' children went into the business. Emily is a lawyer; Scott is an electrical engineer with an MBA; and Craig has a psychology degree and taught English in Japan before entering the electrician\\\'s apprenticeship program. Craig is working for the company as a journeyman electrician.<br /><br />Two years into the transition process, the family still was not certain that the company would stay in the family. \\\"Someone else was interested in taking over the business,\\\" Eric said. The family had Emily, Scott, and Craig tested \\\"to see if there was an heir apparent,\\\" he said, and also had Eric, Jack, and Keith tested.<br /><br />\\\"Both Emily and Scott fit the profile for business leaders,\\\" Eric said. \\\"They both were in the 99th percentile and between the business side and the construction side they complement each other well,\\\" he said.<br /><br />How did the family decide which of the two of them would become president? \\\"We didn\\\'t,\\\" Eric said. \\\"We let them decide. We told them that if there was going to be a problem, it was not going to be our problem; it was going to be theirs. They sat down with the consultant and came up with a set of guidelines as to what decision they each would make independently and what decisions they would make together,\\\" he said.<br /><br />Emily said that their model is the relationship that Tracy Hart and Dirk Elsperman have a Tarlton Corporation. \\\"Scott and I sat down with Tracy and Dirk to discuss how they work together,\\\" Martin said. \\\"Our relationship is very similar: We are a partnership. He is very much on the operation side; I am on the sales and administrative side.\\\"<br /><br />That is not to say that Eric and his brothers were not keeping an unobtrusive eye on their offspring. \\\"We watched to see who people went to naturally when they had a problem,\\\" Eric said, \\\"and they went to Emily.\\\"<br /><br />After the settling the succession, there began the long process of preparation. \\\"I made them both join business owners groups to learn the business of running a business,\\\" Eric said. \\\"We sent them to FMI training and NECA training. I would meet with them once a month and talk about business, teach them how to read statements, and take them to the bank with me to get line of credit or to the bonding company with me. And I showed them what I look for when I look at job reports, the things that might raise a red flag, which is something nobody showed me.\\\"<br /><br />Emily Martin and Scott Aschinger represent the fourth generation of the family in electrical contracting, going back almost a century to their great-grandfather, Otto Aschinger, who began replacing gas lights and oil lamps with electric wiring in 1912. He left St. Louis during the Great Depression in the 1930s for opportunities in the California shipyards. His son Francis founded Aschinger Electric in St. Louis in 1940.<br /><br />Eric said that when Emily was a child, he used to bring templates home from work and make his children lay them out for parking lot wiring. When she was 10, he made her wire all the receptacles in a house he was building. Emily recalls visiting potential job sites with her father and counting light fixtures for estimates. Nonetheless, Eric said he did not expect her to enter the family business.<br /><br />As an adult, Emily had gone off in her own direction, Eric recalled. \\\"She became a lawyer and went into private practice,\\\" he said. \\\'Then after she had practiced law for nearly five years, she called and said she wanted to come to work me. I remember my first thought was, \\\"What do I need a lawyer for\\\",\\\' he said. That was in 1998.<br /><br />Eric said he made Emily estimate jobs, run jobs, and close jobs. \\\"She did 100 percent of what it takes to be a project manager so that she could relate to the issues that others face,\\\" he said. She then added sales and marketing roles and in 2004 she was named vice president of business development.<br /><br />Scott Aschinger joined Aschinger Electric Company in the early 1980s as a draftsman and project engineer. He has since earned an MBA as well as registration as a professional engineer and communications distribution designer, and he started and runs Aschinger\\\'s communications division.<br /><br />With annual billings of more than $44 million, Aschinger Electric Company is one of the largest electrical firms in St. Louis. The firm employs more than 200 people, including more than 170 electricians, communication technicians and lighting technicians.<br /><br />Emily intends to continue the company\\\'s reputation for innovation. \\\"The imperative of the industry today is to move in a new direction,\\\" she said. \\\"We are moving from reactive services to proactive: we are doing predictive and preventive maintenance, flash hazard analysis, and light maintenance services (changing light bulbs and ballasts),\\\" she said.<br /><br />\\\"There is an emphasis today on going green and saving energy that has people going into lighting retrofit. We have someone doing just retrofits: he is project manager. That is what I mean by being proactive: we can sell it,\\\" she said.<br /><br />\\\"I would always rather sell the work as opposed to bidding the work,\\\" Eric said. \\\"We would get information about the future directions of the industry from NECA (National Electrical Contractors Association) meetings and we would try to be a one stop solution for the customer,\\\" he said. \\\"Some things work and some don\\\'t, but we\\\'ve always looked for something different,\\\" he added.<br /><br />What is next for Eric, Jack, and Keith? \\\"I said that I would stay as CEO for two years,\\\" Eric said. \\\"There is always some fallout in a transition and we wanted to avoid that, so we are going slowly.... Jack takes care of the trucks, because that is what he likes to do, and Keith is still into computers.\\\"<br /><br />&nbsp;</p>\";s:10:\"category_0\";s:1:\"4\";}'),(134,61,4,2,1210804463,'a:32:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:2:\"61\";s:6:\"sticky\";s:0:\"\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-14 12:19 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:1:\"4\";}s:9:\"author_id\";s:1:\"2\";s:10:\"new_weblog\";s:1:\"4\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:29:\"Aschinger  Management Changes\";s:9:\"url_title\";s:28:\"aschinger_management_changes\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_26\";s:52:\"Aschinger Electric Company Names Martin As President\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:1:\"9\";s:11:\"field_id_44\";s:165:\"Aschinger Electric Company, one of the largest electrical contracting firms in St. Louis, is making an unusual transition to a third generation of family management.\";s:11:\"field_ft_44\";s:4:\"none\";s:11:\"field_id_28\";s:49:\"Aschinger, electrical, contractor, Emily, Martin \";s:11:\"field_ft_28\";s:4:\"none\";s:11:\"field_id_38\";s:0:\"\";s:15:\"field_offset_38\";s:1:\"y\";s:11:\"field_id_39\";s:0:\"\";s:15:\"field_offset_39\";s:1:\"y\";s:11:\"field_id_40\";s:0:\"\";s:11:\"field_ft_40\";s:4:\"none\";s:11:\"field_id_29\";s:9708:\"<p><br /><br />Aschinger Electric Company, one of the largest electrical contracting firms in St. Louis, is making an unusual transition to a third generation of family management. <br /><img alt=\\\"Emily Aschinger Martin\\\" height=\\\"303\\\" src=\\\"/images/uploads/emily-martin-web.jpg\\\" title=\\\"Emily Aschinger Martin, new president of Aschinger Electric\\\" width=\\\"266\\\" /><br />Emily Aschinger Martin has been promoted to president, a position formerly held by her father Eric Aschinger. Scott Aschinger, Martin\\\'s cousin, was named vice president of operations. Eric remains with Aschinger Electric as chairman and chief executive officer. His brothers, Jack Aschinger and Keith Aschinger, also remain officers of the company. Jack serves as the senior vice president, and Keith is the administrative vice president and corporate secretary. Scott Aschinger is Jack\\\'s son. Scott will continue to serve as president of Aschinger Electric Communications, Inc., a business unit of Aschinger Electric Company that designs, installs and maintains communication systems, such as telephone and voice-over internet protocol (VOIP).<br /><br />According to the U.S. Small Business Administration, only 12 percent of family-owned businesses make it into the third generation. It is even rarer for a woman to become president.<br /><br />\\\"This transition is part of a carefully planned, multi-year process designed to provide seamless leadership,\\\" Eric Aschinger said.<br /><br />\\\"My father had two heart attacks within a week of each other in 2001, and that made him think seriously about transition,\\\" said Martin. \\\"Their father, Francis, died suddenly in \\\'78 and they had to learn to read financial statements on the fly,\\\" she said.<br /><br />In contrast to the way he and his brothers took over the business thirty years ago, Eric Aschinger said that they did not want this transition \\\"to be an event, we wanted it to be a process.\\\" Francis Aschinger died within three weeks of being diagnosed with cancer in 1978. His three sons all were in the business, but Eric became president because he had already gotten his own electrical contractor\\\'s license in addition to his electrical engineering license. \\\"I already had the licenses, so I seemed to be the right one even though I was the youngest,\\\" Eric said. \\\"Both my brothers bought in on that and we shared responsibility.\\\" Eric said he did not want the new generation to make the same mistakes he made. \\\"I was good at running jobs, but that is different from running a business,\\\" he said.<br /><br />So, seven years ago, the Aschinger family began a process of transferring the family business to a new generation. It was a process that they thought would take seven to 10 years to complete. \\\"We studied failures,\\\" Eric said. \\\"We went to FMI seminars, heard horror stories, and decided what to do.\\\"<br /><br />The first major decision was to do something about the increasing division of ownership of the company. Francis\\\' widow owned stock in the company. Eric, Jack, and Keith had stock, and so did their sisters. All of Francis\\\' grandchildren, 17 in total, owned stock. \\\"We decided that only those who were in the business should have stock,\\\" Eric said. \\\"Too many of the horror stories were about people outside the family business owning stock in it and not understanding what it takes to run the business, he said. So, the three brothers started the transition process by first buying out everyone else so that when they passed management of the company on they were actually passing control of the company on as well.<br /><br />Eric had four children, but only daughter Emily is in the business. Jack had three children, but only son Scott is in the business. Keith also had three children, and his son Craig is the only one in the business. None of the sisters\\\' children went into the business. Emily is a lawyer; Scott is an electrical engineer with an MBA; and Craig has a psychology degree and taught English in Japan before entering the electrician\\\'s apprenticeship program. Craig is working for the company as a journeyman electrician.<br /><br />Two years into the transition process, the family still was not certain that the company would stay in the family. \\\"Someone else was interested in taking over the business,\\\" Eric said. The family had Emily, Scott, and Craig tested \\\"to see if there was an heir apparent,\\\" he said, and also had Eric, Jack, and Keith tested.<br /><br />\\\"Both Emily and Scott fit the profile for business leaders,\\\" Eric said. \\\"They both were in the 99th percentile and between the business side and the construction side they complement each other well,\\\" he said.<br /><br />How did the family decide which of the two of them would become president? \\\"We didn\\\'t,\\\" Eric said. \\\"We let them decide. We told them that if there was going to be a problem, it was not going to be our problem; it was going to be theirs. They sat down with the consultant and came up with a set of guidelines as to what decision they each would make independently and what decisions they would make together,\\\" he said.<br /><br />Emily said that their model is the relationship that Tracy Hart and Dirk Elsperman have a Tarlton Corporation. \\\"Scott and I sat down with Tracy and Dirk to discuss how they work together,\\\" Martin said. \\\"Our relationship is very similar: We are a partnership. He is very much on the operation side; I am on the sales and administrative side.\\\"<br /><br />That is not to say that Eric and his brothers were not keeping an unobtrusive eye on their offspring. \\\"We watched to see who people went to naturally when they had a problem,\\\" Eric said, \\\"and they went to Emily.\\\"<br /><br />After the settling the succession, there began the long process of preparation. \\\"I made them both join business owners groups to learn the business of running a business,\\\" Eric said. \\\"We sent them to FMI training and NECA training. I would meet with them once a month and talk about business, teach them how to read statements, and take them to the bank with me to get line of credit or to the bonding company with me. And I showed them what I look for when I look at job reports, the things that might raise a red flag, which is something nobody showed me.\\\"<br /><br />Emily Martin and Scott Aschinger represent the fourth generation of the family in electrical contracting, going back almost a century to their great-grandfather, Otto Aschinger, who began replacing gas lights and oil lamps with electric wiring in 1912. He left St. Louis during the Great Depression in the 1930s for opportunities in the California shipyards. His son Francis founded Aschinger Electric in St. Louis in 1940.<br /><br />Eric said that when Emily was a child, he used to bring templates home from work and make his children lay them out for parking lot wiring. When she was 10, he made her wire all the receptacles in a house he was building. Emily recalls visiting potential job sites with her father and counting light fixtures for estimates. Nonetheless, Eric said he did not expect her to enter the family business.<br /><br />As an adult, Emily had gone off in her own direction, Eric recalled. \\\"She became a lawyer and went into private practice,\\\" he said. \\\'Then after she had practiced law for nearly five years, she called and said she wanted to come to work me. I remember my first thought was, \\\"What do I need a lawyer for\\\",\\\' he said. That was in 1998.<br /><br />Eric said he made Emily estimate jobs, run jobs, and close jobs. \\\"She did 100 percent of what it takes to be a project manager so that she could relate to the issues that others face,\\\" he said. She then added sales and marketing roles and in 2004 she was named vice president of business development.<br /><br />Scott Aschinger joined Aschinger Electric Company in the early 1980s as a draftsman and project engineer. He has since earned an MBA as well as registration as a professional engineer and communications distribution designer, and he started and runs Aschinger\\\'s communications division.<br /><br />With annual billings of more than $44 million, Aschinger Electric Company is one of the largest electrical firms in St. Louis. The firm employs more than 200 people, including more than 170 electricians, communication technicians and lighting technicians.<br /><br />Emily intends to continue the company\\\'s reputation for innovation. \\\"The imperative of the industry today is to move in a new direction,\\\" she said. \\\"We are moving from reactive services to proactive: we are doing predictive and preventive maintenance, flash hazard analysis, and light maintenance services (changing light bulbs and ballasts),\\\" she said.<br /><br />\\\"There is an emphasis today on going green and saving energy that has people going into lighting retrofit. We have someone doing just retrofits: he is project manager. That is what I mean by being proactive: we can sell it,\\\" she said.<br /><br />\\\"I would always rather sell the work as opposed to bidding the work,\\\" Eric said. \\\"We would get information about the future directions of the industry from NECA (National Electrical Contractors Association) meetings and we would try to be a one stop solution for the customer,\\\" he said. \\\"Some things work and some don\\\'t, but we\\\'ve always looked for something different,\\\" he added.<br /><br />What is next for Eric, Jack, and Keith? \\\"I said that I would stay as CEO for two years,\\\" Eric said. \\\"There is always some fallout in a transition and we wanted to avoid that, so we are going slowly.... Jack takes care of the trucks, because that is what he likes to do, and Keith is still into computers.\\\"<br /><br />&nbsp;</p>\";s:10:\"category_0\";s:1:\"4\";}'),(135,61,4,2,1210804571,'a:32:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:2:\"61\";s:6:\"sticky\";s:1:\"n\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-14 12:19 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:1:\"4\";}s:9:\"author_id\";s:1:\"2\";s:10:\"new_weblog\";s:1:\"4\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:29:\"Aschinger  Management Changes\";s:9:\"url_title\";s:28:\"aschinger_management_changes\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_26\";s:52:\"Aschinger Electric Company Names Martin As President\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:1:\"9\";s:11:\"field_id_44\";s:165:\"Aschinger Electric Company, one of the largest electrical contracting firms in St. Louis, is making an unusual transition to a third generation of family management.\";s:11:\"field_ft_44\";s:4:\"none\";s:11:\"field_id_28\";s:49:\"Aschinger, electrical, contractor, Emily, Martin \";s:11:\"field_ft_28\";s:4:\"none\";s:11:\"field_id_38\";s:0:\"\";s:15:\"field_offset_38\";s:1:\"y\";s:11:\"field_id_39\";s:0:\"\";s:15:\"field_offset_39\";s:1:\"y\";s:11:\"field_id_40\";s:0:\"\";s:11:\"field_ft_40\";s:4:\"none\";s:11:\"field_id_29\";s:9757:\"<p><br /><br />Aschinger Electric Company, one of the largest electrical contracting firms in St. Louis, is making an unusual transition to a third generation of family management. <br /><img alt=\\\"Emily Aschinger Martin\\\" height=\\\"303\\\" src=\\\"/images/uploads/emily-martin-web.jpg\\\" title=\\\"Emily Aschinger Martin, new president of Aschinger Electric\\\" width=\\\"266\\\" /></p>\n<p><strong>Emily Aschinger Martin</strong></p>\n<p>Emily Aschinger Martin has been promoted to president, a position formerly held by her father Eric Aschinger. Scott Aschinger, Martin\\\'s cousin, was named vice president of operations. Eric remains with Aschinger Electric as chairman and chief executive officer. His brothers, Jack Aschinger and Keith Aschinger, also remain officers of the company. Jack serves as the senior vice president, and Keith is the administrative vice president and corporate secretary. Scott Aschinger is Jack\\\'s son. Scott will continue to serve as president of Aschinger Electric Communications, Inc., a business unit of Aschinger Electric Company that designs, installs and maintains communication systems, such as telephone and voice-over internet protocol (VOIP).<br /><br />According to the U.S. Small Business Administration, only 12 percent of family-owned businesses make it into the third generation. It is even rarer for a woman to become president.<br /><br />\\\"This transition is part of a carefully planned, multi-year process designed to provide seamless leadership,\\\" Eric Aschinger said.<br /><br />\\\"My father had two heart attacks within a week of each other in 2001, and that made him think seriously about transition,\\\" said Martin. \\\"Their father, Francis, died suddenly in \\\'78 and they had to learn to read financial statements on the fly,\\\" she said.<br /><br />In contrast to the way he and his brothers took over the business thirty years ago, Eric Aschinger said that they did not want this transition \\\"to be an event, we wanted it to be a process.\\\" Francis Aschinger died within three weeks of being diagnosed with cancer in 1978. His three sons all were in the business, but Eric became president because he had already gotten his own electrical contractor\\\'s license in addition to his electrical engineering license. \\\"I already had the licenses, so I seemed to be the right one even though I was the youngest,\\\" Eric said. \\\"Both my brothers bought in on that and we shared responsibility.\\\" Eric said he did not want the new generation to make the same mistakes he made. \\\"I was good at running jobs, but that is different from running a business,\\\" he said.<br /><br />So, seven years ago, the Aschinger family began a process of transferring the family business to a new generation. It was a process that they thought would take seven to 10 years to complete. \\\"We studied failures,\\\" Eric said. \\\"We went to FMI seminars, heard horror stories, and decided what to do.\\\"<br /><br />The first major decision was to do something about the increasing division of ownership of the company. Francis\\\' widow owned stock in the company. Eric, Jack, and Keith had stock, and so did their sisters. All of Francis\\\' grandchildren, 17 in total, owned stock. \\\"We decided that only those who were in the business should have stock,\\\" Eric said. \\\"Too many of the horror stories were about people outside the family business owning stock in it and not understanding what it takes to run the business, he said. So, the three brothers started the transition process by first buying out everyone else so that when they passed management of the company on they were actually passing control of the company on as well.<br /><br />Eric had four children, but only daughter Emily is in the business. Jack had three children, but only son Scott is in the business. Keith also had three children, and his son Craig is the only one in the business. None of the sisters\\\' children went into the business. Emily is a lawyer; Scott is an electrical engineer with an MBA; and Craig has a psychology degree and taught English in Japan before entering the electrician\\\'s apprenticeship program. Craig is working for the company as a journeyman electrician.<br /><br />Two years into the transition process, the family still was not certain that the company would stay in the family. \\\"Someone else was interested in taking over the business,\\\" Eric said. The family had Emily, Scott, and Craig tested \\\"to see if there was an heir apparent,\\\" he said, and also had Eric, Jack, and Keith tested.<br /><br />\\\"Both Emily and Scott fit the profile for business leaders,\\\" Eric said. \\\"They both were in the 99th percentile and between the business side and the construction side they complement each other well,\\\" he said.<br /><br />How did the family decide which of the two of them would become president? \\\"We didn\\\'t,\\\" Eric said. \\\"We let them decide. We told them that if there was going to be a problem, it was not going to be our problem; it was going to be theirs. They sat down with the consultant and came up with a set of guidelines as to what decision they each would make independently and what decisions they would make together,\\\" he said.<br /><br />Emily said that their model is the relationship that Tracy Hart and Dirk Elsperman have a Tarlton Corporation. \\\"Scott and I sat down with Tracy and Dirk to discuss how they work together,\\\" Martin said. \\\"Our relationship is very similar: We are a partnership. He is very much on the operation side; I am on the sales and administrative side.\\\"<br /><br />That is not to say that Eric and his brothers were not keeping an unobtrusive eye on their offspring. \\\"We watched to see who people went to naturally when they had a problem,\\\" Eric said, \\\"and they went to Emily.\\\"<br /><br />After the settling the succession, there began the long process of preparation. \\\"I made them both join business owners groups to learn the business of running a business,\\\" Eric said. \\\"We sent them to FMI training and NECA training. I would meet with them once a month and talk about business, teach them how to read statements, and take them to the bank with me to get line of credit or to the bonding company with me. And I showed them what I look for when I look at job reports, the things that might raise a red flag, which is something nobody showed me.\\\"<br /><br />Emily Martin and Scott Aschinger represent the fourth generation of the family in electrical contracting, going back almost a century to their great-grandfather, Otto Aschinger, who began replacing gas lights and oil lamps with electric wiring in 1912. He left St. Louis during the Great Depression in the 1930s for opportunities in the California shipyards. His son Francis founded Aschinger Electric in St. Louis in 1940.<br /><br />Eric said that when Emily was a child, he used to bring templates home from work and make his children lay them out for parking lot wiring. When she was 10, he made her wire all the receptacles in a house he was building. Emily recalls visiting potential job sites with her father and counting light fixtures for estimates. Nonetheless, Eric said he did not expect her to enter the family business.<br /><br />As an adult, Emily had gone off in her own direction, Eric recalled. \\\"She became a lawyer and went into private practice,\\\" he said. \\\'Then after she had practiced law for nearly five years, she called and said she wanted to come to work me. I remember my first thought was, \\\"What do I need a lawyer for\\\",\\\' he said. That was in 1998.<br /><br />Eric said he made Emily estimate jobs, run jobs, and close jobs. \\\"She did 100 percent of what it takes to be a project manager so that she could relate to the issues that others face,\\\" he said. She then added sales and marketing roles and in 2004 she was named vice president of business development.<br /><br />Scott Aschinger joined Aschinger Electric Company in the early 1980s as a draftsman and project engineer. He has since earned an MBA as well as registration as a professional engineer and communications distribution designer, and he started and runs Aschinger\\\'s communications division.<br /><br />With annual billings of more than $44 million, Aschinger Electric Company is one of the largest electrical firms in St. Louis. The firm employs more than 200 people, including more than 170 electricians, communication technicians and lighting technicians.<br /><br />Emily intends to continue the company\\\'s reputation for innovation. \\\"The imperative of the industry today is to move in a new direction,\\\" she said. \\\"We are moving from reactive services to proactive: we are doing predictive and preventive maintenance, flash hazard analysis, and light maintenance services (changing light bulbs and ballasts),\\\" she said.<br /><br />\\\"There is an emphasis today on going green and saving energy that has people going into lighting retrofit. We have someone doing just retrofits: he is project manager. That is what I mean by being proactive: we can sell it,\\\" she said.<br /><br />\\\"I would always rather sell the work as opposed to bidding the work,\\\" Eric said. \\\"We would get information about the future directions of the industry from NECA (National Electrical Contractors Association) meetings and we would try to be a one stop solution for the customer,\\\" he said. \\\"Some things work and some don\\\'t, but we\\\'ve always looked for something different,\\\" he added.<br /><br />What is next for Eric, Jack, and Keith? \\\"I said that I would stay as CEO for two years,\\\" Eric said. \\\"There is always some fallout in a transition and we wanted to avoid that, so we are going slowly.... Jack takes care of the trucks, because that is what he likes to do, and Keith is still into computers.\\\"<br /><br />&nbsp;</p>\";s:10:\"category_0\";s:1:\"4\";}'),(136,62,4,2,1210811503,'a:31:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:0:\"\";s:6:\"sticky\";s:0:\"\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-14 02:27 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:1:\"4\";}s:9:\"author_id\";s:1:\"2\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:18:\"CBRE Market Report\";s:9:\"url_title\";s:18:\"cbre_market_report\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_26\";s:113:\"First Quarter Commercial Real Estate: Vacancy rate decreases in office market, but increases in industrial market\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:1:\"4\";s:11:\"field_id_44\";s:217:\"\nCB Richard Ellis (CBRE) has released its first-quarter 2008\nmarket analysis for the St. Louis area, which shows availability rates on the rise in the\nindustrial market but vacancy rates decreasing in the office secto\";s:11:\"field_ft_44\";s:4:\"none\";s:11:\"field_id_28\";s:76:\"CBRE, Richard Ellis, vacancy, industrial, commercial, real estate, St. Louis\";s:11:\"field_ft_28\";s:4:\"none\";s:11:\"field_id_38\";s:0:\"\";s:15:\"field_offset_38\";s:1:\"y\";s:11:\"field_id_39\";s:0:\"\";s:15:\"field_offset_39\";s:1:\"y\";s:11:\"field_id_40\";s:0:\"\";s:11:\"field_ft_40\";s:4:\"none\";s:11:\"field_id_29\";s:3811:\"<p><br />First Quarter Market Report: Vacancy rate decreases in office market, but increases in industrial market<br /><br />CB Richard Ellis (CBRE) has released its first-quarter 2008<br />market analysis for the St. Louis area, which shows availability rates on the rise in the<br />industrial market but vacancy rates decreasing in the office sector.<br /><br />The first-quarter 2008 industrial availability rate for the St. Louis area was 11.37%, up from<br />10.89% in the fourth quarter of 2007. Availability rates were lowest in the Fenton<br />sub-market, at 5.38%, and highest in the Metro East market, at 19.82%.<br /><br />The high availability rate in Metro East was the direct result of a huge construction boom in<br />that submarket over the last several quarters, according to CBRE &ndash; St. Louis industrial<br />brokers. This boom is continuing, with more than 1.2 million square feet of industrial space<br />under construction during the first quarter in the submarket, which had positive absorption<br />of more than 950,000 square feet during the quarter, easily outpacing every other<br />submarket. Absorption is defined as the change in occupied space from one period to the<br />next, including new leases and companies that leave space. The availability rate measures<br />space being marketed for lease, including both vacant space and space where leases are<br />due to expire. The figures include both direct and sublease space available.<br /><br />&ldquo;The Metro East is the clear leader for industrial space,&rdquo; Allen Klippel, SIOR, first vice<br />president in CBRE&rsquo;s St. Louis office, said. &ldquo;The built-out of speculative space has caused a higher availability rate temporarily, but the positives of the Metro East for industrial tenants, including proximity to interstates, are such that we believe much of that space will lease up or be sold very quickly.&rdquo;<br /><br />On the office side, overall vacancy was 14.54%, which represented an improvement from<br />the fourth-quarter 2007 vacancy rate of 14.99%. The South County submarket had the<br />lowest vacancy rate, at 8.87%, including an exceptionally low 4.24% vacancy rate in the<br />Class A, or high-end, sector of the market. Downtown had the highest vacancy rate, at nearly 21%. The office report also shows that average asking lease rates are slowly creeping upward, to<br />$19.99 per square foot in the first quarter.<br /><br />Despite the national economic slowdown, caused in large part by the problems with the<br />subprime mortgage crisis, CBRE reported that the St. Louis market continues to show strong fundamentals.<br /><br />&ldquo;On the office side, we&rsquo;re seeing very little new speculative construction,&rdquo; said Lynn<br />Schenck, SIOR, senior vice president of CBRE &ndash; St. Louis. &ldquo;That&rsquo;s certainly helping with<br />vacancy rates. It&rsquo;s good to see that the market is holding steady, and even improving, in a<br />tough economic time nationally.&rdquo;<br /><br />CB Richard Ellis also has released its national report for the first quarter, covering both the<br />industrial and office markets. Nationally, the office vacancy rate was 13.2%, up from 12.8% in the fourth quarter of 2007. The industrial availability rate was 10.5%, up from 10.2%.<br /><br />CB Richard Ellis&rsquo; Industrial MarketView tracks all competitive industrial buildings 10,000<br />square feet or greater in size. The Office MarketView tracks buildings of 10,000 square feet<br />or greater, with the exception of medical offices, owner-occupied buildings and<br />government-leased or government-owned facilities. <br /><br />The quarterly reports also include lists<br />of the largest sale and lease transactions that took place during the quarter.<br /></p>\";s:10:\"category_0\";s:1:\"4\";}'),(137,63,5,2,1210812989,'a:26:{s:9:\"weblog_id\";s:1:\"5\";s:8:\"entry_id\";s:0:\"\";s:6:\"sticky\";s:0:\"\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-14 02:53 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:2:\"12\";}s:9:\"author_id\";s:1:\"2\";s:10:\"new_weblog\";s:1:\"5\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:16:\"Sales Motivation\";s:9:\"url_title\";s:16:\"sales_motivation\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_20\";s:24:\"Get Motivated and Win It\";s:11:\"field_ft_20\";s:4:\"none\";s:11:\"field_id_25\";s:1:\"7\";s:11:\"field_id_45\";s:174:\"Staying motivated to perform for customers, secure business, and market oneself relies on two sources, internal and external drivers. Both combine to shape our frame of mind.\";s:11:\"field_ft_45\";s:4:\"none\";s:11:\"field_id_22\";s:27:\"Woodcock, sales, motivation\";s:11:\"field_ft_22\";s:4:\"none\";s:11:\"field_id_23\";s:5217:\"<p>Get Motivated and Win It<br /><br />By Tom Woodcock<br /><br />It&rsquo;s 6 a.m. and you&rsquo;re supposed to be dragging your lazy behind out of bed. You smack that snooze button, and again, again, and again. No use, you have to get going. Today is going to be tough. There are problems with customers concerning job issues, pricing issues, change orders, and no show workers. How on earth does one stay motivated to perform at top levels everyday under these circumstances? <br /><br />We&rsquo;ve all been there and suffered through those times.&nbsp; Staying motivated to perform for customers, secure business, and market oneself relies on two sources, internal and external drivers. Both combine to shape our frame of mind. They can vary somewhat for each of us but there are some that are common to most.<br /><br />Internal drivers are those items that are very close to our heart. God, family, and self are the bigger players with peace of mind being a close fourth. Not to be over spiritual but we all have those moments when we ponder what lies ahead for us after they put us in the pine box.&nbsp; That can really determine how hard you work and play. People with a sense of eternal destiny have a bit of extra responsibility. Though this can backfire if they get too far into fate thinking and just go with the flow. It happens.&nbsp; Believe it or not the next big internal driver is self. We really do all want to be happy, even though on the outside some folks act like they could care less! We cannot excel if we don&rsquo;t want to stretch, grow and prove ourselves. Success follows those who strive to develop in these areas. Success in business is absolutely a byproduct of this. Anyone telling you otherwise is blinding themselves to what&rsquo;s really motivating them to succeed. Proving you can win certain projects, raise job margins, and retain your current customers can bring a great degree of satisfaction.&nbsp; <br />&nbsp;&nbsp;&nbsp;&nbsp; <br />The next internal factor is family. Some of us have big families full of kids, dogs and SUV&rsquo;s. We want the best for them and hope to provide a stable, fun life. This can pop us out of bed in the morning and push us to the next level.&nbsp; Adding this to the first two drivers can really turn into a powerful engine. Throw in the desire to have peace of mind by not losing sleep worrying about a customer or project and you have rocket fuel.&nbsp; We&rsquo;ll look at how to keep these in the forefront of your mind after we hit a couple external drivers.<br /><br />External drivers are numerous. These are the things outside our intimate lives that shape our days.&nbsp; The easiest target is money!&nbsp; If you have it, you&rsquo;re in position to provide for yourself and others in a grand (Bad pun!) way.&nbsp; If you don&rsquo;t you have to hustle to try and get more. Aaaaaah, what a rat race. It can literally wear you out.&nbsp; The problem most have with money is the level of importance people give it. When it&rsquo;s tight it causes stress, when it&rsquo;s plentiful it can mask the simple things of life. In business and sales it&rsquo;s the measuring device. Success is in the bottom line. Discipline is the winner here.&nbsp; Keeping a good perspective of what&rsquo;s important but understanding the need for finances is the balance.<br /><br />Another external driver is supervision. The people that manage us, direct us or if you own the business, measure us, ie: the bank, industry peers&hellip;&nbsp; Positive management is always more profitable than negative. Though I&rsquo;d say there are far more negative managers than positive. Many managers think yelling, cussing, and belittling will get them the results they want. Though I agree there are situations to be firm, disrespect typically backfires in the end. If you&rsquo;re people don&rsquo;t like you because they&rsquo;ve been treated poorly, they enentually will throw you under the bus.&nbsp; <br /><br />Well, how do you keep motivated? Simple; use a reminder system to keep the important things in front of you. We&rsquo;re all different. It could be pictures, a daily phone call from home, inspirational reading material, vacations planned well in advance, see where I&rsquo;m going here? It&rsquo;s important to do something that pulls your thoughts back to those internal drivers. Then you can deal with the external.&nbsp; This is all so very important when dealing with your customers and clients.&nbsp; They&rsquo;ll sense when your motivation is low or gone. They&rsquo;ll be less inclined to do business with you. It&rsquo;s easy to stay more motivated when business is good, but how about when it&rsquo;s slow? You need to pick yourself up by the bootstraps and kick it in gear! If you are already a motivated person then I challenge you: How high can you reach?&nbsp; How many new customers can you gain? How much can you grow your business? How many other people can you motivate in your company? Go get &lsquo;em! <br /><br />Tom Woodcock is a sales consultant to contractors and contractor suppliers, who speaks to and trains contractors locally and nationwide. He can be reached via his website www.tomwoodcocksealthedeal.com</p>\";s:10:\"category_0\";s:2:\"12\";}'),(2574,985,4,4,1283376153,'a:26:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:3:\"985\";s:6:\"sticky\";s:1:\"n\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2010-08-20 01:19 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:1:\"4\";}s:9:\"author_id\";s:1:\"4\";s:10:\"new_weblog\";s:1:\"4\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:41:\"CNR Awards Sept. 9 to Benefit Habitat STL\";s:9:\"url_title\";s:40:\"cnr_awards_sept_9_to_benefit_habitat_stl\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_26\";s:41:\"CNR Awards Sept. 9 to Benefit Habitat STL\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_44\";s:203:\"St. Louis Construction News & Real Estate (CNR) is celebrating 41 years as the \\\"Voice of the St. Louis Construction Industry\\\" with a special event to recognize excellence in the construction industry. \";s:11:\"field_ft_44\";s:4:\"none\";s:11:\"field_id_28\";s:24:\"CNR, Regional Excellence\";s:11:\"field_ft_28\";s:4:\"none\";s:11:\"field_id_29\";s:5716:\"<p>St. Louis Construction News &amp; Real Estate (CNR) is celebrating 41\n years as the \\\"Voice of the St. Louis Construction Industry\\\" with a \nspecial event to recognize excellence in the construction industry.</p>\n<p>Proceeds from the evening will benefit the work of Habitat for Humanity St. Louis in rebuilding the St. Louis community.</p>\n<p><strong>Place:</strong> The Engineers\\\' Club 4359 Lindell Blvd. St. Louis, MO 63108<br /><strong>Date:</strong> Thursday, September 9, 2010<br /><strong>Time:</strong> 5:30 p.m. Cocktail Hour; 6:30 p.m. Dinner; 7:15 p.m Awards.</p>\n<p>Tickets are $65 per person or $650 for a table of 10.</p>\n<p><a href=\\\"http://www.habitatstl.org/newsevents/specialevents/benefitevents/regionalexcellenceawards\\\">Click here for online registration.</a></p>\n<p>At the event CNR will recognize the recipients of its Regional \nExcellence Awards and of the Thomas J. Finan, Jr. Humanitarian Award.</p>\n<p>Winners of the regional excellence awards are:</p>\n<p><strong>The 2010 Regional Excellence Awards are:</strong></p>\n<p><strong>Innovation Award</strong><br />Harris Stowe State University Early Childhood Development and Professional<br />Education Center<br />Owner:  Harris Stowe State University<br />Architect:  KAI Design &amp; Build with Adrian Luchini<br />Construction Manager: Kwame Building Group<br />General Contractor: Kozeny-Wagner Inc.</p>\n<p>Judges\\\' Comment: \\\"This project has a great design and uses innovative\n materials, and it is important for furthering the understanding of \nchildhood development and parenting techniques while propelling \nHarris-Stowe State University to the head of the class locally, \nnationally, and internationally.\\\"<br /> <strong><br /> Office Building</strong><br />Edward Jones South Campus Building Addition<br />Owner:  Edward Jones<br />Architect:  Arcturis<br />General Contractor: McCarthy Building Cos.</p>\n<p>Judges\\\' Comment: \\\"A huge project, a nice design, an exemplary safety \nrecord, and unusually thorough testing of the building envelope.\\\"</p>\n<p><strong>Urban Transformation-New</strong><br /> Moonrise Hotel<br />Owner: Joe Edwards<br />Architect: ACI/Boland<br />General Contractor: Paric Corporation</p>\n<p>Judges\\\' Comments: Joe Edwards has hit another home run. The project \nteam overcame challenging construction issues to create a great economic\n booster for that area. The design integrates well with the neighboring \nPageant and the building is garnering international attention. In \naddition, Paric went above and beyond usual diversity efforts with a job\n shadowing program.</p>\n<p><strong> Urban Transformation-Renovation</strong><br /> Washington University Corner Building<br />Owner: Washington University<br />Architect: Trivers Associates<br />General Contractor: Paric Corporation</p>\n<p>Judges\\\' Comments: \\\"This project makes a great statement: a great \nreuse of an existing building that required the project team to go \nbeyond what is typical in negotiating with historical preservationists \nto add an element to the building that is not historical - wind \nturbines.\\\"</p>\n<p><strong>Public Space</strong><br />Alton Riverfront and Marina District Amphitheater<br />Owner: City of Alton<br />Architect: Planning Design Studio<br />General Contractor: RCS Construction Inc.</p>\n<p>Judges\\\' Comments: \\\"A great public space that rejuvenates a city\\\'s \nhistorical tie to the river. Amazing to look at - just a cool space.\\\"<strong><br /> <br />Health Care</strong><br /> SSM St. Clare Medical Center <br />Owner: SSM<br />Architect:  HGA and Mackey Mitchell Associates<br />Construction Managers:  Northstar and Kwame Building Group<br />General Contractor: Alberici Constructors</p>\n<p>Judges\\\' Comments: \\\"The entire project is about what is good for patients - and the result  is a building that looks great.\\\"</p>\n<p><strong>Judges\\\' Award</strong><br />BJC Institute of Health at Washington University<br />Owner:  Washington University and BJC<br />Architect: Cannon Design<br />General Contractor: S.M. Wilson &amp; Co.</p>\n<p>Judges\\\' Comment: \\\"This project knocks it out of the ballpark on every level. Everything they did was out of the box.\\\"</p>\n<p>&nbsp;</p>\n<p>&nbsp;</p>\n<p><strong>Awards Sponsorships are Available:</strong></p>\n<p><strong>Master Constructor Sponsor</strong> ($3,000)<br />&bull; Name on Regional Excellence and Thomas J. Finan awards</p>\n<p>&bull; Full page ad in CNR in follow up issue<br />&bull; Program mention on night of event<br />&bull; PowerPoint slide on night of event<br />&bull; 10 tickets (table) for event<br />&bull;\n Habitat for Humanity Saint Louis Build Day - A hands-on opportunity for\n your company to experience the HFHSL build site and see the nation\\\'s \nthird largest \\\"green\\\" development firsthand.</p>\n<p><strong>Builder Sponsor</strong> ($1,000)<br />&bull; Half-page ad in follow up issue of CNR<br />&bull; Program mention on night of event<br />&bull; PowerPoint presentation slide on night of event<br />&bull; 4 tickets for event Superintendent Sponsor ($500)<br />&bull; Listing in full page sponsor ad in follow up CNR after event<br />&bull; Listing in Superintendents Group PowerPoint slide on night of event <br />&bull; Two event tickets</p>\n<p><strong>Superintendent Sponsor</strong> ($500)<br />&bull; Listing in full page sponsor ad in follow up CNR after event<br />&bull; Listing in Superintendents Group PowerPoint slide on night of event <br />&bull; Two event ticketsVisit: www.stlouiscnr.com for more information</p>\n<p>Email <a href=\\\"mailto:kathie@stllouiscnr.com\\\">kathie@stlouiscnr.com</a> or <a href=\\\"mailto:gene@stlouiscnr.com\\\">gene@stlouiscnr.com</a>&nbsp; for more information on sponsoring the awards.</p>\";s:10:\"category_0\";s:1:\"4\";}'),(139,64,5,2,1210814520,'a:26:{s:9:\"weblog_id\";s:1:\"5\";s:8:\"entry_id\";s:2:\"64\";s:6:\"sticky\";s:1:\"n\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-14 03:07 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:2:\"11\";}s:9:\"author_id\";s:1:\"2\";s:10:\"new_weblog\";s:1:\"5\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:20:\"St. Louis Riverfront\";s:9:\"url_title\";s:19:\"st_louis_riverfront\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_20\";s:19:\"Put on Your Ears...\";s:11:\"field_ft_20\";s:4:\"none\";s:11:\"field_id_25\";s:1:\"4\";s:11:\"field_id_45\";s:125:\"The history of our riverfront is very much a\nreflection of St. Louis’ many abortive efforts to\ndevelop a regional identity.\";s:11:\"field_ft_45\";s:4:\"none\";s:11:\"field_id_22\";s:37:\"Riverfront, Disney, region, St. Louis\";s:11:\"field_ft_22\";s:4:\"none\";s:11:\"field_id_23\";s:3890:\"<p><br />When we began talking about the cover story for this issue -- an examination of St. Louis\\\' love/hate relationship with its riverfront real estate-our creative director Alex Paradowski said that he was sure that Walt Disney had<br />once wanted to build a theme venue on the St. Louis riverfront.<br />Sure enough, the entire sordid episode is spelled out in the book, Walt Disney\\\'s<br />Missouri: The Roots of a Creative Genius. In 1963<br />Downtown St. Louis Inc. began a dialogue with Walt and Roy Disney for a development on the riverfront that was dubbed<br />\\\"Riverfront Square.\\\"</p>\n<p><img alt=\\\"Tom and Balloons\\\" height=\\\"644\\\" src=\\\"/images/uploads/3Z8E7299.jpg\\\" title=\\\"Tom with Mickey Mouse ears\\\" width=\\\"266\\\" /></p>\n<p><br /><br />In a chapter titled \\\"Walt Disney\\\'s Vision for Downtown St. Louis,\\\" the book\\\'s authors wrote, \\\"Dozens of cities had invited Walt Disney to build another Disneyland Park. He showed no serious interest in any such undertaking until business and civic leaders from St. Louis approached him...\\\"<br />Actually, the book states, Disney was first approached about producing a fi lm about the 200th anniversary of St. Louis. If you\\\'re old enough you remember the St. Louis bicentennial fl ags and license plates and other hoopla of the time. Walt Disney demurred, suggesting that the area would be better served by the construction of something permanent where St. Louisans and visitors could gather and enjoy the riverfront. Actually, it sounds a lot like today\\\'s lakefront in Chicago.<br /><br />Walt Disney presented his concept at a press conference at the old Bel Air Hilton at Fourth Street and Washington Avenue. The civic fathers couldn\\\'t get past the notions that Disney wanted to own and develop<br />\\\"Riverfront Square\\\" himself and that he wanted it to be a booze-free zone. <br /><br />Afterwards at a private gathering for Disney and civic leaders,<br />\\\"August Busch Jr., made a remark in a very loud voice to the effect that, \\\"Any man who would build something like that and not serve beer and liquor inside is crazy.\\\"<br /><br />If you\\\'ve been to Laclede\\\'s Landing or Soulard recently, you might argue that maybe Walt had something on the ball. In any event, he packed his Mickey Mouse ears and left town to devote his energies to a little project he had begun in Orlando, FL.<br /><br />The history of our riverfront is very much a reflection of St. Louis\\\' many abortive efforts to develop a regional identity. I would argue that when it comes to such issues as the riverfront we need to fi nd a way to get over ourselves, get behind our leadership, and get moving.<br /><br />I love the reaction of the British public to the idea, recentlyfloated by their government, of creating a national motto. In short, they refuse to take the idea seriously. The winner of a contest sponsored by a British newspaper was<br />\\\"No Motto Please, We\\\'re British.\\\"<br /><br />The British have a sense of who they are -- and who they are not.<br />St. Louis, by contrast is still searching for its identity after almost three centuries. The closest we\\\'ve come so far in my opinion has been critic Joe Pollack\\\'s \\\"St. Louis is where trends come to die.\\\" Post-Dispatch columnist Bill McClellan points out that St. Louis isprobably the hub of the universe when it comes to unrealized studies and plans for revitalizing the area.<br /><br />What would it take for us to begin identifying ourselves by what we AREas a region, instead of what we are not? Probably we\\\'d have to start by facing the truth. We\\\'d have to acknowledge that we are politically and racially divided, that we often appear to be genetically resistant to change.<br /><br />Admitting the negatives and letting our leaders lead is the first step to defining what it is that we find positive about our hometown.<br /></p>\n<p>&nbsp;</p>\n<p>&nbsp;</p>\";s:10:\"category_0\";s:2:\"11\";}'),(140,64,5,2,1210814631,'a:26:{s:9:\"weblog_id\";s:1:\"5\";s:8:\"entry_id\";s:2:\"64\";s:6:\"sticky\";s:1:\"n\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-14 03:07 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:2:\"11\";}s:9:\"author_id\";s:1:\"2\";s:10:\"new_weblog\";s:1:\"5\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:20:\"St. Louis Riverfront\";s:9:\"url_title\";s:19:\"st_louis_riverfront\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_20\";s:19:\"Put on Your Ears...\";s:11:\"field_ft_20\";s:4:\"none\";s:11:\"field_id_25\";s:1:\"4\";s:11:\"field_id_45\";s:125:\"The history of our riverfront is very much a\nreflection of St. Louis’ many abortive efforts to\ndevelop a regional identity.\";s:11:\"field_ft_45\";s:4:\"none\";s:11:\"field_id_22\";s:37:\"Riverfront, Disney, region, St. Louis\";s:11:\"field_ft_22\";s:4:\"none\";s:11:\"field_id_23\";s:3885:\"<p><br />When we began talking about the cover story for this issue - an examination of St. Louis\\\' love/hate relationship with its riverfront real estate - our creative director Alex Paradowski said that he was sure that Walt Disney had<br />once wanted to build a theme venue on the St. Louis riverfront.<br />Sure enough, the entire sordid episode is spelled out in the book, Walt Disney\\\'s<br />Missouri: The Roots of a Creative Genius. In 1963<br />Downtown St. Louis Inc. began a dialogue with Walt and Roy Disney for a development on the riverfront that was dubbed<br />\\\"Riverfront Square.\\\"</p>\n<p><img alt=\\\"Tom and Balloons\\\" height=\\\"644\\\" src=\\\"/images/uploads/3Z8E7299.jpg\\\" title=\\\"Tom with Mickey Mouse ears\\\" width=\\\"266\\\" /></p>\n<p><br /><br />In a chapter titled \\\"Walt Disney\\\'s Vision for Downtown St. Louis,\\\" the book\\\'s authors wrote, \\\"Dozens of cities had invited Walt Disney to build another Disneyland Park. He showed no serious interest in any such undertaking until business and civic leaders from St. Louis approached him...\\\"<br />Actually, the book states, Disney was first approached about producing a fi lm about the 200th anniversary of St. Louis. If you\\\'re old enough you remember the St. Louis bicentennial fl ags and license plates and other hoopla of the time. Walt Disney demurred, suggesting that the area would be better served by the construction of something permanent where St. Louisans and visitors could gather and enjoy the riverfront. Actually, it sounds a lot like today\\\'s lakefront in Chicago.<br /><br />Walt Disney presented his concept at a press conference at the old Bel Air Hilton at Fourth Street and Washington Avenue. The civic fathers couldn\\\'t get past the notions that Disney wanted to own and develop<br />\\\"Riverfront Square\\\" himself and that he wanted it to be a booze-free zone. <br /><br />Afterwards at a private gathering for Disney and civic leaders,<br />\\\"August Busch Jr., made a remark in a very loud voice to the effect that, \\\"Any man who would build something like that and not serve beer and liquor inside is crazy.\\\"<br /><br />If you\\\'ve been to Laclede\\\'s Landing or Soulard recently, you might argue that maybe Walt had something on the ball. In any event, he packed his Mickey Mouse ears and left town to devote his energies to a little project he had begun in Orlando, FL.<br /><br />The history of our riverfront is very much a reflection of St. Louis\\\' many abortive efforts to develop a regional identity. I would argue that when it comes to such issues as the riverfront we need to fi nd a way to get over ourselves, get behind our leadership, and get moving.<br /><br />I love the reaction of the British public to the idea, recentlyfloated by their government, of creating a national motto. In short, they refuse to take the idea seriously. The winner of a contest sponsored by a British newspaper was<br />\\\"No Motto Please, We\\\'re British.\\\"<br /><br />The British have a sense of who they are -- and who they are not.<br />St. Louis, by contrast is still searching for its identity after almost three centuries. The closest we\\\'ve come so far in my opinion has been critic Joe Pollack\\\'s \\\"St. Louis is where trends come to die.\\\" Post-Dispatch columnist Bill McClellan points out that St. Louis isprobably the hub of the universe when it comes to unrealized studies and plans for revitalizing the area.<br /><br />What would it take for us to begin identifying ourselves by what we AREas a region, instead of what we are not? Probably we\\\'d have to start by facing the truth. We\\\'d have to acknowledge that we are politically and racially divided, that we often appear to be genetically resistant to change.<br /><br />Admitting the negatives and letting our leaders lead is the first step to defining what it is that we find positive about our hometown.</p>\n<p>&nbsp;</p>\n<p>&nbsp;</p>\";s:10:\"category_0\";s:2:\"11\";}'),(141,64,5,2,1210814772,'a:26:{s:9:\"weblog_id\";s:1:\"5\";s:8:\"entry_id\";s:2:\"64\";s:6:\"sticky\";s:1:\"n\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-14 03:07 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:2:\"11\";}s:9:\"author_id\";s:1:\"2\";s:10:\"new_weblog\";s:1:\"5\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:20:\"St. Louis Riverfront\";s:9:\"url_title\";s:19:\"st_louis_riverfront\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_20\";s:19:\"Put on Your Ears...\";s:11:\"field_ft_20\";s:4:\"none\";s:11:\"field_id_25\";s:1:\"4\";s:11:\"field_id_45\";s:125:\"The history of our riverfront is very much a\nreflection of St. Louis’ many abortive efforts to\ndevelop a regional identity.\";s:11:\"field_ft_45\";s:4:\"none\";s:11:\"field_id_22\";s:37:\"Riverfront, Disney, region, St. Louis\";s:11:\"field_ft_22\";s:4:\"none\";s:11:\"field_id_23\";s:3882:\"<p><br />When we began talking about the cover story for this issue - an examination of St. Louis\\\' love/hate relationship with its riverfront real estate - our creative director Alex Paradowski said that he was sure that Walt Disney had<br />once wanted to build a theme venue on the St. Louis riverfront.</p>\n<p>Sure enough, the entire sordid episode is spelled out in the book, Walt Disney\\\'s Missouri: The Roots of a Creative Genius. In 1963<br />Downtown St. Louis Inc. began a dialogue with Walt and Roy Disney for a development on the riverfront that was dubbed<br />\\\"Riverfront Square.\\\"</p>\n<p><img alt=\\\"Tom and Balloons\\\" height=\\\"644\\\" src=\\\"/images/uploads/3Z8E7299.jpg\\\" title=\\\"Tom with Mickey Mouse ears\\\" width=\\\"266\\\" /></p>\n<p><br /><br />In a chapter titled \\\"Walt Disney\\\'s Vision for Downtown St. Louis,\\\" the book\\\'s authors wrote, \\\"Dozens of cities had invited Walt Disney to build another Disneyland Park. He showed no serious interest in any such undertaking until business and civic leaders from St. Louis approached him...\\\"<br />Actually, the book states, Disney was first approached about producing a fi lm about the 200th anniversary of St. Louis. If you\\\'re old enough you remember the St. Louis bicentennial fl ags and license plates and other hoopla of the time. Walt Disney demurred, suggesting that the area would be better served by the construction of something permanent where St. Louisans and visitors could gather and enjoy the riverfront. Actually, it sounds a lot like today\\\'s lakefront in Chicago.<br /><br />Walt Disney presented his concept at a press conference at the old Bel Air Hilton at Fourth Street and Washington Avenue. The civic fathers couldn\\\'t get past the notions that Disney wanted to own and develop<br />\\\"Riverfront Square\\\" himself and that he wanted it to be a booze-free zone. <br /><br />Afterwards at a private gathering for Disney and civic leaders,<br />\\\"August Busch Jr., made a remark in a very loud voice to the effect that, \\\"Any man who would build something like that and not serve beer and liquor inside is crazy.\\\"<br /><br />If you\\\'ve been to Laclede\\\'s Landing or Soulard recently, you might argue that maybe Walt had something on the ball. In any event, he packed his Mickey Mouse ears and left town to devote his energies to a little project he had begun in Orlando, FL.<br /><br />The history of our riverfront is very much a reflection of St. Louis\\\' many abortive efforts to develop a regional identity. I would argue that when it comes to such issues as the riverfront we need to fi nd a way to get over ourselves, get behind our leadership, and get moving.<br /><br />I love the reaction of the British public to the idea, recentlyfloated by their government, of creating a national motto. In short, they refuse to take the idea seriously. The winner of a contest sponsored by a British newspaper was<br />\\\"No Motto Please, We\\\'re British.\\\"<br /><br />The British have a sense of who they are -- and who they are not.<br />St. Louis, by contrast is still searching for its identity after almost three centuries. The closest we\\\'ve come so far in my opinion has been critic Joe Pollack\\\'s \\\"St. Louis is where trends come to die.\\\" Post-Dispatch columnist Bill McClellan points out that St. Louis isprobably the hub of the universe when it comes to unrealized studies and plans for revitalizing the area.<br /><br />What would it take for us to begin identifying ourselves by what we AREas a region, instead of what we are not? Probably we\\\'d have to start by facing the truth. We\\\'d have to acknowledge that we are politically and racially divided, that we often appear to be genetically resistant to change.<br /><br />Admitting the negatives and letting our leaders lead is the first step to defining what it is that we find positive about our hometown.</p>\n<p>&nbsp;</p>\n<p>&nbsp;</p>\";s:10:\"category_0\";s:2:\"11\";}'),(142,64,5,2,1210814876,'a:26:{s:9:\"weblog_id\";s:1:\"5\";s:8:\"entry_id\";s:2:\"64\";s:6:\"sticky\";s:1:\"n\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-14 03:07 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:2:\"11\";}s:9:\"author_id\";s:1:\"2\";s:10:\"new_weblog\";s:1:\"5\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:16:\"Put on Your Ears\";s:9:\"url_title\";s:19:\"st_louis_riverfront\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_20\";s:19:\"Put on Your Ears...\";s:11:\"field_ft_20\";s:4:\"none\";s:11:\"field_id_25\";s:1:\"4\";s:11:\"field_id_45\";s:125:\"The history of our riverfront is very much a reflection of St. Louis’ many abortive efforts to develop a regional identity.\";s:11:\"field_ft_45\";s:4:\"none\";s:11:\"field_id_22\";s:37:\"Riverfront, Disney, region, St. Louis\";s:11:\"field_ft_22\";s:4:\"none\";s:11:\"field_id_23\";s:3877:\"<p><br />When we began talking about the cover story for this issue - an examination of St. Louis\\\' love/hate relationship with its riverfront real estate - our creative director Alex Paradowski said that he was sure that Walt Disney had<br />once wanted to build a theme venue on the St. Louis riverfront.</p>\n<p>Sure enough, the entire sordid episode is spelled out in the book, Walt Disney\\\'s Missouri: The Roots of a Creative Genius. In 1963<br />Downtown St. Louis Inc. began a dialogue with Walt and Roy Disney for a development on the riverfront that was dubbed \\\"Riverfront Square.\\\"</p>\n<p><img alt=\\\"Tom and Balloons\\\" height=\\\"644\\\" src=\\\"/images/uploads/3Z8E7299.jpg\\\" title=\\\"Tom with Mickey Mouse ears\\\" width=\\\"266\\\" /></p>\n<p><br /><br />In a chapter titled \\\"Walt Disney\\\'s Vision for Downtown St. Louis,\\\" the book\\\'s authors wrote, \\\"Dozens of cities had invited Walt Disney to build another Disneyland Park. He showed no serious interest in any such undertaking until business and civic leaders from St. Louis approached him...\\\"<br />Actually, the book states, Disney was first approached about producing a fi lm about the 200th anniversary of St. Louis. If you\\\'re old enough you remember the St. Louis bicentennial fl ags and license plates and other hoopla of the time. Walt Disney demurred, suggesting that the area would be better served by the construction of something permanent where St. Louisans and visitors could gather and enjoy the riverfront. Actually, it sounds a lot like today\\\'s lakefront in Chicago.<br /><br />Walt Disney presented his concept at a press conference at the old Bel Air Hilton at Fourth Street and Washington Avenue. The civic fathers couldn\\\'t get past the notions that Disney wanted to own and develop<br />\\\"Riverfront Square\\\" himself and that he wanted it to be a booze-free zone. <br /><br />Afterwards at a private gathering for Disney and civic leaders,<br />\\\"August Busch Jr., made a remark in a very loud voice to the effect that, \\\"Any man who would build something like that and not serve beer and liquor inside is crazy.\\\"<br /><br />If you\\\'ve been to Laclede\\\'s Landing or Soulard recently, you might argue that maybe Walt had something on the ball. In any event, he packed his Mickey Mouse ears and left town to devote his energies to a little project he had begun in Orlando, FL.<br /><br />The history of our riverfront is very much a reflection of St. Louis\\\' many abortive efforts to develop a regional identity. I would argue that when it comes to such issues as the riverfront we need to fi nd a way to get over ourselves, get behind our leadership, and get moving.<br /><br />I love the reaction of the British public to the idea, recentlyfloated by their government, of creating a national motto. In short, they refuse to take the idea seriously. The winner of a contest sponsored by a British newspaper was<br />\\\"No Motto Please, We\\\'re British.\\\"<br /><br />The British have a sense of who they are -- and who they are not.<br />St. Louis, by contrast is still searching for its identity after almost three centuries. The closest we\\\'ve come so far in my opinion has been critic Joe Pollack\\\'s \\\"St. Louis is where trends come to die.\\\" Post-Dispatch columnist Bill McClellan points out that St. Louis isprobably the hub of the universe when it comes to unrealized studies and plans for revitalizing the area.<br /><br />What would it take for us to begin identifying ourselves by what we AREas a region, instead of what we are not? Probably we\\\'d have to start by facing the truth. We\\\'d have to acknowledge that we are politically and racially divided, that we often appear to be genetically resistant to change.<br /><br />Admitting the negatives and letting our leaders lead is the first step to defining what it is that we find positive about our hometown.</p>\n<p>&nbsp;</p>\n<p>&nbsp;</p>\";s:10:\"category_0\";s:2:\"11\";}'),(143,65,2,2,1210880602,'a:28:{s:9:\"weblog_id\";s:1:\"2\";s:8:\"entry_id\";s:0:\"\";s:6:\"sticky\";s:0:\"\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-15 09:25 AM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:2:\"15\";}s:9:\"author_id\";s:1:\"2\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:40:\"An Uplifting Connection With Union Labor\";s:9:\"url_title\";s:29:\"electrical_connection_habitat\";s:6:\"submit\";s:6:\"Submit\";s:10:\"field_id_5\";s:40:\"An Uplifting Connection With Union Labor\";s:10:\"field_ft_5\";s:4:\"none\";s:10:\"field_id_9\";s:350:\"For the last two years, the Electrical Connection\\\'s donations of labor and materials have placed it in Habitat for Humanity\\\'s largest category of sponsors, Neighborhood Sponsors. Last year, the Electrical Connection wired a record 25 Habitat homes - using nearly 20 miles of wiring - which represented a $125,000 donation in materials and services.\";s:10:\"field_ft_9\";s:4:\"none\";s:11:\"field_id_13\";s:1:\"9\";s:10:\"field_id_7\";s:55:\"NECA, IBEW, Electrical Connection, Habitat for Humanity\";s:10:\"field_ft_7\";s:4:\"none\";s:10:\"field_id_8\";s:5338:\"<p><br /><br />No other organization in St. Louis, and few in the country, enjoys the same record as Habitat for Humanity for matching needy families with stable, affordable, high-quality housing, and that record would not have been possible without the support of the unionized electrical construction industry.<br /><br />Out of 1600 affiliates of Habitat for Humanity nationwide, Habitat for Humanity St. Louis builds more houses every year than all except for 31 other affiliates - 25 houses last year and more than 230 in all. The local affiliate stands out for other reasons, as well. Unlike other affiliates, it builds houses with full basements instead of on a slab. Last year, Habitat for Humanity St. Louis began putting the utilities to its houses underground, and starting this year its new houses all will be certified by the U.S. Green Building Council for Leadership in Energy and Environmental Design (LEED). Kyle Hunsberger, director of construction for Habitat for Humanity St. Louis, said the local affiliate\\\'s goals and record of accomplishments would not be so impressive were it not for the support of the Electrical Connection, which is a cooperative partnership of International Brotherhood of Electrical Workers (IBEW) Local One and the St. Louis Chapter of the National Electrical Contractors Association.<br /><br />For the last two years, the Electrical Connection\\\'s donations of labor and materials have placed it in Habitat for Humanity\\\'s largest category of sponsors, Neighborhood Sponsors. Last year, the Electrical Connection wired a record 25 Habitat homes - using nearly 20 miles of wiring - which represented a $125,000 donation in materials and services.<br /><br />It all started in 2002 when Mills Mall sponsored the construction of a house inside the mall. The house later was moved to a site in Hillsdale, MO. Habitat for Humanity St. Louis had worked with different electrical contractors on different houses, but had never established a relationship with the electrician\\\'s union until Bathe Electric\\\'s Martin Bathe told Hunsberger that he should talk to Matt Lampe at the IBEW. \\\"Lampe organized electricians from a few different companies to rough in the electrical work while the house was at the mall, and when it was moved and set into its final location they came out and finished up the work,\\\" Hunsberger said.<br /><br />The relationship between Habitat and the Electrical Connection leaped forward in 2004 when the Electrical Connection wired all of Habitat\\\'s houses in Hillsdale for free and worked alongside Habitat volunteers in a blitz build in the Jeff-Vander-Lou neighborhood of St. Louis. <br /><br />\\\"That is really what sealed the deal,\\\" Hunsberger said. \\\"They became another part of the Habitat puzzle. From that point on they committed to taking on each project of ours. In 2006 we were back in the Jeff-Vander-Lou neighborhood with 20 homes; and in 2007 we did 25 homes in Mark Twain neighborhood, which is the first year we went with underground services, Ameren donated the conduit and the IBEW worked with us to put all services underground. They are committed to providing us with underground services, rough in, and with setting fixtures,\\\" he said.<br /><br />Every year since 2004, the Electrical Connection has mobilized an army of 150 to 300 IBEW Local 1 electricians and union electrical contractors to safely wire homes to advance Habitat for Humanity Saint Louis\\\' mission of providing homes for the disadvantaged.&nbsp; The total investment of donated time and materials now stands in excess of $500,000 and has provided for safely wiring in over 140 homes. Since that first house in Mills Mall in 2002, over 850 union electricians and electrical contractors have donated time on weekends and evenings help Habitat for Humanity St. Louis fulfill its mission of eliminating poverty housing and homelessness.<br /><br />This year, the Electrical Connection has committed to provide the electrical work to help Habitat for Humanity St. Louis reach its goal of building 27 homes in St. Louis. The organization is hoping to gradually build its capacity until it is able to build 50 homes a year starting in 2015.<br /><br />\\\"They are one of our largest sponsors and they have been wonderful to work with,\\\" said Kimberly McKinney, chief executive officer of Habitat for Humanity St. Louis. \\\"When you can have a partnership with union labor and contractors, it just makes sense,\\\" she added.<br /><br />An ancillary benefit of the partnership is that Habitat \\\"can focus on other areas,\\\" Hunsberger said. \\\"It helps us on our fundraising knowing that the Electrical Connection is going to come in at $100,000-plus every year to take care of the electrical work. That allows us to build more houses and to add other things, like LEED certification,\\\" he said.<br /><br />The benefits of the partnership to the families that will own the homes also are very real. Not only to they get safe wiring; not only does the donation of the electrical installation lower the purchase price for the family; but, \\\"the Electrical Connection gives an additional five year labor warranty on all their projects on top of the contractor\\\'s one year warranty,\\\" Hunsberger said. \\\"That is an added incentive that we weren\\\'t counting on.\\\"<br /><br /><br /><br /><br /></p>\";s:11:\"field_id_42\";s:29:\"/images/uploads/habitat_1.jpg\";s:11:\"field_id_43\";s:129:\"IBEW Local 1 electrician Scott Johnson wires a box as part of the  Electrical Connection\\\'s contribution to Habitat for Humanity.\";s:11:\"field_ft_43\";s:4:\"none\";s:10:\"category_0\";s:2:\"15\";}'),(144,60,2,2,1210880813,'a:29:{s:9:\"weblog_id\";s:1:\"2\";s:8:\"entry_id\";s:2:\"60\";s:6:\"sticky\";s:1:\"n\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-14 10:43 AM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:2:\"16\";}s:9:\"author_id\";s:1:\"2\";s:10:\"new_weblog\";s:1:\"2\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:26:\"Regional Excellence Judges\";s:9:\"url_title\";s:26:\"regional_excellence_awards\";s:6:\"submit\";s:6:\"Update\";s:10:\"field_id_5\";s:30:\"Regional Excellence Goes Green\";s:10:\"field_ft_5\";s:4:\"none\";s:10:\"field_id_9\";s:278:\"\\\"Green construction\\\" was a theme among the projects selected by judges for recognition in the 2008 CNR Regional Excellence Awards. Six of the eight projects incorporated major commitments to sustainable, energy-conserving construction and operation in their building programs.\";s:10:\"field_ft_9\";s:4:\"none\";s:11:\"field_id_13\";s:1:\"4\";s:10:\"field_id_7\";s:42:\"Regional Excellence, awards, green, judges\";s:10:\"field_ft_7\";s:4:\"none\";s:10:\"field_id_8\";s:7717:\"<p><br /><br /><br />\\\"Green construction\\\" was a theme among the projects selected by judges for recognition in the 2008 CNR Regional Excellence Awards. Six of the eight projects incorporated major commitments to sustainable, energy-conserving construction and operation in their building programs. <br /><br />The winners of the Regional Excellence Awards for this year are: Cardinal Glennon Children\\\'s Expansion; <br />Doisy Research Center at St. Louis University; Express Scripts; Frieze Harley Davidson; Kerr Foundation; <br />Monsanto Data Center; Moosylvania Marketing; and St. Louis Community College at Wildwood. <br /><br />The judges were Sarah Tetley of PGAV Architects, president, St. Louis Chapter, American Institute of Architects; Price Marr, manager, strategic sourcing, Ameren; George Azzani, president, Kaiser Electric; Stephen Bannes, professor and program director, graduate studies in construction management, Washington University; Rick Lodewyck, president, CDG Engineers; and Terry Simpson, senior project manager, Northstar Management Co.</p>\n<p><br /><img alt=\\\"2008 Regional Excellence judging at the offices of CNR\\\" height=\\\"177\\\" src=\\\"/images/uploads/reg-ex-judge1.jpg\\\" title=\\\"judging\\\" width=\\\"266\\\" /><br /><br />The stated purpose of the awards, now in their 19th year, is to recognize projects completed in the last year that \\\"in sum, demonstrate excellence in design, excellence in construction, and a positive contribution to the St. Louis community.\\\" Awards are presented to the designer the general contractor/construction manager, and the owner for each project. Each year 150-200 persons attend the awards which are presented at a dinner ceremony, held in cooperation with the St. Louis Chapter, National Association of Women in Construction. This year\\\'s presentation will be held June 19 at the Randall Gallery.&nbsp; For more information on attending the awards event, e-mail tom@stlouiscnr.com.<br /><br /><strong>Cardinal Glennon Children\\\'s Hospital Expansion</strong> is the first project completed under the integrated project delivery agreement of \\\"lean construction\\\".&nbsp; As such it has become a national model for a new way of delivering construction to minimize and drive out waste. The project was completed six weeks early and under budget. Because hospital intensive care rooms a are very complex the team built a mockup of a neonatal intensive care unit (NICU) inside a team member\\\'s warehouse, discovering that it was impossible to build as drawn. The lessons learned in reconfiguring the mockup were transferred to the construction of the 60-room NICU.<br />Owner: Cardinal Glennon Children\\\'s Hospital<br />Designer: Christner and McGrath<br />General Contractor: Alberici Constructors<br /><br /><strong>Doisy Research Center</strong> is the new front door for the St. Louis University Medical Campus and host to modern facilities to generate new research involving vaccine development, molecular biology, virology, immunology and epidemiology. It is a major component of the largest building project in St. Louis University history. The signature triangular shape reflects the highly efficient relationship of research space to support space within the building. Although delayed by unexpected conditions, such as a previously-unknown quarry beneath the site, and delays in getting the necessary funding approvals from the National Institutes of Health the project was completed safely and within budget. <br />Owner: St. Louis University<br />Designer: Cannon Design<br />General Contractor: Clayco<br /><br /><strong>Express Scripts\\\' </strong>decision to move to the campus of the University of Missouri-St. Louis campus led to a major revival in north St. Louis County. It was the first time a Fortune 500 company has located on a public university campus. The 320,000 square foot building was designed to meet LEED certification standards. The 16-month project was completed ahead of schedule and within budget. <br />Owner: Express Scripts<br />Designer: Christner, Inc. <br />General Contractor: Clayco<br /><br /><strong>Frieze Harley-Davidson</strong> brought innovative design and green construction to the retailing of a product not generally associated with either design or environmentalism, while contributing to the economic growth of O\\\'Fallon. The 34,000 square foot dealership, incorporates such features as solatubes to bring light inside, a radiant heat/hot water system powered by motorcycle waste oil, bamboo flooring in the customer area, and 60-foot-tall wind turbine.<br />Owner: Frieze Harley-Davidson<br />Designer: Karasek Architects<br />General Contractor: Trumpet Builders<br />&nbsp;<br /><strong>Kerr Foundation\\\'s</strong> renovation of 21 O\\\'Fallon St., just north of the President Casino on the riverfront, was designed as an educational showcase for sustainable building - and building renovation - strategies. The 58 points earned on the LEED rating system is only one less than the number earned by the renowned Alberici headquarters building - which has been billed as one of the \\\"greenest\\\" buildings in the world. Features include everything from rain barrels to collect water used to irrigate the building\\\'s \\\"green roof\\\" roof deck&nbsp; to both photovoltaic and&nbsp; wind turbine power generation. <br />Owner: William A. Kerr Family Foundation<br />Designer: TMA&nbsp; Architects<br />General Contractor: Trumpet Builders<br /><br /><strong>Moosylvania Marketing</strong> renovated an 80-year-old Baptist church and 1950s era school into a modern and memorable office setting, booting the revival of downtown Maplewood. Tarlton converted the church into four levels open workspace. The scope of work invluded maintaining the building\\\'s historical significance and eligibility for tax credits while applying state-of-the-art technology and modern amenities. Tarlton won a 2008 \\\"Build America\\\" award, sponsored by the Aon, from the Construction Services Group of the Associated General Contractors of America for the project. <br />Owner: Moosylvania Marketing<br />Designer: Klitzing Wetsch Associates,Inc.<br />General Contractor: Tarlton<br /><br /><br /><strong>Monsanto Data Center</strong> takes the idea of data center as a concrete bunker and turns it on its head. Faced with a wall of fritted glass that provides 60 percent sun shading and is also a security feature, the center addresses the human needs of the IT staff working within its walls. The inside of the center is warm and well-lit, with inviting work areas. The project is registered for LEED certification. The new data center factored in Monsanto\\\'s ranking as one of 12 green IT companies in Computerworld magazine\\\'s&nbsp; top Green-IT Companies for 2008.&nbsp; <br />Owner: Monsanto<br />Designer: Fox Architects<br />General Contractor: McCarthy Building Companies, Inc.<br /><br /><strong>St. Louis Community College</strong> (SLCC) at Wildwood is the first green college campus in Missouri. This year SLCC was awarded a LEED gold certification. SLCC blends green design elements with traditional Gothic motifs. The structure is designed to be 30 percent more energy efficient than a typical code-compliant building of its size.&nbsp; The sustainability features had a number of challenges, including reinforcing the \\\"green roof\\\" to hold the weight of 1,000 plant trays,&nbsp; building a \\\"floating\\\" ceiling in the center of the room to accommodate air flow needs, and recycling 95 percent of the construction waste material. <br />Owner: St. Louis Community College<br />Designer: William B. Ittner, Inc.<br />Construction Manager: Kwame Building Group<br />General Contractor: L.A. Schaefer Construction Co.</p>\";s:11:\"field_id_42\";s:34:\"/images/uploads/green-building.jpg\";s:11:\"field_id_43\";s:79:\"Six of eight CNR Regional Excellence winners featured sustainable construction.\";s:11:\"field_ft_43\";s:4:\"none\";s:10:\"category_0\";s:2:\"16\";}'),(145,61,4,2,1210881501,'a:32:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:2:\"61\";s:6:\"sticky\";s:1:\"n\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-14 12:19 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:1:\"4\";}s:9:\"author_id\";s:1:\"2\";s:10:\"new_weblog\";s:1:\"4\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:29:\"Aschinger  Management Changes\";s:9:\"url_title\";s:28:\"aschinger_management_changes\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_26\";s:52:\"Aschinger Electric Company Names Martin As President\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:1:\"9\";s:11:\"field_id_44\";s:166:\"Aschinger Electric Company, one of the largest electrical contracting firms in St. Louis, is making an unusual transition to a fourth generation of family management.\";s:11:\"field_ft_44\";s:4:\"none\";s:11:\"field_id_28\";s:49:\"Aschinger, electrical, contractor, Emily, Martin \";s:11:\"field_ft_28\";s:4:\"none\";s:11:\"field_id_38\";s:0:\"\";s:15:\"field_offset_38\";s:1:\"y\";s:11:\"field_id_39\";s:0:\"\";s:15:\"field_offset_39\";s:1:\"y\";s:11:\"field_id_40\";s:0:\"\";s:11:\"field_ft_40\";s:4:\"none\";s:11:\"field_id_29\";s:9758:\"<p><br /><br />Aschinger Electric Company, one of the largest electrical contracting firms in St. Louis, is making an unusual transition to a fourth generation of family management. <br /><img alt=\\\"Emily Aschinger Martin\\\" height=\\\"303\\\" src=\\\"/images/uploads/emily-martin-web.jpg\\\" title=\\\"Emily Aschinger Martin, new president of Aschinger Electric\\\" width=\\\"266\\\" /></p>\n<p><strong>Emily Aschinger Martin</strong></p>\n<p>Emily Aschinger Martin has been promoted to president, a position formerly held by her father Eric Aschinger. Scott Aschinger, Martin\\\'s cousin, was named vice president of operations. Eric remains with Aschinger Electric as chairman and chief executive officer. His brothers, Jack Aschinger and Keith Aschinger, also remain officers of the company. Jack serves as the senior vice president, and Keith is the administrative vice president and corporate secretary. Scott Aschinger is Jack\\\'s son. Scott will continue to serve as president of Aschinger Electric Communications, Inc., a business unit of Aschinger Electric Company that designs, installs and maintains communication systems, such as telephone and voice-over internet protocol (VOIP).<br /><br />According to the U.S. Small Business Administration, only 12 percent of family-owned businesses make it into the third generation. It is even rarer for a woman to become president.<br /><br />\\\"This transition is part of a carefully planned, multi-year process designed to provide seamless leadership,\\\" Eric Aschinger said.<br /><br />\\\"My father had two heart attacks within a week of each other in 2001, and that made him think seriously about transition,\\\" said Martin. \\\"Their father, Francis, died suddenly in \\\'78 and they had to learn to read financial statements on the fly,\\\" she said.<br /><br />In contrast to the way he and his brothers took over the business thirty years ago, Eric Aschinger said that they did not want this transition \\\"to be an event, we wanted it to be a process.\\\" Francis Aschinger died within three weeks of being diagnosed with cancer in 1978. His three sons all were in the business, but Eric became president because he had already gotten his own electrical contractor\\\'s license in addition to his electrical engineering license. \\\"I already had the licenses, so I seemed to be the right one even though I was the youngest,\\\" Eric said. \\\"Both my brothers bought in on that and we shared responsibility.\\\" Eric said he did not want the new generation to make the same mistakes he made. \\\"I was good at running jobs, but that is different from running a business,\\\" he said.<br /><br />So, seven years ago, the Aschinger family began a process of transferring the family business to a new generation. It was a process that they thought would take seven to 10 years to complete. \\\"We studied failures,\\\" Eric said. \\\"We went to FMI seminars, heard horror stories, and decided what to do.\\\"<br /><br />The first major decision was to do something about the increasing division of ownership of the company. Francis\\\' widow owned stock in the company. Eric, Jack, and Keith had stock, and so did their sisters. All of Francis\\\' grandchildren, 17 in total, owned stock. \\\"We decided that only those who were in the business should have stock,\\\" Eric said. \\\"Too many of the horror stories were about people outside the family business owning stock in it and not understanding what it takes to run the business, he said. So, the three brothers started the transition process by first buying out everyone else so that when they passed management of the company on they were actually passing control of the company on as well.<br /><br />Eric had four children, but only daughter Emily is in the business. Jack had three children, but only son Scott is in the business. Keith also had three children, and his son Craig is the only one in the business. None of the sisters\\\' children went into the business. Emily is a lawyer; Scott is an electrical engineer with an MBA; and Craig has a psychology degree and taught English in Japan before entering the electrician\\\'s apprenticeship program. Craig is working for the company as a journeyman electrician.<br /><br />Two years into the transition process, the family still was not certain that the company would stay in the family. \\\"Someone else was interested in taking over the business,\\\" Eric said. The family had Emily, Scott, and Craig tested \\\"to see if there was an heir apparent,\\\" he said, and also had Eric, Jack, and Keith tested.<br /><br />\\\"Both Emily and Scott fit the profile for business leaders,\\\" Eric said. \\\"They both were in the 99th percentile and between the business side and the construction side they complement each other well,\\\" he said.<br /><br />How did the family decide which of the two of them would become president? \\\"We didn\\\'t,\\\" Eric said. \\\"We let them decide. We told them that if there was going to be a problem, it was not going to be our problem; it was going to be theirs. They sat down with the consultant and came up with a set of guidelines as to what decision they each would make independently and what decisions they would make together,\\\" he said.<br /><br />Emily said that their model is the relationship that Tracy Hart and Dirk Elsperman have a Tarlton Corporation. \\\"Scott and I sat down with Tracy and Dirk to discuss how they work together,\\\" Martin said. \\\"Our relationship is very similar: We are a partnership. He is very much on the operation side; I am on the sales and administrative side.\\\"<br /><br />That is not to say that Eric and his brothers were not keeping an unobtrusive eye on their offspring. \\\"We watched to see who people went to naturally when they had a problem,\\\" Eric said, \\\"and they went to Emily.\\\"<br /><br />After the settling the succession, there began the long process of preparation. \\\"I made them both join business owners groups to learn the business of running a business,\\\" Eric said. \\\"We sent them to FMI training and NECA training. I would meet with them once a month and talk about business, teach them how to read statements, and take them to the bank with me to get line of credit or to the bonding company with me. And I showed them what I look for when I look at job reports, the things that might raise a red flag, which is something nobody showed me.\\\"<br /><br />Emily Martin and Scott Aschinger represent the fourth generation of the family in electrical contracting, going back almost a century to their great-grandfather, Otto Aschinger, who began replacing gas lights and oil lamps with electric wiring in 1912. He left St. Louis during the Great Depression in the 1930s for opportunities in the California shipyards. His son Francis founded Aschinger Electric in St. Louis in 1940.<br /><br />Eric said that when Emily was a child, he used to bring templates home from work and make his children lay them out for parking lot wiring. When she was 10, he made her wire all the receptacles in a house he was building. Emily recalls visiting potential job sites with her father and counting light fixtures for estimates. Nonetheless, Eric said he did not expect her to enter the family business.<br /><br />As an adult, Emily had gone off in her own direction, Eric recalled. \\\"She became a lawyer and went into private practice,\\\" he said. \\\'Then after she had practiced law for nearly five years, she called and said she wanted to come to work me. I remember my first thought was, \\\"What do I need a lawyer for\\\",\\\' he said. That was in 1998.<br /><br />Eric said he made Emily estimate jobs, run jobs, and close jobs. \\\"She did 100 percent of what it takes to be a project manager so that she could relate to the issues that others face,\\\" he said. She then added sales and marketing roles and in 2004 she was named vice president of business development.<br /><br />Scott Aschinger joined Aschinger Electric Company in the early 1980s as a draftsman and project engineer. He has since earned an MBA as well as registration as a professional engineer and communications distribution designer, and he started and runs Aschinger\\\'s communications division.<br /><br />With annual billings of more than $44 million, Aschinger Electric Company is one of the largest electrical firms in St. Louis. The firm employs more than 200 people, including more than 170 electricians, communication technicians and lighting technicians.<br /><br />Emily intends to continue the company\\\'s reputation for innovation. \\\"The imperative of the industry today is to move in a new direction,\\\" she said. \\\"We are moving from reactive services to proactive: we are doing predictive and preventive maintenance, flash hazard analysis, and light maintenance services (changing light bulbs and ballasts),\\\" she said.<br /><br />\\\"There is an emphasis today on going green and saving energy that has people going into lighting retrofit. We have someone doing just retrofits: he is project manager. That is what I mean by being proactive: we can sell it,\\\" she said.<br /><br />\\\"I would always rather sell the work as opposed to bidding the work,\\\" Eric said. \\\"We would get information about the future directions of the industry from NECA (National Electrical Contractors Association) meetings and we would try to be a one stop solution for the customer,\\\" he said. \\\"Some things work and some don\\\'t, but we\\\'ve always looked for something different,\\\" he added.<br /><br />What is next for Eric, Jack, and Keith? \\\"I said that I would stay as CEO for two years,\\\" Eric said. \\\"There is always some fallout in a transition and we wanted to avoid that, so we are going slowly.... Jack takes care of the trucks, because that is what he likes to do, and Keith is still into computers.\\\"<br /><br />&nbsp;</p>\";s:10:\"category_0\";s:1:\"4\";}'),(146,64,5,2,1210895303,'a:26:{s:9:\"weblog_id\";s:1:\"5\";s:8:\"entry_id\";s:2:\"64\";s:6:\"sticky\";s:1:\"n\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-14 03:07 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:2:\"11\";}s:9:\"author_id\";s:1:\"2\";s:10:\"new_weblog\";s:1:\"5\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:16:\"Put on Your Ears\";s:9:\"url_title\";s:19:\"st_louis_riverfront\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_20\";s:19:\"Put on Your Ears...\";s:11:\"field_ft_20\";s:4:\"none\";s:11:\"field_id_25\";s:1:\"4\";s:11:\"field_id_45\";s:125:\"The history of our riverfront is very much a reflection of St. Louis’ many abortive efforts to develop a regional identity.\";s:11:\"field_ft_45\";s:4:\"none\";s:11:\"field_id_22\";s:37:\"Riverfront, Disney, region, St. Louis\";s:11:\"field_ft_22\";s:4:\"none\";s:11:\"field_id_23\";s:3848:\"<p><br />When we began talking about the cover story for this issue - an examination of St. Louis\\\' love/hate relationship with its riverfront real estate - our creative director Alex Paradowski said that he was sure that Walt Disney had<br />once wanted to build a theme venue on the St. Louis riverfront.</p>\n<p>Sure enough, the entire sordid episode is spelled out in the book, Walt Disney\\\'s Missouri: The Roots of a Creative Genius. In 1963<br />Downtown St. Louis Inc. began a dialogue with Walt and Roy Disney for a development on the riverfront that was dubbed \\\"Riverfront Square.\\\"</p>\n<p>&nbsp;</p>\n<p><img alt=\\\"Tom and Balloons\\\" height=\\\"363\\\" src=\\\"/images/uploads/3Z8E7299_1.jpg\\\" width=\\\"150\\\" /><br /><br />In a chapter titled \\\"Walt Disney\\\'s Vision for Downtown St. Louis,\\\" the book\\\'s authors wrote, \\\"Dozens of cities had invited Walt Disney to build another Disneyland Park. He showed no serious interest in any such undertaking until business and civic leaders from St. Louis approached him...\\\"<br />Actually, the book states, Disney was first approached about producing a fi lm about the 200th anniversary of St. Louis. If you\\\'re old enough you remember the St. Louis bicentennial fl ags and license plates and other hoopla of the time. Walt Disney demurred, suggesting that the area would be better served by the construction of something permanent where St. Louisans and visitors could gather and enjoy the riverfront. Actually, it sounds a lot like today\\\'s lakefront in Chicago.<br /><br />Walt Disney presented his concept at a press conference at the old Bel Air Hilton at Fourth Street and Washington Avenue. The civic fathers couldn\\\'t get past the notions that Disney wanted to own and develop<br />\\\"Riverfront Square\\\" himself and that he wanted it to be a booze-free zone. <br /><br />Afterwards at a private gathering for Disney and civic leaders,<br />\\\"August Busch Jr., made a remark in a very loud voice to the effect that, \\\"Any man who would build something like that and not serve beer and liquor inside is crazy.\\\"<br /><br />If you\\\'ve been to Laclede\\\'s Landing or Soulard recently, you might argue that maybe Walt had something on the ball. In any event, he packed his Mickey Mouse ears and left town to devote his energies to a little project he had begun in Orlando, FL.<br /><br />The history of our riverfront is very much a reflection of St. Louis\\\' many abortive efforts to develop a regional identity. I would argue that when it comes to such issues as the riverfront we need to fi nd a way to get over ourselves, get behind our leadership, and get moving.<br /><br />I love the reaction of the British public to the idea, recentlyfloated by their government, of creating a national motto. In short, they refuse to take the idea seriously. The winner of a contest sponsored by a British newspaper was<br />\\\"No Motto Please, We\\\'re British.\\\"<br /><br />The British have a sense of who they are -- and who they are not.<br />St. Louis, by contrast is still searching for its identity after almost three centuries. The closest we\\\'ve come so far in my opinion has been critic Joe Pollack\\\'s \\\"St. Louis is where trends come to die.\\\" Post-Dispatch columnist Bill McClellan points out that St. Louis isprobably the hub of the universe when it comes to unrealized studies and plans for revitalizing the area.<br /><br />What would it take for us to begin identifying ourselves by what we AREas a region, instead of what we are not? Probably we\\\'d have to start by facing the truth. We\\\'d have to acknowledge that we are politically and racially divided, that we often appear to be genetically resistant to change.<br /><br />Admitting the negatives and letting our leaders lead is the first step to defining what it is that we find positive about our hometown.</p>\n<p>&nbsp;</p>\n<p>&nbsp;</p>\";s:10:\"category_0\";s:2:\"11\";}'),(147,61,4,2,1210895380,'a:32:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:2:\"61\";s:6:\"sticky\";s:1:\"n\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-14 12:19 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:1:\"4\";}s:9:\"author_id\";s:1:\"2\";s:10:\"new_weblog\";s:1:\"4\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:29:\"Aschinger  Management Changes\";s:9:\"url_title\";s:28:\"aschinger_management_changes\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_26\";s:52:\"Aschinger Electric Company Names Martin As President\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:1:\"9\";s:11:\"field_id_44\";s:166:\"Aschinger Electric Company, one of the largest electrical contracting firms in St. Louis, is making an unusual transition to a fourth generation of family management.\";s:11:\"field_ft_44\";s:4:\"none\";s:11:\"field_id_28\";s:49:\"Aschinger, electrical, contractor, Emily, Martin \";s:11:\"field_ft_28\";s:4:\"none\";s:11:\"field_id_38\";s:0:\"\";s:15:\"field_offset_38\";s:1:\"y\";s:11:\"field_id_39\";s:0:\"\";s:15:\"field_offset_39\";s:1:\"y\";s:11:\"field_id_40\";s:0:\"\";s:11:\"field_ft_40\";s:4:\"none\";s:11:\"field_id_29\";s:9688:\"<p><br /><br />Aschinger Electric Company, one of the largest electrical contracting firms in St. Louis, is making an unusual transition to a fourth generation of family management.</p>\n<p><img alt=\\\"Emily Aschinger-Martin\\\" height=\\\"373\\\" src=\\\"/images/uploads/emily-aschinger.jpg\\\" width=\\\"266\\\" /></p>\n<p><strong>Emily Aschinger Martin</strong></p>\n<p>Emily Aschinger Martin has been promoted to president, a position formerly held by her father Eric Aschinger. Scott Aschinger, Martin\\\'s cousin, was named vice president of operations. Eric remains with Aschinger Electric as chairman and chief executive officer. His brothers, Jack Aschinger and Keith Aschinger, also remain officers of the company. Jack serves as the senior vice president, and Keith is the administrative vice president and corporate secretary. Scott Aschinger is Jack\\\'s son. Scott will continue to serve as president of Aschinger Electric Communications, Inc., a business unit of Aschinger Electric Company that designs, installs and maintains communication systems, such as telephone and voice-over internet protocol (VOIP).<br /><br />According to the U.S. Small Business Administration, only 12 percent of family-owned businesses make it into the third generation. It is even rarer for a woman to become president.<br /><br />\\\"This transition is part of a carefully planned, multi-year process designed to provide seamless leadership,\\\" Eric Aschinger said.<br /><br />\\\"My father had two heart attacks within a week of each other in 2001, and that made him think seriously about transition,\\\" said Martin. \\\"Their father, Francis, died suddenly in \\\'78 and they had to learn to read financial statements on the fly,\\\" she said.<br /><br />In contrast to the way he and his brothers took over the business thirty years ago, Eric Aschinger said that they did not want this transition \\\"to be an event, we wanted it to be a process.\\\" Francis Aschinger died within three weeks of being diagnosed with cancer in 1978. His three sons all were in the business, but Eric became president because he had already gotten his own electrical contractor\\\'s license in addition to his electrical engineering license. \\\"I already had the licenses, so I seemed to be the right one even though I was the youngest,\\\" Eric said. \\\"Both my brothers bought in on that and we shared responsibility.\\\" Eric said he did not want the new generation to make the same mistakes he made. \\\"I was good at running jobs, but that is different from running a business,\\\" he said.<br /><br />So, seven years ago, the Aschinger family began a process of transferring the family business to a new generation. It was a process that they thought would take seven to 10 years to complete. \\\"We studied failures,\\\" Eric said. \\\"We went to FMI seminars, heard horror stories, and decided what to do.\\\"<br /><br />The first major decision was to do something about the increasing division of ownership of the company. Francis\\\' widow owned stock in the company. Eric, Jack, and Keith had stock, and so did their sisters. All of Francis\\\' grandchildren, 17 in total, owned stock. \\\"We decided that only those who were in the business should have stock,\\\" Eric said. \\\"Too many of the horror stories were about people outside the family business owning stock in it and not understanding what it takes to run the business, he said. So, the three brothers started the transition process by first buying out everyone else so that when they passed management of the company on they were actually passing control of the company on as well.<br /><br />Eric had four children, but only daughter Emily is in the business. Jack had three children, but only son Scott is in the business. Keith also had three children, and his son Craig is the only one in the business. None of the sisters\\\' children went into the business. Emily is a lawyer; Scott is an electrical engineer with an MBA; and Craig has a psychology degree and taught English in Japan before entering the electrician\\\'s apprenticeship program. Craig is working for the company as a journeyman electrician.<br /><br />Two years into the transition process, the family still was not certain that the company would stay in the family. \\\"Someone else was interested in taking over the business,\\\" Eric said. The family had Emily, Scott, and Craig tested \\\"to see if there was an heir apparent,\\\" he said, and also had Eric, Jack, and Keith tested.<br /><br />\\\"Both Emily and Scott fit the profile for business leaders,\\\" Eric said. \\\"They both were in the 99th percentile and between the business side and the construction side they complement each other well,\\\" he said.<br /><br />How did the family decide which of the two of them would become president? \\\"We didn\\\'t,\\\" Eric said. \\\"We let them decide. We told them that if there was going to be a problem, it was not going to be our problem; it was going to be theirs. They sat down with the consultant and came up with a set of guidelines as to what decision they each would make independently and what decisions they would make together,\\\" he said.<br /><br />Emily said that their model is the relationship that Tracy Hart and Dirk Elsperman have a Tarlton Corporation. \\\"Scott and I sat down with Tracy and Dirk to discuss how they work together,\\\" Martin said. \\\"Our relationship is very similar: We are a partnership. He is very much on the operation side; I am on the sales and administrative side.\\\"<br /><br />That is not to say that Eric and his brothers were not keeping an unobtrusive eye on their offspring. \\\"We watched to see who people went to naturally when they had a problem,\\\" Eric said, \\\"and they went to Emily.\\\"<br /><br />After the settling the succession, there began the long process of preparation. \\\"I made them both join business owners groups to learn the business of running a business,\\\" Eric said. \\\"We sent them to FMI training and NECA training. I would meet with them once a month and talk about business, teach them how to read statements, and take them to the bank with me to get line of credit or to the bonding company with me. And I showed them what I look for when I look at job reports, the things that might raise a red flag, which is something nobody showed me.\\\"<br /><br />Emily Martin and Scott Aschinger represent the fourth generation of the family in electrical contracting, going back almost a century to their great-grandfather, Otto Aschinger, who began replacing gas lights and oil lamps with electric wiring in 1912. He left St. Louis during the Great Depression in the 1930s for opportunities in the California shipyards. His son Francis founded Aschinger Electric in St. Louis in 1940.<br /><br />Eric said that when Emily was a child, he used to bring templates home from work and make his children lay them out for parking lot wiring. When she was 10, he made her wire all the receptacles in a house he was building. Emily recalls visiting potential job sites with her father and counting light fixtures for estimates. Nonetheless, Eric said he did not expect her to enter the family business.<br /><br />As an adult, Emily had gone off in her own direction, Eric recalled. \\\"She became a lawyer and went into private practice,\\\" he said. \\\'Then after she had practiced law for nearly five years, she called and said she wanted to come to work me. I remember my first thought was, \\\"What do I need a lawyer for\\\",\\\' he said. That was in 1998.<br /><br />Eric said he made Emily estimate jobs, run jobs, and close jobs. \\\"She did 100 percent of what it takes to be a project manager so that she could relate to the issues that others face,\\\" he said. She then added sales and marketing roles and in 2004 she was named vice president of business development.<br /><br />Scott Aschinger joined Aschinger Electric Company in the early 1980s as a draftsman and project engineer. He has since earned an MBA as well as registration as a professional engineer and communications distribution designer, and he started and runs Aschinger\\\'s communications division.<br /><br />With annual billings of more than $44 million, Aschinger Electric Company is one of the largest electrical firms in St. Louis. The firm employs more than 200 people, including more than 170 electricians, communication technicians and lighting technicians.<br /><br />Emily intends to continue the company\\\'s reputation for innovation. \\\"The imperative of the industry today is to move in a new direction,\\\" she said. \\\"We are moving from reactive services to proactive: we are doing predictive and preventive maintenance, flash hazard analysis, and light maintenance services (changing light bulbs and ballasts),\\\" she said.<br /><br />\\\"There is an emphasis today on going green and saving energy that has people going into lighting retrofit. We have someone doing just retrofits: he is project manager. That is what I mean by being proactive: we can sell it,\\\" she said.<br /><br />\\\"I would always rather sell the work as opposed to bidding the work,\\\" Eric said. \\\"We would get information about the future directions of the industry from NECA (National Electrical Contractors Association) meetings and we would try to be a one stop solution for the customer,\\\" he said. \\\"Some things work and some don\\\'t, but we\\\'ve always looked for something different,\\\" he added.<br /><br />What is next for Eric, Jack, and Keith? \\\"I said that I would stay as CEO for two years,\\\" Eric said. \\\"There is always some fallout in a transition and we wanted to avoid that, so we are going slowly.... Jack takes care of the trucks, because that is what he likes to do, and Keith is still into computers.\\\"<br /><br />&nbsp;</p>\";s:10:\"category_0\";s:1:\"4\";}'),(148,64,5,2,1210895479,'a:26:{s:9:\"weblog_id\";s:1:\"5\";s:8:\"entry_id\";s:2:\"64\";s:6:\"sticky\";s:1:\"n\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-14 03:07 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:2:\"11\";}s:9:\"author_id\";s:1:\"2\";s:10:\"new_weblog\";s:1:\"5\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:16:\"Put on Your Ears\";s:9:\"url_title\";s:19:\"st_louis_riverfront\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_20\";s:19:\"Put on Your Ears...\";s:11:\"field_ft_20\";s:4:\"none\";s:11:\"field_id_25\";s:1:\"4\";s:11:\"field_id_45\";s:125:\"The history of our riverfront is very much a reflection of St. Louis’ many abortive efforts to develop a regional identity.\";s:11:\"field_ft_45\";s:4:\"none\";s:11:\"field_id_22\";s:37:\"Riverfront, Disney, region, St. Louis\";s:11:\"field_ft_22\";s:4:\"none\";s:11:\"field_id_23\";s:3818:\"<p><br />When we began talking about the cover story for this issue - an examination of St. Louis\\\' love/hate relationship with its riverfront real estate - our creative director Alex Paradowski said that he was sure that Walt Disney had once wanted to build a theme venue on the St. Louis riverfront.</p>\n<p>Sure enough, the entire sordid episode is spelled out in the book, Walt Disney\\\'s Missouri: The Roots of a Creative Genius. In 1963 Downtown St. Louis Inc. began a dialogue with Walt and Roy Disney for a development on the riverfront that was dubbed \\\"Riverfront Square.\\\"</p>\n<p>&nbsp;</p>\n<p><img alt=\\\"Tom and Balloons\\\" height=\\\"363\\\" src=\\\"/images/uploads/3Z8E7299_1.jpg\\\" width=\\\"150\\\" /><br /><br />In a chapter titled \\\"Walt Disney\\\'s Vision for Downtown St. Louis,\\\" the book\\\'s authors wrote, \\\"Dozens of cities had invited Walt Disney to build another Disneyland Park. He showed no serious interest in any such undertaking until business and civic leaders from St. Louis approached him...\\\"<br />Actually, the book states, Disney was first approached about producing a fi lm about the 200th anniversary of St. Louis. If you\\\'re old enough you remember the St. Louis bicentennial fl ags and license plates and other hoopla of the time. Walt Disney demurred, suggesting that the area would be better served by the construction of something permanent where St. Louisans and visitors could gather and enjoy the riverfront. Actually, it sounds a lot like today\\\'s lakefront in Chicago.<br /><br />Walt Disney presented his concept at a press conference at the old Bel Air Hilton at Fourth Street and Washington Avenue. The civic fathers couldn\\\'t get past the notions that Disney wanted to own and develop \\\"Riverfront Square\\\" himself and that he wanted it to be a booze-free zone. <br /><br />Afterwards at a private gathering for Disney and civic leaders, \\\"August Busch Jr., made a remark in a very loud voice to the effect that, \\\"Any man who would build something like that and not serve beer and liquor inside is crazy.\\\"<br /><br />If you\\\'ve been to Laclede\\\'s Landing or Soulard recently, you might argue that maybe Walt had something on the ball. In any event, he packed his Mickey Mouse ears and left town to devote his energies to a little project he had begun in Orlando, FL.<br /><br />The history of our riverfront is very much a reflection of St. Louis\\\' many abortive efforts to develop a regional identity. I would argue that when it comes to such issues as the riverfront we need to fi nd a way to get over ourselves, get behind our leadership, and get moving.<br /><br />I love the reaction of the British public to the idea, recentlyfloated by their government, of creating a national motto. In short, they refuse to take the idea seriously. The winner of a contest sponsored by a British newspaper was \\\"No Motto Please, We\\\'re British.\\\"<br /><br />The British have a sense of who they are -- and who they are not. St. Louis, by contrast is still searching for its identity after almost three centuries. The closest we\\\'ve come so far in my opinion has been critic Joe Pollack\\\'s \\\"St. Louis is where trends come to die.\\\" Post-Dispatch columnist Bill McClellan points out that St. Louis isprobably the hub of the universe when it comes to unrealized studies and plans for revitalizing the area.<br /><br />What would it take for us to begin identifying ourselves by what we AREas a region, instead of what we are not? Probably we\\\'d have to start by facing the truth. We\\\'d have to acknowledge that we are politically and racially divided, that we often appear to be genetically resistant to change.<br /><br />Admitting the negatives and letting our leaders lead is the first step to defining what it is that we find positive about our hometown.</p>\n<p>&nbsp;</p>\n<p>&nbsp;</p>\";s:10:\"category_0\";s:2:\"11\";}'),(149,64,5,2,1210897012,'a:26:{s:9:\"weblog_id\";s:1:\"5\";s:8:\"entry_id\";s:2:\"64\";s:6:\"sticky\";s:1:\"n\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-14 03:07 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:2:\"11\";}s:9:\"author_id\";s:1:\"2\";s:10:\"new_weblog\";s:1:\"5\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:16:\"Put on Your Ears\";s:9:\"url_title\";s:19:\"st_louis_riverfront\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_20\";s:19:\"Put on Your Ears...\";s:11:\"field_ft_20\";s:4:\"none\";s:11:\"field_id_25\";s:1:\"4\";s:11:\"field_id_45\";s:125:\"The history of our riverfront is very much a reflection of St. Louis’ many abortive efforts to develop a regional identity.\";s:11:\"field_ft_45\";s:4:\"none\";s:11:\"field_id_22\";s:37:\"Riverfront, Disney, region, St. Louis\";s:11:\"field_ft_22\";s:4:\"none\";s:11:\"field_id_23\";s:3817:\"<p><br />When we began talking about the cover story for this issue - an examination of St. Louis\\\' love/hate relationship with its riverfront real estate - our creative director Alex Paradowski said that he was sure that Walt Disney had once wanted to build a theme venue on the St. Louis riverfront.</p>\n<p>Sure enough, the entire sordid episode is spelled out in the book, Walt Disney\\\'s Missouri: The Roots of a Creative Genius. In 1963 Downtown St. Louis Inc. began a dialogue with Walt and Roy Disney for a development on the riverfront that was dubbed \\\"Riverfront Square.\\\"</p>\n<p>&nbsp;</p>\n<p><img alt=\\\"Tom and Balloons\\\" height=\\\"363\\\" src=\\\"/images/uploads/3Z8E7299_1.jpg\\\" width=\\\"150\\\" /><br /><br />In a chapter titled \\\"Walt Disney\\\'s Vision for Downtown St. Louis,\\\" the book\\\'s authors wrote, \\\"Dozens of cities had invited Walt Disney to build another Disneyland Park. He showed no serious interest in any such undertaking until business and civic leaders from St. Louis approached him...\\\"</p>\n<p>Actually, the book states, Disney was first approached about producing a film about the 200th anniversary of St. Louis. If you\\\'re old enough you remember the St. Louis bicentennial fl ags and license plates and other hoopla of the time. Walt Disney demurred, suggesting that the area would be better served by the construction of something permanent where St. Louisans and visitors could gather and enjoy the riverfront. Actually, it sounds a lot like today\\\'s lakefront in Chicago.<br /><br />Walt Disney presented his concept at a press conference at the old Bel Air Hilton at Fourth Street and Washington Avenue. The civic fathers couldn\\\'t get past the notions that Disney wanted to own and develop \\\"Riverfront Square\\\" himself and that he wanted it to be a booze-free zone. <br /><br />Afterwards at a private gathering for Disney and civic leaders August Busch Jr. made a remark in a very loud voice to the effect that, \\\"Any man who would build something like that and not serve beer and liquor inside is crazy.\\\"<br /><br />If you\\\'ve been to Laclede\\\'s Landing or Soulard recently, you might argue that maybe Walt had something on the ball. In any event, Walt packed his Mickey Mouse ears and left town to devote his energies to a little project he had begun in Orlando, FL.<br /><br />The history of our riverfront is very much a reflection of St. Louis\\\' many abortive efforts to develop a regional identity. I would argue that when it comes to such issues as the riverfront we need to fi nd a way to get over ourselves, get behind our leadership, and get moving.<br /><br />I love the reaction of the British public to the idea, recentlyfloated by their government, of creating a national motto. In short, they refuse to take the idea seriously. The winner of a contest sponsored by a British newspaper was \\\"No Motto Please, We\\\'re British.\\\"<br /><br />The British have a sense of who they are -- and who they are not. St. Louis, by contrast is still searching for its identity after almost three centuries. The closest we\\\'ve come so far in my opinion has been critic Joe Pollack\\\'s \\\"St. Louis is where trends come to die.\\\" Post-Dispatch columnist Bill McClellan points out that St. Louis isprobably the hub of the universe when it comes to unrealized studies and plans for revitalizing the area.<br /><br />What would it take for us to begin identifying ourselves by what we AREas a region, instead of what we are not? Probably we\\\'d have to start by facing the truth. We\\\'d have to acknowledge that we are politically and racially divided, that we often appear to be genetically resistant to change.<br /><br />Admitting the negatives and letting our leaders lead is the first step to defining what it is that we find positive about our hometown.</p>\n<p>&nbsp;</p>\n<p>&nbsp;</p>\";s:10:\"category_0\";s:2:\"11\";}'),(150,64,5,2,1210897136,'a:26:{s:9:\"weblog_id\";s:1:\"5\";s:8:\"entry_id\";s:2:\"64\";s:6:\"sticky\";s:1:\"n\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-14 03:07 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:2:\"11\";}s:9:\"author_id\";s:1:\"2\";s:10:\"new_weblog\";s:1:\"5\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:16:\"Put on Your Ears\";s:9:\"url_title\";s:19:\"st_louis_riverfront\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_20\";s:19:\"Put on Your Ears...\";s:11:\"field_ft_20\";s:4:\"none\";s:11:\"field_id_25\";s:1:\"4\";s:11:\"field_id_45\";s:125:\"The history of our riverfront is very much a reflection of St. Louis’ many abortive efforts to develop a regional identity.\";s:11:\"field_ft_45\";s:4:\"none\";s:11:\"field_id_22\";s:37:\"Riverfront, Disney, region, St. Louis\";s:11:\"field_ft_22\";s:4:\"none\";s:11:\"field_id_23\";s:3815:\"<p><br />When we began talking about the cover story for this issue - an examination of St. Louis\\\' love/hate relationship with its riverfront real estate - our creative director Alex Paradowski said that he was sure that Walt Disney had once wanted to build a theme venue on the St. Louis riverfront.</p>\n<p>Sure enough, the entire sordid episode is spelled out in the book, Walt Disney\\\'s Missouri: The Roots of a Creative Genius. In 1963 Downtown St. Louis Inc. began a dialogue with Walt and Roy Disney for a development on the riverfront that was dubbed \\\"Riverfront Square.\\\"</p>\n<p>&nbsp;</p>\n<p><img alt=\\\"Tom and Balloons\\\" height=\\\"363\\\" src=\\\"/images/uploads/3Z8E7299_1.jpg\\\" width=\\\"150\\\" /><br /><br />In a chapter titled \\\"Walt Disney\\\'s Vision for Downtown St. Louis,\\\" the book\\\'s authors wrote, \\\"Dozens of cities had invited Walt Disney to build another Disneyland Park. He showed no serious interest in any such undertaking until business and civic leaders from St. Louis approached him...\\\"</p>\n<p>Actually, the book states, Disney was first approached about producing a film about the 200th anniversary of St. Louis. If you\\\'re old enough you remember the St. Louis bicentennial fl ags and license plates and other hoopla of the time. Walt Disney demurred, suggesting that the area would be better served by the construction of something permanent where St. Louisans and visitors could gather and enjoy the riverfront. Actually, it sounds a lot like today\\\'s lakefront in Chicago.<br /><br />Walt Disney presented his concept at a press conference at the old Bel Air Hilton at Fourth Street and Washington Avenue. The civic fathers couldn\\\'t get past the notions that Disney wanted to own and develop \\\"Riverfront Square\\\" himself and that he wanted it to be a booze-free zone. <br /><br />Afterwards at a private gathering for Disney and civic leaders August Busch Jr. made a remark in a very loud voice to the effect that, \\\"Any man who would build something like that and not serve beer and liquor inside is crazy.\\\"<br /><br />If you\\\'ve been to Laclede\\\'s Landing or Soulard recently, you might argue that maybe Walt had something on the ball. In any event, he packed his Mickey Mouse ears and left town to devote his energies to a little project he had begun in Orlando, FL.<br /><br />The history of our riverfront is very much a reflection of St. Louis\\\' many abortive efforts to develop a regional identity. I would argue that when it comes to such issues as the riverfront we need to fi nd a way to get over ourselves, get behind our leadership, and get moving.<br /><br />I love the reaction of the British public to the idea, recentlyfloated by their government, of creating a national motto. In short, they refuse to take the idea seriously. The winner of a contest sponsored by a British newspaper was \\\"No Motto Please, We\\\'re British.\\\"<br /><br />The British have a sense of who they are -- and who they are not. St. Louis, by contrast is still searching for its identity after almost three centuries. The closest we\\\'ve come so far in my opinion has been critic Joe Pollack\\\'s \\\"St. Louis is where trends come to die.\\\" Post-Dispatch columnist Bill McClellan points out that St. Louis isprobably the hub of the universe when it comes to unrealized studies and plans for revitalizing the area.<br /><br />What would it take for us to begin identifying ourselves by what we AREas a region, instead of what we are not? Probably we\\\'d have to start by facing the truth. We\\\'d have to acknowledge that we are politically and racially divided, that we often appear to be genetically resistant to change.<br /><br />Admitting the negatives and letting our leaders lead is the first step to defining what it is that we find positive about our hometown.</p>\n<p>&nbsp;</p>\n<p>&nbsp;</p>\";s:10:\"category_0\";s:2:\"11\";}'),(151,66,4,2,1210966936,'a:32:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:0:\"\";s:6:\"sticky\";s:0:\"\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-16 09:39 AM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:1:\"4\";}s:9:\"author_id\";s:1:\"2\";s:10:\"new_weblog\";s:1:\"4\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:28:\"Coldwell Banker transactions\";s:9:\"url_title\";s:28:\"coldwell_banker_transactions\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_26\";s:53:\"Coldwell Banker Commercial Announces Sales and Leases\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_44\";s:80:\"Coldwell Banker Commercial CRA LLC has announced the following new transactions:\";s:11:\"field_ft_44\";s:4:\"none\";s:11:\"field_id_28\";s:41:\"Coldwell Banker, commercial, transactions\";s:11:\"field_ft_28\";s:4:\"none\";s:11:\"field_id_38\";s:0:\"\";s:15:\"field_offset_38\";s:1:\"y\";s:11:\"field_id_39\";s:0:\"\";s:15:\"field_offset_39\";s:1:\"y\";s:11:\"field_id_40\";s:0:\"\";s:11:\"field_ft_40\";s:4:\"none\";s:11:\"field_id_29\";s:1700:\"<p><br />&nbsp;<br />Coldwell Banker Commercial CRA LLC has announced the following new transactions:<br />&nbsp;<br />G. Timothy Lawlor of Coldwell Banker Commercial represented Gerald T. Lawlor Trust in the lease of 30,000 square feet of industrial space at 1585-1599 Fenpark Drive, Fenton, MO 63026, to Wal-Mart Stores East LP, represented by Kevin McKeon and Dan Hayes of NAI DESCO. <br />&nbsp;<br />Michael J. Wolken, SIOR, of Coldwell Banker Commercial represented Wolken Dental, DDS, P.C. in the lease of 4,989 square feet of office space at 8888 Ladue Road, St. Louis, MO 63124, from Plaza Members I LLC, represented by Matt Hirsch of Solon Gershman Inc. <br />&nbsp;<br />G. Timothy Lawlor of Coldwell Banker Commercial represented Brentwood Auto Care Plaza LLC in the lease of 4,000 square feet of retail space at 8925 Manchester Road, St. Louis, MO 63144, to Franklin Group and Associates LLC, represented by Mark Brennan of Solon Gershman Inc. <br />&nbsp;<br />Coldwell Banker Commercial represented Emerald 1 LLC in the lease of 1,487 square feet of office space at Emerald Point, 16141 Swingley Ridge Road, Chesterfield, MO 63017, to Aegis Corp. <br />&nbsp;<br />Jaimie Lance of Coldwell Banker Commercial represented Maple Tree Center LLC in the extension of Progressive Decorating Inc.&rsquo;s lease of 2,700 square feet of retail space at Maple Tree Shopping Center, 15878 Clayton Road, Ellisville, MO 63011.<br />&nbsp;<br />Jaimie Lance of Coldwell Banker Commercial represented Pendentive Properties LLC in the renewal of the National Association of Letter Carriers, AFL-CIO&rsquo;s lease for 1,529 square feet of office space at 2029 Woodland Parkway, St. Louis, MO 63146.</p>\";s:10:\"category_0\";s:1:\"4\";}'),(152,67,3,2,1210967348,'a:22:{s:9:\"weblog_id\";s:1:\"3\";s:8:\"entry_id\";s:0:\"\";s:6:\"status\";s:4:\"open\";s:9:\"author_id\";s:1:\"2\";s:6:\"sticky\";s:0:\"\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-16 09:47 AM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:11:\"Len Ruzicka\";s:9:\"url_title\";s:11:\"len_ruzicka\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_10\";s:7:\"Ruzicka\";s:11:\"field_ft_10\";s:4:\"none\";s:11:\"field_id_11\";s:3:\"Len\";s:11:\"field_ft_11\";s:4:\"none\";s:11:\"field_id_41\";s:75:\"Partner in the Business Litigation Division of Stinson Morrison Hecker LLP.\";s:11:\"field_ft_41\";s:4:\"none\";s:11:\"field_id_12\";s:0:\"\";}'),(153,68,5,2,1210967534,'a:25:{s:9:\"weblog_id\";s:1:\"5\";s:8:\"entry_id\";s:0:\"\";s:6:\"sticky\";s:0:\"\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-16 09:49 AM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:2:\"19\";}s:9:\"author_id\";s:1:\"2\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:27:\"Pros and Cons ConsensusDOCS\";s:9:\"url_title\";s:27:\"pros_and_cons_consensusdocs\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_20\";s:42:\"The Pros and Cons of the New ConsensusDOCS\";s:11:\"field_ft_20\";s:4:\"none\";s:11:\"field_id_25\";s:2:\"67\";s:11:\"field_id_45\";s:421:\"In today’s marketplace, all the standard forms for the construction industry are commonly biased in favor of the party who initiates the forms. However, a new set of contract documents, ConsensusDOCS, is unique because in many respects the forms are favorable and fair to all parties. In some respects, they are more favorable to owners and subcontractors and not always favorable to the sponsoring general contractors.\";s:11:\"field_ft_45\";s:4:\"none\";s:11:\"field_id_22\";s:40:\"ConsensusDOCS, contracts, contract terms\";s:11:\"field_ft_22\";s:4:\"none\";s:11:\"field_id_23\";s:6624:\"<p><br />By Leonard R. Ruzicka, Jr.<br /><br />In today&rsquo;s marketplace, all the standard forms for the construction industry are commonly biased in favor of the party who initiates the forms. However, a new set of contract documents, ConsensusDOCS, is unique because in many respects the forms are favorable and fair to all parties. In some respects, they are more favorable to owners and subcontractors and not always favorable to the sponsoring general contractors. <br /><br />ConsensusDOCS consists of about 70 documents divided into six separate categories intended to cover the various methods of project delivery employed in the industry today: general contracting, collaborative, design-build, construction management, subcontracting, and program management.&nbsp; <br /><br />More than 20 trade associations participated in the negotiations and drafting of the ConsensusDOCS, including various owner, subcontractor and surety associations.&nbsp; Notably absent from participation in the process, however, were associations representing design professionals.&nbsp; The American Institute of Architects (AIA) refused to participate and the Engineers Joint Contract Documents Committee (EJCDC), although in attendance at some meetings, took no active role in the process. Because of this lack of participation by design professionals, we expect there will be resistance to use ConsensusDOCS by their organizations.<br />This article provides a brief overview of the provisions common to all of the ConsensusDOCS, and some of the benefits and potential problems of these provisions.&nbsp; <br /><br />Indemnity&nbsp; <br />All of the agreements require each of the parties to indemnify the other party or parties, but only to the extent of the indemnifying party&rsquo;s negligence.&nbsp; The indemnity provisions only cover the insurable risks of personal injury and property damage.&nbsp; Because these indemnification provisions are based on a comparative negligence standard, there is no duty to defend.&nbsp; However, all of the agreements provide that a party who is liable under an indemnity clause must reimburse the indemnified party&rsquo;s legal fees paid above that party&rsquo;s percentage of liability for the underlying claim.&nbsp; This is certainly a beneficial provision for those providing design and construction services. But owners, who typically refuse to provide indemnification, may object to this provision.&nbsp; <br /><br />Insurance&nbsp; <br />The insurance requirements are fairly standard, except for the Builder&rsquo;s Risk Policy to be obtained by the owner.&nbsp; The requirements for that coverage are extremely broad and could only be satisfied by endorsements.&nbsp; This should be a concern not only for the owner, but also the contractor, because the contractor is responsible for any loss not covered by insurance.&nbsp; In addition, the parties can choose to have the contractor provide additional insurance coverage primary to the owner&rsquo;s coverage.&nbsp; If the additional insured election is made, the insurance provided is limited to covering the owner &ldquo;&hellip;to the extent caused by the negligent acts or omissions of contractor&hellip;&rdquo; This limitation is significant because a party could, through additional insurance coverage, expand its liability beyond the indemnity provision.&nbsp; Overall, this provision is beneficial and fair to all parties since the coverage mirrors the contract obligations.&nbsp;&nbsp; <br /><br />Consequential Damages <br />All of the agreements provide for a mutual waiver of consequential damages.&nbsp; Under these provisions, the parties to the various agreements agree to waive all claims against each other for any consequential damages arising out of or related to the agreement.&nbsp; This is certainly beneficial to those providing the design and construction services.&nbsp; In the event that an owner wants to recover damages because of a delay, there is an elective provision for liquidated damages.&nbsp; <br /><br />Owner&rsquo;s Ability to Pay&nbsp; <br />ConsensusDOCS contain very broad provisions requiring the owner to provide financial information to the contractor and subcontractors.&nbsp; This responsibility of the owner to demonstrate its ability to pay is continuing and the party requesting the information does not have to provide a reason or basis for the request.&nbsp; This is especially beneficial to subcontractors.&nbsp; However, some owners will strongly oppose this clause, especially non-public companies that may have other reasons for not wanting to grant such a broad and pervasive right to its financial information.<br /><br />Dispute Resolution&nbsp; <br />The ConsensusDOCS include a number of steps to resolve disputes.&nbsp; If the parties involved in the dispute cannot work things out, the agreement requires a meeting of &ldquo;senior representatives&rdquo; within five business days to reach resolution.&nbsp; If the dispute remains unresolved after 15 days of the first discussion, then the selected dispute mitigation and resolution procedures come into play.&nbsp; One of the selections is to designate a Project Neutral or a Dispute Review Board.&nbsp; This device has been used extensively on large government projects with mixed reviews.&nbsp; If the parties do not elect a Project Neutral or Dispute Review Board, or if the dispute remains unresolved after five business days of a finding by the Project Neutral or Dispute Review Board, the parties then agree to submit the dispute to mediation within 30 business days and conclude within 45 business days of the matter first being discussed.<br /><br />The parties also must make a binding selection of either arbitration or litigation in order to resolve disputes.&nbsp; The intent of these clauses is to put in place a process to reduce the need for costly, third-party resolution when disputes arise.&nbsp; However, if this process does not result in settlement, the claimant would have unsuccessfully spent a lot of time and effort on an unsatisfactory outcome &ndash; in addition to potentially providing free discovery to the other side.<br />&nbsp;&nbsp;&nbsp; <br />Working with ConsensusDOCS will naturally require you to modify the forms to fit your risk profile and specific project. But, because of the comprehensive nature of this family of forms and the focus on allocation of risk to the party that can best control the risk, the forms are certainly worth your consideration. <br /><br />Leonard R. Ruzicka is a partner in the Business Litigation Division of Stinson Morrison Hecker LLP.</p>\";s:10:\"category_0\";s:2:\"19\";}'),(154,68,5,2,1210967673,'a:26:{s:9:\"weblog_id\";s:1:\"5\";s:8:\"entry_id\";s:2:\"68\";s:6:\"sticky\";s:1:\"n\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-16 09:49 AM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:2:\"19\";}s:9:\"author_id\";s:1:\"2\";s:10:\"new_weblog\";s:1:\"5\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:27:\"Pros and Cons ConsensusDOCS\";s:9:\"url_title\";s:27:\"pros_and_cons_consensusdocs\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_20\";s:42:\"The Pros and Cons of the New ConsensusDOCS\";s:11:\"field_ft_20\";s:4:\"none\";s:11:\"field_id_25\";s:2:\"67\";s:11:\"field_id_45\";s:421:\"In today’s marketplace, all the standard forms for the construction industry are commonly biased in favor of the party who initiates the forms. However, a new set of contract documents, ConsensusDOCS, is unique because in many respects the forms are favorable and fair to all parties. In some respects, they are more favorable to owners and subcontractors and not always favorable to the sponsoring general contractors.\";s:11:\"field_ft_45\";s:4:\"none\";s:11:\"field_id_22\";s:40:\"ConsensusDOCS, contracts, contract terms\";s:11:\"field_ft_22\";s:4:\"none\";s:11:\"field_id_23\";s:6727:\"<p><br /><em>By Leonard R. Ruzicka, Jr.</em><br /><br />In today&rsquo;s marketplace, all the standard forms for the construction industry are commonly biased in favor of the party who initiates the forms. However, a new set of contract documents, ConsensusDOCS, is unique because in many respects the forms are favorable and fair to all parties. In some respects, they are more favorable to owners and subcontractors and not always favorable to the sponsoring general contractors. <br /><br />ConsensusDOCS consists of about 70 documents divided into six separate categories intended to cover the various methods of project delivery employed in the industry today: general contracting, collaborative, design-build, construction management, subcontracting, and program management.&nbsp; <br /><br />More than 20 trade associations participated in the negotiations and drafting of the ConsensusDOCS, including various owner, subcontractor and surety associations.&nbsp; Notably absent from participation in the process, however, were associations representing design professionals.&nbsp; The American Institute of Architects (AIA) refused to participate and the Engineers Joint Contract Documents Committee (EJCDC), although in attendance at some meetings, took no active role in the process. Because of this lack of participation by design professionals, we expect there will be resistance to use ConsensusDOCS by their organizations.<br />This article provides a brief overview of the provisions common to all of the ConsensusDOCS, and some of the benefits and potential problems of these provisions.&nbsp; <br /><strong><br />Indemnity&nbsp; </strong><br />All of the agreements require each of the parties to indemnify the other party or parties, but only to the extent of the indemnifying party&rsquo;s negligence.&nbsp; The indemnity provisions only cover the insurable risks of personal injury and property damage.&nbsp; Because these indemnification provisions are based on a comparative negligence standard, there is no duty to defend.&nbsp; However, all of the agreements provide that a party who is liable under an indemnity clause must reimburse the indemnified party&rsquo;s legal fees paid above that party&rsquo;s percentage of liability for the underlying claim.&nbsp; This is certainly a beneficial provision for those providing design and construction services. But owners, who typically refuse to provide indemnification, may object to this provision.&nbsp; <br /><strong><br />Insurance&nbsp; </strong><br />The insurance requirements are fairly standard, except for the Builder&rsquo;s Risk Policy to be obtained by the owner.&nbsp; The requirements for that coverage are extremely broad and could only be satisfied by endorsements.&nbsp; This should be a concern not only for the owner, but also the contractor, because the contractor is responsible for any loss not covered by insurance.&nbsp; In addition, the parties can choose to have the contractor provide additional insurance coverage primary to the owner&rsquo;s coverage.&nbsp; If the additional insured election is made, the insurance provided is limited to covering the owner &ldquo;&hellip;to the extent caused by the negligent acts or omissions of contractor&hellip;&rdquo; This limitation is significant because a party could, through additional insurance coverage, expand its liability beyond the indemnity provision.&nbsp; Overall, this provision is beneficial and fair to all parties since the coverage mirrors the contract obligations.&nbsp;&nbsp; <br /><br /><strong>Consequential Damages</strong> <br />All of the agreements provide for a mutual waiver of consequential damages.&nbsp; Under these provisions, the parties to the various agreements agree to waive all claims against each other for any consequential damages arising out of or related to the agreement.&nbsp; This is certainly beneficial to those providing the design and construction services.&nbsp; In the event that an owner <strong>wants to recover damages because of a delay, there is an elective provision for liquidated damages.&nbsp; <br /><br />Owner&rsquo;s Ability to Pay</strong>&nbsp; <br />ConsensusDOCS contain very broad provisions requiring the owner to provide financial information to the contractor and subcontractors.&nbsp; This responsibility of the owner to demonstrate its ability to pay is continuing and the party requesting the information does not have to provide a reason or basis for the request.&nbsp; This is especially beneficial to subcontractors.&nbsp; However, some owners will strongly oppose this clause, especially non-public companies that may have other reasons for not wanting to grant such a broad and pervasive right to its financial information.<br /><strong><br />Dispute Resolution</strong>&nbsp; <br />The ConsensusDOCS include a number of steps to resolve disputes.&nbsp; If the parties involved in the dispute cannot work things out, the agreement requires a meeting of &ldquo;senior representatives&rdquo; within five business days to reach resolution.&nbsp; If the dispute remains unresolved after 15 days of the first discussion, then the selected dispute mitigation and resolution procedures come into play.&nbsp; One of the selections is to designate a Project Neutral or a Dispute Review Board.&nbsp; This device has been used extensively on large government projects with mixed reviews.&nbsp; If the parties do not elect a Project Neutral or Dispute Review Board, or if the dispute remains unresolved after five business days of a finding by the Project Neutral or Dispute Review Board, the parties then agree to submit the dispute to mediation within 30 business days and conclude within 45 business days of the matter first being discussed.<br /><br />The parties also must make a binding selection of either arbitration or litigation in order to resolve disputes.&nbsp; The intent of these clauses is to put in place a process to reduce the need for costly, third-party resolution when disputes arise.&nbsp; However, if this process does not result in settlement, the claimant would have unsuccessfully spent a lot of time and effort on an unsatisfactory outcome &ndash; in addition to potentially providing free discovery to the other side.<br />&nbsp;&nbsp;&nbsp; <br />Working with ConsensusDOCS will naturally require you to modify the forms to fit your risk profile and specific project. But, because of the comprehensive nature of this family of forms and the focus on allocation of risk to the party that can best control the risk, the forms are certainly worth your consideration. <br /><br /><em>Leonard R. Ruzicka is a partner in the Business Litigation Division of Stinson Morrison Hecker LLP.</em></p>\";s:10:\"category_0\";s:2:\"19\";}'),(155,68,5,2,1210967736,'a:26:{s:9:\"weblog_id\";s:1:\"5\";s:8:\"entry_id\";s:2:\"68\";s:6:\"sticky\";s:1:\"n\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-16 09:49 AM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:2:\"19\";}s:9:\"author_id\";s:1:\"2\";s:10:\"new_weblog\";s:1:\"5\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:27:\"Pros and Cons ConsensusDOCS\";s:9:\"url_title\";s:27:\"pros_and_cons_consensusdocs\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_20\";s:42:\"The Pros and Cons of the New ConsensusDOCS\";s:11:\"field_ft_20\";s:4:\"none\";s:11:\"field_id_25\";s:2:\"67\";s:11:\"field_id_45\";s:421:\"In today’s marketplace, all the standard forms for the construction industry are commonly biased in favor of the party who initiates the forms. However, a new set of contract documents, ConsensusDOCS, is unique because in many respects the forms are favorable and fair to all parties. In some respects, they are more favorable to owners and subcontractors and not always favorable to the sponsoring general contractors.\";s:11:\"field_ft_45\";s:4:\"none\";s:11:\"field_id_22\";s:40:\"ConsensusDOCS, contracts, contract terms\";s:11:\"field_ft_22\";s:4:\"none\";s:11:\"field_id_23\";s:6727:\"<p><br /><em>By Leonard R. Ruzicka, Jr.</em><br /><br />In today&rsquo;s marketplace, all the standard forms for the construction industry are commonly biased in favor of the party who initiates the forms. However, a new set of contract documents, ConsensusDOCS, is unique because in many respects the forms are favorable and fair to all parties. In some respects, they are more favorable to owners and subcontractors and not always favorable to the sponsoring general contractors. <br /><br />ConsensusDOCS consists of about 70 documents divided into six separate categories intended to cover the various methods of project delivery employed in the industry today: general contracting, collaborative, design-build, construction management, subcontracting, and program management.&nbsp; <br /><br />More than 20 trade associations participated in the negotiations and drafting of the ConsensusDOCS, including various owner, subcontractor and surety associations.&nbsp; Notably absent from participation in the process, however, were associations representing design professionals.&nbsp; The American Institute of Architects (AIA) refused to participate and the Engineers Joint Contract Documents Committee (EJCDC), although in attendance at some meetings, took no active role in the process. Because of this lack of participation by design professionals, we expect there will be resistance to use ConsensusDOCS by their organizations.<br />This article provides a brief overview of the provisions common to all of the ConsensusDOCS, and some of the benefits and potential problems of these provisions.&nbsp; <br /><strong><br />Indemnity&nbsp; </strong><br />All of the agreements require each of the parties to indemnify the other party or parties, but only to the extent of the indemnifying party&rsquo;s negligence.&nbsp; The indemnity provisions only cover the insurable risks of personal injury and property damage.&nbsp; Because these indemnification provisions are based on a comparative negligence standard, there is no duty to defend.&nbsp; However, all of the agreements provide that a party who is liable under an indemnity clause must reimburse the indemnified party&rsquo;s legal fees paid above that party&rsquo;s percentage of liability for the underlying claim.&nbsp; This is certainly a beneficial provision for those providing design and construction services. But owners, who typically refuse to provide indemnification, may object to this provision.&nbsp; <br /><strong><br />Insurance&nbsp; </strong><br />The insurance requirements are fairly standard, except for the Builder&rsquo;s Risk Policy to be obtained by the owner.&nbsp; The requirements for that coverage are extremely broad and could only be satisfied by endorsements.&nbsp; This should be a concern not only for the owner, but also the contractor, because the contractor is responsible for any loss not covered by insurance.&nbsp; In addition, the parties can choose to have the contractor provide additional insurance coverage primary to the owner&rsquo;s coverage.&nbsp; If the additional insured election is made, the insurance provided is limited to covering the owner &ldquo;&hellip;to the extent caused by the negligent acts or omissions of contractor&hellip;&rdquo; This limitation is significant because a party could, through additional insurance coverage, expand its liability beyond the indemnity provision.&nbsp; Overall, this provision is beneficial and fair to all parties since the coverage mirrors the contract obligations.&nbsp;&nbsp; <br /><br /><strong>Consequential Damages</strong> <br />All of the agreements provide for a mutual waiver of consequential damages.&nbsp; Under these provisions, the parties to the various agreements agree to waive all claims against each other for any consequential damages arising out of or related to the agreement.&nbsp; This is certainly beneficial to those providing the design and construction services.&nbsp; In the event that an owner wants to recover damages because of a delay, there is an elective provision for liquidated damages.&nbsp; <strong><br /><br />Owner&rsquo;s Ability to Pay</strong>&nbsp; <br />ConsensusDOCS contain very broad provisions requiring the owner to provide financial information to the contractor and subcontractors.&nbsp; This responsibility of the owner to demonstrate its ability to pay is continuing and the party requesting the information does not have to provide a reason or basis for the request.&nbsp; This is especially beneficial to subcontractors.&nbsp; However, some owners will strongly oppose this clause, especially non-public companies that may have other reasons for not wanting to grant such a broad and pervasive right to its financial information.<br /><strong><br />Dispute Resolution</strong>&nbsp; <br />The ConsensusDOCS include a number of steps to resolve disputes.&nbsp; If the parties involved in the dispute cannot work things out, the agreement requires a meeting of &ldquo;senior representatives&rdquo; within five business days to reach resolution.&nbsp; If the dispute remains unresolved after 15 days of the first discussion, then the selected dispute mitigation and resolution procedures come into play.&nbsp; One of the selections is to designate a Project Neutral or a Dispute Review Board.&nbsp; This device has been used extensively on large government projects with mixed reviews.&nbsp; If the parties do not elect a Project Neutral or Dispute Review Board, or if the dispute remains unresolved after five business days of a finding by the Project Neutral or Dispute Review Board, the parties then agree to submit the dispute to mediation within 30 business days and conclude within 45 business days of the matter first being discussed.<br /><br />The parties also must make a binding selection of either arbitration or litigation in order to resolve disputes.&nbsp; The intent of these clauses is to put in place a process to reduce the need for costly, third-party resolution when disputes arise.&nbsp; However, if this process does not result in settlement, the claimant would have unsuccessfully spent a lot of time and effort on an unsatisfactory outcome &ndash; in addition to potentially providing free discovery to the other side.<br />&nbsp;&nbsp;&nbsp; <br />Working with ConsensusDOCS will naturally require you to modify the forms to fit your risk profile and specific project. But, because of the comprehensive nature of this family of forms and the focus on allocation of risk to the party that can best control the risk, the forms are certainly worth your consideration. <br /><br /><em>Leonard R. Ruzicka is a partner in the Business Litigation Division of Stinson Morrison Hecker LLP.</em></p>\";s:10:\"category_0\";s:2:\"19\";}'),(156,69,5,2,1210968314,'a:25:{s:9:\"weblog_id\";s:1:\"5\";s:8:\"entry_id\";s:0:\"\";s:6:\"sticky\";s:0:\"\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-16 09:59 AM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:2:\"10\";}s:9:\"author_id\";s:1:\"2\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:28:\"no good deed goes unpunished\";s:9:\"url_title\";s:28:\"no_good_deed_goes_unpunished\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_20\";s:29:\"No Good Deed Goes Unpunished*\";s:11:\"field_ft_20\";s:4:\"none\";s:11:\"field_id_25\";s:1:\"6\";s:11:\"field_id_45\";s:201:\"Legal problems can ensue when good-intentioned owners provide unsolicited assistance to a contractor during construction.  Often the most legally safe action an owner can take is to stay out of the way\";s:11:\"field_ft_45\";s:4:\"none\";s:11:\"field_id_22\";s:37:\"abbey, owners, unsolicited assistance\";s:11:\"field_ft_22\";s:4:\"none\";s:11:\"field_id_23\";s:6013:\"<p><em>By James R. Keller</em><br /><br />An injured employee of a contractor can proceed to trial against a monk and an abbey when they, in trying to help the employee do his job, may have caused his injuries.&nbsp; The case is <em>Griffith v. Dominic and Assumption Abbey</em>, Case No. 28617, decided April 8 by the Missouri Court of Appeals, Southern District.<br /><br />This case demonstrates the legal problems that can ensue when good-intentioned owners provide unsolicited assistance to a contractor during construction.&nbsp; Often the most legally safe action an owner can take is to stay out of the way.<br /><br />Assumption Abbey in Ava, Missouri hired Friga Construction Company to renovate the roofs and to remodel the &ldquo;chapter room&rdquo; of the Abbey.&nbsp; Alvin Griffith worked as a laborer for Friga. &nbsp;<br /><br />While working in the chapter room, Griffith began prying with a small block of wood a stack of drywall that was leaning against a wall.&nbsp; The sheets of drywall were about four feet wide, twelve feet long and 5/8 inches thick.<br /><br />Griffith was moving the drywall to make room to fit a piece of plywood behind the drywall and next to the wall.&nbsp; At some point, Brother Dominic, a monk who resided at the Abbey, joined Griffith in moving the drywall.&nbsp; According to the court opinion, Brother Dominic and the other monks at the Abbey were not supposed to work on the construction site.&nbsp; Griffith had not asked for help.<br /><br />Brother Dominic had no special training or experience in construction in general or in moving drywall in particular.&nbsp; After moving several sheets, Brother Dominic and/or Griffith lost control of the drywall; the entire stack of drywall fell on Griffith, injuring his legs.<br /><br />Griffith sued Brother Dominic and the Abbey for negligence for the injuries.&nbsp; Griffith claimed that Brother Dominic caused the accident and that the Abbey, under the theory of respondeat superior, was responsible for Brother Dominic&rsquo;s actions.<br /><br />Griffith also pursued a separate claim against Friga with the Division of Workers&rsquo; Compensation.&nbsp; This resulted in the payment to Griffith of workers&rsquo; compensation benefits for his injuries, including payment of his medical bills, temporary total disability payments and a lump sum settlement.<br /><br />Brother Dominic and the Abbey moved the trial court for an order of summary judgment, which requires the court to conclude there are no important facts in dispute and the law is clearly in favor of the defendants.<br /><br />Their theory was that under the doctrine of premises liability they had relinquished control of the Abbey to Friga, who as an independent contractor, assumed control of the area during construction.&nbsp; If true, this shifted the duty inherent in any owner to use ordinary care for safeguarding its premises from the Abbey to Friga.<br /><br />To establish a claim for premises liability under Missouri law, Griffith had to show that there was a dangerous condition that existed on the premises that created an unreasonable risk, that the Abbey knew or by using ordinary care should have known of the condition, that the Abbey failed to use ordinary care in removing or warning of the danger, and that as a result of all of this, Griffith was injured.<br /><br />The trial court applied this theory of premises liability to the motion for summary judgment.&nbsp; The court found the facts to be similar to the earlier case of <em>Logan v. Sho-Me Power Electric</em> <em>Coop.</em>, 122 S.W.3d 670 (Mo. App. 2003). <br /><br />In this case, an employee of an independent contractor construction company was fatally electrocuted while installing fiber optic cable for the electric company.&nbsp; The Logan court concluded that the electric company had not retained substantial control over the construction site and thus the duty of care remained with the contractor.<br /><br />More recently, the Missouri Court of Appeals for the Eastern District considered a similar issue in Daoukas v. City of St. Louis, 228 S.W.3d 30 (Mo. App. E.D. 2007).&nbsp; In this case, an employee of an independent contractor electric company was seriously injured while performing electrical work at an airport under a contract with the City of St. Louis. &nbsp;<br /><br />Apparently, an airport electrician was in charge of de-energizing the source of power while the employee for the independent contractor worked in the area.&nbsp; The airport electrician dismantled the safety mechanism and left it on the floor.&nbsp; An explosion occurred when the employee began working on the feeder because it was still energized, thereby injuring the employee.<br /><br />The Daoukas court held that the airport electrician, by the nature of what he was doing, had control of the work area.&nbsp; The injured worker could maintain a claim against the owner.&nbsp;&nbsp; &nbsp;<br /><br />Retuning to our case, the appellate court in Griffith decided the facts were more like the ones in Daoukas than the facts in Logan.&nbsp; Thus, the trial court erred by granting the motion for summary judgment.<br /><br />The appellate court concluded that Brother Dominic&rsquo;s actions put the drywall in motion and this may be what caused or contributed to cause Griffith&rsquo;s injuries.&nbsp; Thus, Griffith can proceed to trial on a general theory of negligence.&nbsp; A jury will be deciding what percentage, if any, of the fault for this accident rests with Brother Dominic and the Abbey. &nbsp;<br /><br /><em>*Clare Booth Luce, in H. Faber, The Book of Laws, 1980</em><br /><em><br />James R. Keller is a partner at Herzog Crebs LLP where he concentrates his practice on construction law, complex business disputes, real estate and ADR.&nbsp; He also is an arbitrator and a mediator</em>.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; &nbsp;<br /><br />&nbsp; <br /><br /><br /><br /><br /><br /><br />&nbsp; <br /></p>\";s:10:\"category_0\";s:2:\"10\";}'),(157,69,5,2,1210968446,'a:26:{s:9:\"weblog_id\";s:1:\"5\";s:8:\"entry_id\";s:2:\"69\";s:6:\"sticky\";s:1:\"n\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-16 09:59 AM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:2:\"10\";}s:9:\"author_id\";s:1:\"2\";s:10:\"new_weblog\";s:1:\"5\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:29:\"No Good Deed Goes Unpunished*\";s:9:\"url_title\";s:28:\"no_good_deed_goes_unpunished\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_20\";s:29:\"No Good Deed Goes Unpunished*\";s:11:\"field_ft_20\";s:4:\"none\";s:11:\"field_id_25\";s:1:\"6\";s:11:\"field_id_45\";s:201:\"Legal problems can ensue when good-intentioned owners provide unsolicited assistance to a contractor during construction.  Often the most legally safe action an owner can take is to stay out of the way\";s:11:\"field_ft_45\";s:4:\"none\";s:11:\"field_id_22\";s:37:\"abbey, owners, unsolicited assistance\";s:11:\"field_ft_22\";s:4:\"none\";s:11:\"field_id_23\";s:6006:\"<p><em>By James R. Keller</em><br /><br />An injured employee of a contractor can proceed to trial against a monk and an abbey when they, in trying to help the employee do his job, may have caused his injuries.&nbsp; The case is <em>Griffith v. Dominic and Assumption Abbey</em>, Case No. 28617, decided April 8 by the Missouri Court of Appeals, Southern District.<br /><br />This case demonstrates the legal problems that can ensue when good-intentioned owners provide unsolicited assistance to a contractor during construction.&nbsp; Often the most legally safe action an owner can take is to stay out of the way.<br /><br />Assumption Abbey in Ava, Missouri hired Friga Construction Company to renovate the roofs and to remodel the &ldquo;chapter room&rdquo; of the Abbey.&nbsp; Alvin Griffith worked as a laborer for Friga. &nbsp;<br /><br />While working in the chapter room, Griffith began prying with a small block of wood a stack of drywall that was leaning against a wall.&nbsp; The sheets of drywall were about four feet wide, twelve feet long and 5/8 inches thick.<br /><br />Griffith was moving the drywall to make room to fit a piece of plywood behind the drywall and next to the wall.&nbsp; At some point, Brother Dominic, a monk who resided at the Abbey, joined Griffith in moving the drywall.&nbsp; According to the court opinion, Brother Dominic and the other monks at the Abbey were not supposed to work on the construction site.&nbsp; Griffith had not asked for help.<br /><br />Brother Dominic had no special training or experience in construction in general or in moving drywall in particular.&nbsp; After moving several sheets, Brother Dominic and/or Griffith lost control of the drywall; the entire stack of drywall fell on Griffith, injuring his legs.<br /><br />Griffith sued Brother Dominic and the Abbey for negligence for the injuries.&nbsp; Griffith claimed that Brother Dominic caused the accident and that the Abbey, under the theory of respondeat superior, was responsible for Brother Dominic&rsquo;s actions.<br /><br />Griffith also pursued a separate claim against Friga with the Division of Workers&rsquo; Compensation.&nbsp; This resulted in the payment to Griffith of workers&rsquo; compensation benefits for his injuries, including payment of his medical bills, temporary total disability payments and a lump sum settlement.<br /><br />Brother Dominic and the Abbey moved the trial court for an order of summary judgment, which requires the court to conclude there are no important facts in dispute and the law is clearly in favor of the defendants.<br /><br />Their theory was that under the doctrine of premises liability they had relinquished control of the Abbey to Friga, who as an independent contractor, assumed control of the area during construction.&nbsp; If true, this shifted the duty inherent in any owner to use ordinary care for safeguarding its premises from the Abbey to Friga.<br /><br />To establish a claim for premises liability under Missouri law, Griffith had to show that there was a dangerous condition that existed on the premises that created an unreasonable risk, that the Abbey knew or by using ordinary care should have known of the condition, that the Abbey failed to use ordinary care in removing or warning of the danger, and that as a result of all of this, Griffith was injured.<br /><br />The trial court applied this theory of premises liability to the motion for summary judgment.&nbsp; The court found the facts to be similar to the earlier case of <em>Logan v. Sho-Me Power Electric</em> <em>Coop.</em>, 122 S.W.3d 670 (Mo. App. 2003). <br /><br />In this case, an employee of an independent contractor construction company was fatally electrocuted while installing fiber optic cable for the electric company.&nbsp; The Logan court concluded that the electric company had not retained substantial control over the construction site and thus the duty of care remained with the contractor.<br /><br />More recently, the Missouri Court of Appeals for the Eastern District considered a similar issue in Daoukas v. City of St. Louis, 228 S.W.3d 30 (Mo. App. E.D. 2007).&nbsp; In this case, an employee of an independent contractor electric company was seriously injured while performing electrical work at an airport under a contract with the City of St. Louis. &nbsp;<br /><br />Apparently, an airport electrician was in charge of de-energizing the source of power while the employee for the independent contractor worked in the area.&nbsp; The airport electrician dismantled the safety mechanism and left it on the floor.&nbsp; An explosion occurred when the employee began working on the feeder because it was still energized, thereby injuring the employee.<br /><br />The Daoukas court held that the airport electrician, by the nature of what he was doing, had control of the work area.&nbsp; The injured worker could maintain a claim against the owner.&nbsp;&nbsp; &nbsp;<br /><br />Retuning to our case, the appellate court in Griffith decided the facts were more like the ones in Daoukas than the facts in Logan.&nbsp; Thus, the trial court erred by granting the motion for summary judgment.<br /><br />The appellate court concluded that Brother Dominic&rsquo;s actions put the drywall in motion and this may be what caused or contributed to cause Griffith&rsquo;s injuries.&nbsp; Thus, Griffith can proceed to trial on a general theory of negligence.&nbsp; A jury will be deciding what percentage, if any, of the fault for this accident rests with Brother Dominic and the Abbey. &nbsp;<br /><br /><em>*Clare Booth Luce, in H. Faber, The Book of Laws, 1980</em><br /><em><br />James R. Keller is a partner at Herzog Crebs LLP where he concentrates his practice on construction law, complex business disputes, real estate and ADR.&nbsp; He also is an arbitrator and a mediator</em>.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; &nbsp;<br /><br />&nbsp; <br /><br /><br /><br /><br /><br /><br />&nbsp;</p>\";s:10:\"category_0\";s:2:\"10\";}'),(158,70,3,2,1210969093,'a:22:{s:9:\"weblog_id\";s:1:\"3\";s:8:\"entry_id\";s:0:\"\";s:6:\"status\";s:4:\"open\";s:9:\"author_id\";s:1:\"2\";s:6:\"sticky\";s:0:\"\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-16 10:16 AM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:13:\"John E. Pound\";s:9:\"url_title\";s:12:\"john_e_pound\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_10\";s:5:\"Pound\";s:11:\"field_ft_10\";s:4:\"none\";s:11:\"field_id_11\";s:7:\"John E.\";s:11:\"field_ft_11\";s:4:\"none\";s:11:\"field_id_41\";s:119:\"John E. Pound, SIOR, is principal of Commercial Realty Associates, and serves as the 2008 president for SIOR St. Louis.\";s:11:\"field_ft_41\";s:4:\"none\";s:11:\"field_id_12\";s:0:\"\";}'),(159,71,5,2,1210969253,'a:25:{s:9:\"weblog_id\";s:1:\"5\";s:8:\"entry_id\";s:0:\"\";s:6:\"sticky\";s:0:\"\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-16 10:18 AM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:2:\"13\";}s:9:\"author_id\";s:1:\"2\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:27:\"Let\\\'s Keep Our Perspective\";s:9:\"url_title\";s:25:\"lets_keep_our_perspective\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_20\";s:28:\"Let’s Keep Our Perspective\";s:11:\"field_ft_20\";s:4:\"none\";s:11:\"field_id_25\";s:2:\"70\";s:11:\"field_id_45\";s:252:\"While there is no question the economy has slowed down and as President Bush says, is going through a “rough patch,â€ I believe the St. Louis area is very fortunate in many respects.  The sky is not falling and our “cupâ€ is more than half full. \";s:11:\"field_ft_45\";s:4:\"none\";s:11:\"field_id_22\";s:30:\"SIOR, pound, economy, downturn\";s:11:\"field_ft_22\";s:4:\"none\";s:11:\"field_id_23\";s:4477:\"<p><em>By John E. Pound</em><br /><br />As we read the headlines and listen to the news reports of the economic slowdown, it is important to keep these reports in perspective.&nbsp; This is especially true in the politically charged environment prior to a national election.&nbsp; While there is no question the economy has slowed down and as President Bush says, is going through a &ldquo;rough patch,&rdquo; I believe the St. Louis area is very fortunate in many respects.&nbsp; The sky is not falling and our &ldquo;cup&rdquo; is more than half full.&nbsp; Of course, this does not bring any comfort to someone who has lost his job or may be faced with foreclosure on his home.<br /><br />It is often said St. Louis doesn&rsquo;t experience the economic boom times some other areas do, but neither do we suffer the &ldquo;busts&rdquo; during slower times.&nbsp; This has certainly proved to be the case during the past several months.&nbsp; The St. Louis economy is very diverse, much more so than it was during the recession of the early 1990s or after the tech bubble burst and terrorist attacks 10 years later.&nbsp; Our economy is not dominated by any single industry or even several large companies.&nbsp; At one time not long ago, St. Louis was the single largest automobile assembly point other than Detroit.&nbsp; That is certainly not the case today and while that is unfortunate in some respects, overall we are probably better off not being tied so closely to that industry today.&nbsp; The same applies to the aircraft industry where McDonnell Douglas once employed over 30,000 people.<br /><br />The overall level of employment in St. Louis is quite high and is above the national average for the country as a whole.&nbsp; Many of our fine local companies are expanding, not contracting, with Edward Jones, Brown Shoe, and Express Scripts as shining examples.&nbsp; The homebuilding industry has slowed down, but fortunately, we did not have much sub-prime lending and are not experiencing many home foreclosures.<br /><br />The commercial real estate industry remains quite healthy overall.&nbsp; Occupancy levels of both office and industrial properties are relatively high.&nbsp; The area did not experience significant overbuilding of either speculative office or industrial buildings during the past few years, so demand and supply of available space has maintained reasonable equilibrium.<br /><br />Commercial real estate is driven by growth in jobs and inventory.&nbsp; While we have experienced a slowing in both areas, it has not been significant.&nbsp; Most economists predict economic growth will continue to be fairly slow during most of 2008, but then increase late in the year and become stronger in 2009.&nbsp; Since the development cycle of most larger commercial buildings is one-two years from inception to completion, developers are planning new projects and will probably proceed with construction unless the economy takes a downward turn.&nbsp; This is good, as having a certain supply of both office and industrial space available to accommodate growth needs and new businesses is important.<br />At this point, the St. Louis economy seems to be well positioned to weather slower times for the rest of 2008 and then take advantage of improved conditions going into 2009.&nbsp; World events can certainly change rapidly however, so &ldquo;cautious optimism&rdquo; is probably the best approach for business during the rest of this year.&nbsp; Coincidentally, that seems to be the same approach most Cardinal fans have for the 2008 season as well.&nbsp; Could it happen that the Cardinals will be playing in the playoffs just as our economy is turning around?<br /><br />J<em>ohn E. Pound, SIOR, is principal of Commercial Realty Associates, and serves as the 2008 president for SIOR St. Louis. Headquartered in Washington, D.C., the Society of Industrial and Office Realtors is a global professional organization that certifies commercial real estate service providers with the exclusive SIOR designation. Individuals who earn the SIOR designation adhere to the highest levels of accountability and ethical standards. Only the industry&rsquo;s top professionals qualify for the SIOR. Today, there are 3,100 SIOR members in 480 markets in 20 countries. With 60 designated members, the St. Louis chapter is one of the largest and most active SIOR chapters in the country. For more information, visit www.siorstlouis.com.<br /><br /></em></p>\";s:10:\"category_0\";s:2:\"13\";}'),(160,71,5,2,1210969367,'a:26:{s:9:\"weblog_id\";s:1:\"5\";s:8:\"entry_id\";s:2:\"71\";s:6:\"sticky\";s:1:\"n\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-16 10:18 AM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:2:\"13\";}s:9:\"author_id\";s:1:\"2\";s:10:\"new_weblog\";s:1:\"5\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:27:\"Let\\\'s Keep Our Perspective\";s:9:\"url_title\";s:25:\"lets_keep_our_perspective\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_20\";s:28:\"Let’s Keep Our Perspective\";s:11:\"field_ft_20\";s:4:\"none\";s:11:\"field_id_25\";s:2:\"70\";s:11:\"field_id_45\";s:252:\"While there is no question the economy has slowed down and as President Bush says, is going through a “rough patch,â€ I believe the St. Louis area is very fortunate in many respects.  The sky is not falling and our “cupâ€ is more than half full. \";s:11:\"field_ft_45\";s:4:\"none\";s:11:\"field_id_22\";s:30:\"SIOR, pound, economy, downturn\";s:11:\"field_ft_22\";s:4:\"none\";s:11:\"field_id_23\";s:4477:\"<p><em>By John E. Pound</em><br /><br />As we read the headlines and listen to the news reports of the economic slowdown, it is important to keep these reports in perspective.&nbsp; This is especially true in the politically charged environment prior to a national election.&nbsp; While there is no question the economy has slowed down and as President Bush says, is going through a &ldquo;rough patch,&rdquo; I believe the St. Louis area is very fortunate in many respects.&nbsp; The sky is not falling and our &ldquo;cup&rdquo; is more than half full.&nbsp; Of course, this does not bring any comfort to someone who has lost his job or may be faced with foreclosure on his home.<br /><br />It is often said St. Louis doesn&rsquo;t experience the economic boom times some other areas do, but neither do we suffer the &ldquo;busts&rdquo; during slower times.&nbsp; This has certainly proved to be the case during the past several months.&nbsp; The St. Louis economy is very diverse, much more so than it was during the recession of the early 1990s or after the tech bubble burst and terrorist attacks 10 years later.&nbsp; Our economy is not dominated by any single industry or even several large companies.&nbsp; At one time not long ago, St. Louis was the single largest automobile assembly point other than Detroit.&nbsp; That is certainly not the case today and while that is unfortunate in some respects, overall we are probably better off not being tied so closely to that industry today.&nbsp; The same applies to the aircraft industry where McDonnell Douglas once employed over 30,000 people.<br /><br />The overall level of employment in St. Louis is quite high and is above the national average for the country as a whole.&nbsp; Many of our fine local companies are expanding, not contracting, with Edward Jones, Brown Shoe, and Express Scripts as shining examples.&nbsp; The homebuilding industry has slowed down, but fortunately, we did not have much sub-prime lending and are not experiencing many home foreclosures.<br /><br />The commercial real estate industry remains quite healthy overall.&nbsp; Occupancy levels of both office and industrial properties are relatively high.&nbsp; The area did not experience significant overbuilding of either speculative office or industrial buildings during the past few years, so demand and supply of available space has maintained reasonable equilibrium.<br /><br />Commercial real estate is driven by growth in jobs and inventory.&nbsp; While we have experienced a slowing in both areas, it has not been significant.&nbsp; Most economists predict economic growth will continue to be fairly slow during most of 2008, but then increase late in the year and become stronger in 2009.&nbsp; Since the development cycle of most larger commercial buildings is one-two years from inception to completion, developers are planning new projects and will probably proceed with construction unless the economy takes a downward turn.&nbsp; This is good, as having a certain supply of both office and industrial space available to accommodate growth needs and new businesses is important.<br />At this point, the St. Louis economy seems to be well positioned to weather slower times for the rest of 2008 and then take advantage of improved conditions going into 2009.&nbsp; World events can certainly change rapidly however, so &ldquo;cautious optimism&rdquo; is probably the best approach for business during the rest of this year.&nbsp; Coincidentally, that seems to be the same approach most Cardinal fans have for the 2008 season as well.&nbsp; Could it happen that the Cardinals will be playing in the playoffs just as our economy is turning around?<br /><br />J<em>ohn E. Pound, SIOR, is principal of Commercial Realty Associates, and serves as the 2008 president for SIOR St. Louis. Headquartered in Washington, D.C., the Society of Industrial and Office Realtors is a global professional organization that certifies commercial real estate service providers with the exclusive SIOR designation. Individuals who earn the SIOR designation adhere to the highest levels of accountability and ethical standards. Only the industry&rsquo;s top professionals qualify for the SIOR. Today, there are 3,100 SIOR members in 480 markets in 20 countries. With 60 designated members, the St. Louis chapter is one of the largest and most active SIOR chapters in the country. For more information, visit www.siorstlouis.com.<br /><br /></em></p>\";s:10:\"category_0\";s:2:\"13\";}'),(161,71,5,2,1210969409,'a:26:{s:9:\"weblog_id\";s:1:\"5\";s:8:\"entry_id\";s:2:\"71\";s:6:\"sticky\";s:1:\"n\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-16 10:18 AM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:2:\"13\";}s:9:\"author_id\";s:1:\"2\";s:10:\"new_weblog\";s:1:\"5\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:27:\"Let\\\'s Keep Our Perspective\";s:9:\"url_title\";s:25:\"lets_keep_our_perspective\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_20\";s:27:\"Let\\\'s Keep Our Perspective\";s:11:\"field_ft_20\";s:4:\"none\";s:11:\"field_id_25\";s:2:\"70\";s:11:\"field_id_45\";s:252:\"While there is no question the economy has slowed down and as President Bush says, is going through a “rough patch,â€ I believe the St. Louis area is very fortunate in many respects.  The sky is not falling and our “cupâ€ is more than half full. \";s:11:\"field_ft_45\";s:4:\"none\";s:11:\"field_id_22\";s:30:\"SIOR, pound, economy, downturn\";s:11:\"field_ft_22\";s:4:\"none\";s:11:\"field_id_23\";s:4477:\"<p><em>By John E. Pound</em><br /><br />As we read the headlines and listen to the news reports of the economic slowdown, it is important to keep these reports in perspective.&nbsp; This is especially true in the politically charged environment prior to a national election.&nbsp; While there is no question the economy has slowed down and as President Bush says, is going through a &ldquo;rough patch,&rdquo; I believe the St. Louis area is very fortunate in many respects.&nbsp; The sky is not falling and our &ldquo;cup&rdquo; is more than half full.&nbsp; Of course, this does not bring any comfort to someone who has lost his job or may be faced with foreclosure on his home.<br /><br />It is often said St. Louis doesn&rsquo;t experience the economic boom times some other areas do, but neither do we suffer the &ldquo;busts&rdquo; during slower times.&nbsp; This has certainly proved to be the case during the past several months.&nbsp; The St. Louis economy is very diverse, much more so than it was during the recession of the early 1990s or after the tech bubble burst and terrorist attacks 10 years later.&nbsp; Our economy is not dominated by any single industry or even several large companies.&nbsp; At one time not long ago, St. Louis was the single largest automobile assembly point other than Detroit.&nbsp; That is certainly not the case today and while that is unfortunate in some respects, overall we are probably better off not being tied so closely to that industry today.&nbsp; The same applies to the aircraft industry where McDonnell Douglas once employed over 30,000 people.<br /><br />The overall level of employment in St. Louis is quite high and is above the national average for the country as a whole.&nbsp; Many of our fine local companies are expanding, not contracting, with Edward Jones, Brown Shoe, and Express Scripts as shining examples.&nbsp; The homebuilding industry has slowed down, but fortunately, we did not have much sub-prime lending and are not experiencing many home foreclosures.<br /><br />The commercial real estate industry remains quite healthy overall.&nbsp; Occupancy levels of both office and industrial properties are relatively high.&nbsp; The area did not experience significant overbuilding of either speculative office or industrial buildings during the past few years, so demand and supply of available space has maintained reasonable equilibrium.<br /><br />Commercial real estate is driven by growth in jobs and inventory.&nbsp; While we have experienced a slowing in both areas, it has not been significant.&nbsp; Most economists predict economic growth will continue to be fairly slow during most of 2008, but then increase late in the year and become stronger in 2009.&nbsp; Since the development cycle of most larger commercial buildings is one-two years from inception to completion, developers are planning new projects and will probably proceed with construction unless the economy takes a downward turn.&nbsp; This is good, as having a certain supply of both office and industrial space available to accommodate growth needs and new businesses is important.<br />At this point, the St. Louis economy seems to be well positioned to weather slower times for the rest of 2008 and then take advantage of improved conditions going into 2009.&nbsp; World events can certainly change rapidly however, so &ldquo;cautious optimism&rdquo; is probably the best approach for business during the rest of this year.&nbsp; Coincidentally, that seems to be the same approach most Cardinal fans have for the 2008 season as well.&nbsp; Could it happen that the Cardinals will be playing in the playoffs just as our economy is turning around?<br /><br />J<em>ohn E. Pound, SIOR, is principal of Commercial Realty Associates, and serves as the 2008 president for SIOR St. Louis. Headquartered in Washington, D.C., the Society of Industrial and Office Realtors is a global professional organization that certifies commercial real estate service providers with the exclusive SIOR designation. Individuals who earn the SIOR designation adhere to the highest levels of accountability and ethical standards. Only the industry&rsquo;s top professionals qualify for the SIOR. Today, there are 3,100 SIOR members in 480 markets in 20 countries. With 60 designated members, the St. Louis chapter is one of the largest and most active SIOR chapters in the country. For more information, visit www.siorstlouis.com.<br /><br /></em></p>\";s:10:\"category_0\";s:2:\"13\";}'),(162,71,5,2,1210969474,'a:26:{s:9:\"weblog_id\";s:1:\"5\";s:8:\"entry_id\";s:2:\"71\";s:6:\"sticky\";s:1:\"n\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-16 10:18 AM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:2:\"13\";}s:9:\"author_id\";s:1:\"2\";s:10:\"new_weblog\";s:1:\"5\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:27:\"Let\\\'s Keep Our Perspective\";s:9:\"url_title\";s:25:\"lets_keep_our_perspective\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_20\";s:27:\"Let\\\'s Keep Our Perspective\";s:11:\"field_ft_20\";s:4:\"none\";s:11:\"field_id_25\";s:2:\"70\";s:11:\"field_id_45\";s:252:\"While there is no question the economy has slowed down and as President Bush says, is going through a “rough patch,â€ I believe the St. Louis area is very fortunate in many respects.  The sky is not falling and our “cupâ€ is more than half full. \";s:11:\"field_ft_45\";s:4:\"none\";s:11:\"field_id_22\";s:30:\"SIOR, pound, economy, downturn\";s:11:\"field_ft_22\";s:4:\"none\";s:11:\"field_id_23\";s:4485:\"<p><em>By John E. Pound</em><br /><br />As we read the headlines and listen to the news reports of the economic slowdown, it is important to keep these reports in perspective.&nbsp; This is especially true in the politically charged environment prior to a national election.&nbsp; While there is no question the economy has slowed down and as President Bush says, is going through a &ldquo;rough patch,&rdquo; I believe the St. Louis area is very fortunate in many respects.&nbsp; The sky is not falling and our &ldquo;cup&rdquo; is more than half full.&nbsp; Of course, this does not bring any comfort to someone who has lost his job or may be faced with foreclosure on his home.<br /><br />It is often said St. Louis doesn&rsquo;t experience the economic boom times some other areas do, but neither do we suffer the &ldquo;busts&rdquo; during slower times.&nbsp; This has certainly proved to be the case during the past several months.&nbsp; The St. Louis economy is very diverse, much more so than it was during the recession of the early 1990s or after the tech bubble burst and terrorist attacks 10 years later.&nbsp; Our economy is not dominated by any single industry or even several large companies.&nbsp; At one time not long ago, St. Louis was the single largest automobile assembly point other than Detroit.&nbsp; That is certainly not the case today and while that is unfortunate in some respects, overall we are probably better off not being tied so closely to that industry today.&nbsp; The same applies to the aircraft industry where McDonnell Douglas once employed over 30,000 people.<br /><br />The overall level of employment in St. Louis is quite high and is above the national average for the country as a whole.&nbsp; Many of our fine local companies are expanding, not contracting, with Edward Jones, Brown Shoe, and Express Scripts as shining examples.&nbsp; The homebuilding industry has slowed down, but fortunately, we did not have much sub-prime lending and are not experiencing many home foreclosures.<br /><br />The commercial real estate industry remains quite healthy overall.&nbsp; Occupancy levels of both office and industrial properties are relatively high.&nbsp; The area did not experience significant overbuilding of either speculative office or industrial buildings during the past few years, so demand and supply of available space has maintained reasonable equilibrium.<br /><br />Commercial real estate is driven by growth in jobs and inventory.&nbsp; While we have experienced a slowing in both areas, it has not been significant.&nbsp; Most economists predict economic growth will continue to be fairly slow during most of 2008, but then increase late in the year and become stronger in 2009.&nbsp; Since the development cycle of most larger commercial buildings is one-two years from inception to completion, developers are planning new projects and will probably proceed with construction unless the economy takes a downward turn.&nbsp; This is good, as having a certain supply of both office and industrial space available to accommodate growth needs and new businesses is important.</p>\n<p><br />At this point, the St. Louis economy seems to be well positioned to weather slower times for the rest of 2008 and then take advantage of improved conditions going into 2009.&nbsp; World events can certainly change rapidly however, so &ldquo;cautious optimism&rdquo; is probably the best approach for business during the rest of this year.&nbsp; Coincidentally, that seems to be the same approach most Cardinal fans have for the 2008 season as well.&nbsp; Could it happen that the Cardinals will be playing in the playoffs just as our economy is turning around?<br /><br />J<em>ohn E. Pound, SIOR, is principal of Commercial Realty Associates, and serves as the 2008 president for SIOR St. Louis. Headquartered in Washington, D.C., the Society of Industrial and Office Realtors is a global professional organization that certifies commercial real estate service providers with the exclusive SIOR designation. Individuals who earn the SIOR designation adhere to the highest levels of accountability and ethical standards. Only the industry&rsquo;s top professionals qualify for the SIOR. Today, there are 3,100 SIOR members in 480 markets in 20 countries. With 60 designated members, the St. Louis chapter is one of the largest and most active SIOR chapters in the country. For more information, visit www.siorstlouis.com.<br /><br /></em></p>\";s:10:\"category_0\";s:2:\"13\";}'),(163,72,4,2,1210969908,'a:31:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:0:\"\";s:6:\"sticky\";s:0:\"\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-16 10:28 AM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:1:\"7\";}s:9:\"author_id\";s:1:\"2\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:48:\"Kevin Poettker New Business Development Director\";s:9:\"url_title\";s:48:\"kevin_poettker_new_business_development_director\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_26\";s:62:\"Kevin Poettker Named Business Development Director at Poettker\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_44\";s:102:\"Poettker Construction Company has added Kevin Poettker as Director of Sales and Business Development. \";s:11:\"field_ft_44\";s:4:\"none\";s:11:\"field_id_28\";s:46:\"Poettker, Kevin, Charles, business development\";s:11:\"field_ft_28\";s:4:\"none\";s:11:\"field_id_38\";s:0:\"\";s:15:\"field_offset_38\";s:1:\"y\";s:11:\"field_id_39\";s:0:\"\";s:15:\"field_offset_39\";s:1:\"y\";s:11:\"field_id_40\";s:0:\"\";s:11:\"field_ft_40\";s:4:\"none\";s:11:\"field_id_29\";s:1134:\"<p>Poettker Construction Company has added Kevin Poettker as Director of Sales and Business Development. Poettker will coordinate outside sales and develop new territory for the company. Poettker Construction is headquartered in Breese, Ill. and licensed in 13 states. Their current projects include an 80-acre Wal-Mart Supercenter in Springfield, Ill. and Founder\\\'s Hall administrative and classroom facilities at Covenant Theological Seminary in St. Louis, Mo.</p>\n<p>Kevin Poettker is an experienced construction sales professional with extensive knowledge in construction equipment and materials. He assists with acquisition strategies, proposals, and client relations. A new company website with more information on Poettker is now online at www.poettkerconstruction.com.</p>\n<p>He joins his father, Charles Poettker, who is president and CEO of the 28 year-old company. Other key leadership includes Tom Albers, vice president of field operations and safety; Keith Poettker, vice president of business development; Ryan Poettker, project manager; and Kimberly Poettker, accounting manager and assistant corporate secretary.</p>\";s:10:\"category_0\";s:1:\"7\";}'),(164,61,4,1,1210985360,'a:32:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:2:\"61\";s:6:\"sticky\";s:1:\"n\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-14 12:19 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:1:\"4\";}s:9:\"author_id\";s:1:\"2\";s:10:\"new_weblog\";s:1:\"4\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:29:\"Aschinger  Management Changes\";s:9:\"url_title\";s:28:\"aschinger_management_changes\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_26\";s:52:\"Aschinger Electric Company Names Martin As President\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:1:\"9\";s:11:\"field_id_44\";s:166:\"Aschinger Electric Company, one of the largest electrical contracting firms in St. Louis, is making an unusual transition to a fourth generation of family management.\";s:11:\"field_ft_44\";s:4:\"none\";s:11:\"field_id_28\";s:49:\"Aschinger, electrical, contractor, Emily, Martin \";s:11:\"field_ft_28\";s:4:\"none\";s:11:\"field_id_38\";s:0:\"\";s:15:\"field_offset_38\";s:1:\"y\";s:11:\"field_id_39\";s:0:\"\";s:15:\"field_offset_39\";s:1:\"y\";s:11:\"field_id_40\";s:0:\"\";s:11:\"field_ft_40\";s:4:\"none\";s:11:\"field_id_29\";s:9843:\"<p><br /><br />Aschinger Electric Company, one of the largest electrical contracting firms in St. Louis, is making an unusual transition to a fourth generation of family management.</p>\n<table align=\\\"left\\\" border=\\\"0\\\" class=\\\"table-left\\\" style=\\\"height: 44px;\\\" width=\\\"76\\\">\n<tbody>\n<tr>\n<td>\n<p><img alt=\\\"Emily Aschinger-Martin\\\" height=\\\"373\\\" src=\\\"/images/uploads/emily-aschinger.jpg\\\" width=\\\"266\\\" /></p>\n</td>\n</tr>\n<tr>\n<td><strong>Emily Aschinger Martin</strong></td>\n</tr>\n</tbody>\n</table>\n<p>Emily Aschinger Martin has been promoted to president, a position formerly held by her father Eric Aschinger. Scott Aschinger, Martin\\\'s cousin, was named vice president of operations. Eric remains with Aschinger Electric as chairman and chief executive officer. His brothers, Jack Aschinger and Keith Aschinger, also remain officers of the company. Jack serves as the senior vice president, and Keith is the administrative vice president and corporate secretary. Scott Aschinger is Jack\\\'s son. Scott will continue to serve as president of Aschinger Electric Communications, Inc., a business unit of Aschinger Electric Company that designs, installs and maintains communication systems, such as telephone and voice-over internet protocol (VOIP).<br /><br />According to the U.S. Small Business Administration, only 12 percent of family-owned businesses make it into the third generation. It is even rarer for a woman to become president.<br /><br />\\\"This transition is part of a carefully planned, multi-year process designed to provide seamless leadership,\\\" Eric Aschinger said.<br /><br />\\\"My father had two heart attacks within a week of each other in 2001, and that made him think seriously about transition,\\\" said Martin. \\\"Their father, Francis, died suddenly in \\\'78 and they had to learn to read financial statements on the fly,\\\" she said.<br /><br />In contrast to the way he and his brothers took over the business thirty years ago, Eric Aschinger said that they did not want this transition \\\"to be an event, we wanted it to be a process.\\\" Francis Aschinger died within three weeks of being diagnosed with cancer in 1978. His three sons all were in the business, but Eric became president because he had already gotten his own electrical contractor\\\'s license in addition to his electrical engineering license. \\\"I already had the licenses, so I seemed to be the right one even though I was the youngest,\\\" Eric said. \\\"Both my brothers bought in on that and we shared responsibility.\\\" Eric said he did not want the new generation to make the same mistakes he made. \\\"I was good at running jobs, but that is different from running a business,\\\" he said.<br /><br />So, seven years ago, the Aschinger family began a process of transferring the family business to a new generation. It was a process that they thought would take seven to 10 years to complete. \\\"We studied failures,\\\" Eric said. \\\"We went to FMI seminars, heard horror stories, and decided what to do.\\\"<br /><br />The first major decision was to do something about the increasing division of ownership of the company. Francis\\\' widow owned stock in the company. Eric, Jack, and Keith had stock, and so did their sisters. All of Francis\\\' grandchildren, 17 in total, owned stock. \\\"We decided that only those who were in the business should have stock,\\\" Eric said. \\\"Too many of the horror stories were about people outside the family business owning stock in it and not understanding what it takes to run the business, he said. So, the three brothers started the transition process by first buying out everyone else so that when they passed management of the company on they were actually passing control of the company on as well.<br /><br />Eric had four children, but only daughter Emily is in the business. Jack had three children, but only son Scott is in the business. Keith also had three children, and his son Craig is the only one in the business. None of the sisters\\\' children went into the business. Emily is a lawyer; Scott is an electrical engineer with an MBA; and Craig has a psychology degree and taught English in Japan before entering the electrician\\\'s apprenticeship program. Craig is working for the company as a journeyman electrician.<br /><br />Two years into the transition process, the family still was not certain that the company would stay in the family. \\\"Someone else was interested in taking over the business,\\\" Eric said. The family had Emily, Scott, and Craig tested \\\"to see if there was an heir apparent,\\\" he said, and also had Eric, Jack, and Keith tested.<br /><br />\\\"Both Emily and Scott fit the profile for business leaders,\\\" Eric said. \\\"They both were in the 99th percentile and between the business side and the construction side they complement each other well,\\\" he said.<br /><br />How did the family decide which of the two of them would become president? \\\"We didn\\\'t,\\\" Eric said. \\\"We let them decide. We told them that if there was going to be a problem, it was not going to be our problem; it was going to be theirs. They sat down with the consultant and came up with a set of guidelines as to what decision they each would make independently and what decisions they would make together,\\\" he said.<br /><br />Emily said that their model is the relationship that Tracy Hart and Dirk Elsperman have a Tarlton Corporation. \\\"Scott and I sat down with Tracy and Dirk to discuss how they work together,\\\" Martin said. \\\"Our relationship is very similar: We are a partnership. He is very much on the operation side; I am on the sales and administrative side.\\\"<br /><br />That is not to say that Eric and his brothers were not keeping an unobtrusive eye on their offspring. \\\"We watched to see who people went to naturally when they had a problem,\\\" Eric said, \\\"and they went to Emily.\\\"<br /><br />After the settling the succession, there began the long process of preparation. \\\"I made them both join business owners groups to learn the business of running a business,\\\" Eric said. \\\"We sent them to FMI training and NECA training. I would meet with them once a month and talk about business, teach them how to read statements, and take them to the bank with me to get line of credit or to the bonding company with me. And I showed them what I look for when I look at job reports, the things that might raise a red flag, which is something nobody showed me.\\\"<br /><br />Emily Martin and Scott Aschinger represent the fourth generation of the family in electrical contracting, going back almost a century to their great-grandfather, Otto Aschinger, who began replacing gas lights and oil lamps with electric wiring in 1912. He left St. Louis during the Great Depression in the 1930s for opportunities in the California shipyards. His son Francis founded Aschinger Electric in St. Louis in 1940.<br /><br />Eric said that when Emily was a child, he used to bring templates home from work and make his children lay them out for parking lot wiring. When she was 10, he made her wire all the receptacles in a house he was building. Emily recalls visiting potential job sites with her father and counting light fixtures for estimates. Nonetheless, Eric said he did not expect her to enter the family business.<br /><br />As an adult, Emily had gone off in her own direction, Eric recalled. \\\"She became a lawyer and went into private practice,\\\" he said. \\\'Then after she had practiced law for nearly five years, she called and said she wanted to come to work me. I remember my first thought was, \\\"What do I need a lawyer for\\\",\\\' he said. That was in 1998.<br /><br />Eric said he made Emily estimate jobs, run jobs, and close jobs. \\\"She did 100 percent of what it takes to be a project manager so that she could relate to the issues that others face,\\\" he said. She then added sales and marketing roles and in 2004 she was named vice president of business development.<br /><br />Scott Aschinger joined Aschinger Electric Company in the early 1980s as a draftsman and project engineer. He has since earned an MBA as well as registration as a professional engineer and communications distribution designer, and he started and runs Aschinger\\\'s communications division.<br /><br />With annual billings of more than $44 million, Aschinger Electric Company is one of the largest electrical firms in St. Louis. The firm employs more than 200 people, including more than 170 electricians, communication technicians and lighting technicians.<br /><br />Emily intends to continue the company\\\'s reputation for innovation. \\\"The imperative of the industry today is to move in a new direction,\\\" she said. \\\"We are moving from reactive services to proactive: we are doing predictive and preventive maintenance, flash hazard analysis, and light maintenance services (changing light bulbs and ballasts),\\\" she said.<br /><br />\\\"There is an emphasis today on going green and saving energy that has people going into lighting retrofit. We have someone doing just retrofits: he is project manager. That is what I mean by being proactive: we can sell it,\\\" she said.<br /><br />\\\"I would always rather sell the work as opposed to bidding the work,\\\" Eric said. \\\"We would get information about the future directions of the industry from NECA (National Electrical Contractors Association) meetings and we would try to be a one stop solution for the customer,\\\" he said. \\\"Some things work and some don\\\'t, but we\\\'ve always looked for something different,\\\" he added.<br /><br />What is next for Eric, Jack, and Keith? \\\"I said that I would stay as CEO for two years,\\\" Eric said. \\\"There is always some fallout in a transition and we wanted to avoid that, so we are going slowly.... Jack takes care of the trucks, because that is what he likes to do, and Keith is still into computers.\\\"<br /><br />&nbsp;</p>\";s:10:\"category_0\";s:1:\"4\";}'),(165,64,5,1,1210985441,'a:26:{s:9:\"weblog_id\";s:1:\"5\";s:8:\"entry_id\";s:2:\"64\";s:6:\"sticky\";s:1:\"n\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-14 03:07 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:2:\"11\";}s:9:\"author_id\";s:1:\"2\";s:10:\"new_weblog\";s:1:\"5\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:16:\"Put on Your Ears\";s:9:\"url_title\";s:19:\"st_louis_riverfront\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_20\";s:19:\"Put on Your Ears...\";s:11:\"field_ft_20\";s:4:\"none\";s:11:\"field_id_25\";s:1:\"4\";s:11:\"field_id_45\";s:125:\"The history of our riverfront is very much a reflection of St. Louis’ many abortive efforts to develop a regional identity.\";s:11:\"field_ft_45\";s:4:\"none\";s:11:\"field_id_22\";s:37:\"Riverfront, Disney, region, St. Louis\";s:11:\"field_ft_22\";s:4:\"none\";s:11:\"field_id_23\";s:3841:\"<p>When we began talking about the cover story for this issue - an examination of St. Louis\\\' love/hate relationship with its riverfront real estate - our creative director Alex Paradowski said that he was sure that Walt Disney had once wanted to build a theme venue on the St. Louis riverfront.</p>\n<p>Sure enough, the entire sordid episode is spelled out in the book, Walt Disney\\\'s Missouri: The Roots of a Creative Genius. In 1963 Downtown St. Louis Inc. began a dialogue with Walt and Roy Disney for a development on the riverfront that was dubbed \\\"Riverfront Square.\\\"</p>\n<p>&nbsp;</p>\n<p><img alt=\\\"Tom and Balloons\\\" class=\\\"image-left\\\" height=\\\"363\\\" src=\\\"/images/uploads/3Z8E7299_1.jpg\\\" style=\\\"float: left;\\\" width=\\\"150\\\" />In a chapter titled \\\"Walt Disney\\\'s Vision for Downtown St. Louis,\\\" the book\\\'s authors wrote, \\\"Dozens of cities had invited Walt Disney to build another Disneyland Park. He showed no serious interest in any such undertaking until business and civic leaders from St. Louis approached him...\\\"</p>\n<p>Actually, the book states, Disney was first approached about producing a film about the 200th anniversary of St. Louis. If you\\\'re old enough you remember the St. Louis bicentennial fl ags and license plates and other hoopla of the time. Walt Disney demurred, suggesting that the area would be better served by the construction of something permanent where St. Louisans and visitors could gather and enjoy the riverfront. Actually, it sounds a lot like today\\\'s lakefront in Chicago.<br /><br />Walt Disney presented his concept at a press conference at the old Bel Air Hilton at Fourth Street and Washington Avenue. The civic fathers couldn\\\'t get past the notions that Disney wanted to own and develop \\\"Riverfront Square\\\" himself and that he wanted it to be a booze-free zone. <br /><br />Afterwards at a private gathering for Disney and civic leaders August Busch Jr. made a remark in a very loud voice to the effect that, \\\"Any man who would build something like that and not serve beer and liquor inside is crazy.\\\"<br /><br />If you\\\'ve been to Laclede\\\'s Landing or Soulard recently, you might argue that maybe Walt had something on the ball. In any event, he packed his Mickey Mouse ears and left town to devote his energies to a little project he had begun in Orlando, FL.<br /><br />The history of our riverfront is very much a reflection of St. Louis\\\' many abortive efforts to develop a regional identity. I would argue that when it comes to such issues as the riverfront we need to fi nd a way to get over ourselves, get behind our leadership, and get moving.<br /><br />I love the reaction of the British public to the idea, recentlyfloated by their government, of creating a national motto. In short, they refuse to take the idea seriously. The winner of a contest sponsored by a British newspaper was \\\"No Motto Please, We\\\'re British.\\\"<br /><br />The British have a sense of who they are -- and who they are not. St. Louis, by contrast is still searching for its identity after almost three centuries. The closest we\\\'ve come so far in my opinion has been critic Joe Pollack\\\'s \\\"St. Louis is where trends come to die.\\\" Post-Dispatch columnist Bill McClellan points out that St. Louis isprobably the hub of the universe when it comes to unrealized studies and plans for revitalizing the area.<br /><br />What would it take for us to begin identifying ourselves by what we AREas a region, instead of what we are not? Probably we\\\'d have to start by facing the truth. We\\\'d have to acknowledge that we are politically and racially divided, that we often appear to be genetically resistant to change.<br /><br />Admitting the negatives and letting our leaders lead is the first step to defining what it is that we find positive about our hometown.</p>\n<p>&nbsp;</p>\n<p>&nbsp;</p>\";s:10:\"category_0\";s:2:\"11\";}'),(166,73,4,2,1211177302,'a:31:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:0:\"\";s:6:\"sticky\";s:0:\"\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-18 07:51 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:1:\"4\";}s:9:\"author_id\";s:1:\"2\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:25:\"KCI Sold to Key Employees\";s:9:\"url_title\";s:25:\"kci_sold_to_key_employees\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_26\";s:31:\"KCI Sold to Three Key Employees\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:1:\"4\";s:11:\"field_id_44\";s:132:\"On May 1 KCI Construction Company owner Doug Jones completed a deal with three key employees to transfer company ownership to them. \";s:11:\"field_ft_44\";s:4:\"none\";s:11:\"field_id_28\";s:48:\"KCI Construction, Jones, Huster, Krueger, Schenk\";s:11:\"field_ft_28\";s:4:\"none\";s:11:\"field_id_38\";s:0:\"\";s:15:\"field_offset_38\";s:1:\"y\";s:11:\"field_id_39\";s:0:\"\";s:15:\"field_offset_39\";s:1:\"y\";s:11:\"field_id_40\";s:0:\"\";s:11:\"field_ft_40\";s:4:\"none\";s:11:\"field_id_29\";s:1283:\"<p>On May 1 KCI Construction Company owner Doug Jones completed a deal with three key employees to transfer company ownership to them.&nbsp;</p>\n<p>Almost a year of discussions resulted in Tom Huster, Brent Krueger and Jon Schenk purchasing 100 percent of the company from Jones. Under the terms of the purchase, Jones will remain with the firm for the next 12 years.</p>\n<p>KCI saw nearly a 15 percent increase in its revenue last year. Earlier this year Jones was quoted as saying that the firm\\\'s 2008 prospects remain positive, with a\nbacklog pushing $125 million. About $85 million of KCI\\\'s work will take\nplace in Columbia, Mo., where the company aggressively pursued and\ndeals with clients that include the University of Missouri.&nbsp; KCI has\noffices in St. Louis and Lebanon, MO, and is reportedly considering opening an office&nbsp; in Columbia</p>\n<p>Charles Kloster founded the company in 1922. In the early&nbsp; \\\'50s, \n        Charles turned it over to his sons George and Bernard Kloster. In 1985, \n        the Richard Grebel and Jones began the purchase of the company from \n        George and Bernard, which was completed in 1995. Grebel, who was instrumental in the founding of the Construction Careers Center, died in a one-car accident in 2005.<br />&nbsp;</p>\";s:10:\"category_0\";s:1:\"4\";}'),(167,74,4,2,1211178955,'a:31:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:0:\"\";s:6:\"sticky\";s:0:\"\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-18 08:32 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:1:\"4\";}s:9:\"author_id\";s:1:\"2\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:32:\"P&G Lease Gateway Commerc Center\";s:9:\"url_title\";s:31:\"pg_lease_gateway_commerc_center\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_26\";s:74:\"Procter & Gamble Leases 1.2 Million Square Feet at Gateway Commerce Center\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_44\";s:112:\"Procter & Gamble has signed a 1.2 million-square-foot lease at Gateway Commerce Center’s Westway III building.\";s:11:\"field_ft_44\";s:4:\"none\";s:11:\"field_id_28\";s:35:\"P&G, Gateway Commerce Center, lease\";s:11:\"field_ft_28\";s:4:\"none\";s:11:\"field_id_38\";s:0:\"\";s:15:\"field_offset_38\";s:1:\"y\";s:11:\"field_id_39\";s:0:\"\";s:15:\"field_offset_39\";s:1:\"y\";s:11:\"field_id_40\";s:0:\"\";s:11:\"field_ft_40\";s:4:\"none\";s:11:\"field_id_29\";s:1656:\"<p>Procter &amp; Gamble has signed a 1.2 million-square-foot lease at Gateway Commerce Center&rsquo;s Westway III building. Trammell Crow Company completed the first phase of Westway III as a 578,967 square foot speculative distribution center last July. The Procter &amp; Gamble transaction will expand the facility to a total of 1,157,934 square feet, doubling its size.<br /><br />Trammell Crow and Kennedy Associates/MEPT/NewTower, its partner in the Gateway<br />Commerce Center (GCC) project, plan to develop as much as 14 million square feet of distribution space on the approximate 1,200 acres they control within the business park. Overall, GCC consists of approximately 2,300 acres. GCC is located at the intersections of I-255 and I-270 in Madison County, Illinois. <br /><br />The lease transaction with P&amp;G means that Westway I will be the only speculative building available at Gateway Commerce Center at the present time, though P&amp;G will temporarily occupy that building while Westway III is expanded.<br /><br />The 479,220-square-foot Westway I features 32&rsquo; clear ceilings, cross-dock loading and tenant suites from 100,000 SF. Westway I can be expanded in a similar manner as Westway III in order to accommodate a tenant requiring as much a one-million square feet in a single distribution facility.<br /><br />Other national tenants at Gateway Commerce Center include Dial, Unilever, Hershey and<br />OHL.&nbsp; CB Richard Ellis (CBRE) represented Trammell Crow and the ownership group in the transaction.<br />CBRE is also handling leasing duties for the Westway I building on behalf of Trammell Crow<br />and Kennedy.</p>\";s:10:\"category_0\";s:1:\"4\";}'),(168,75,4,2,1211178986,'a:31:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:0:\"\";s:6:\"sticky\";s:0:\"\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-18 08:32 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:1:\"4\";}s:9:\"author_id\";s:1:\"2\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:33:\"P&G Lease Gateway Commerce Center\";s:9:\"url_title\";s:32:\"pg_lease_gateway_commerce_center\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_26\";s:74:\"Procter & Gamble Leases 1.2 Million Square Feet at Gateway Commerce Center\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_44\";s:112:\"Procter & Gamble has signed a 1.2 million-square-foot lease at Gateway Commerce Center’s Westway III building.\";s:11:\"field_ft_44\";s:4:\"none\";s:11:\"field_id_28\";s:35:\"P&G, Gateway Commerce Center, lease\";s:11:\"field_ft_28\";s:4:\"none\";s:11:\"field_id_38\";s:0:\"\";s:15:\"field_offset_38\";s:1:\"y\";s:11:\"field_id_39\";s:0:\"\";s:15:\"field_offset_39\";s:1:\"y\";s:11:\"field_id_40\";s:0:\"\";s:11:\"field_ft_40\";s:4:\"none\";s:11:\"field_id_29\";s:1656:\"<p>Procter &amp; Gamble has signed a 1.2 million-square-foot lease at Gateway Commerce Center&rsquo;s Westway III building. Trammell Crow Company completed the first phase of Westway III as a 578,967 square foot speculative distribution center last July. The Procter &amp; Gamble transaction will expand the facility to a total of 1,157,934 square feet, doubling its size.<br /><br />Trammell Crow and Kennedy Associates/MEPT/NewTower, its partner in the Gateway<br />Commerce Center (GCC) project, plan to develop as much as 14 million square feet of distribution space on the approximate 1,200 acres they control within the business park. Overall, GCC consists of approximately 2,300 acres. GCC is located at the intersections of I-255 and I-270 in Madison County, Illinois. <br /><br />The lease transaction with P&amp;G means that Westway I will be the only speculative building available at Gateway Commerce Center at the present time, though P&amp;G will temporarily occupy that building while Westway III is expanded.<br /><br />The 479,220-square-foot Westway I features 32&rsquo; clear ceilings, cross-dock loading and tenant suites from 100,000 SF. Westway I can be expanded in a similar manner as Westway III in order to accommodate a tenant requiring as much a one-million square feet in a single distribution facility.<br /><br />Other national tenants at Gateway Commerce Center include Dial, Unilever, Hershey and<br />OHL.&nbsp; CB Richard Ellis (CBRE) represented Trammell Crow and the ownership group in the transaction.<br />CBRE is also handling leasing duties for the Westway I building on behalf of Trammell Crow<br />and Kennedy.</p>\";s:10:\"category_0\";s:1:\"4\";}'),(169,76,4,2,1211179009,'a:31:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:0:\"\";s:6:\"sticky\";s:0:\"\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-18 08:32 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:1:\"4\";}s:9:\"author_id\";s:1:\"2\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:33:\"P&G Lease Gateway Commerce Center\";s:9:\"url_title\";s:32:\"pg_lease_gateway_commerce_center\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_26\";s:74:\"Procter & Gamble Leases 1.2 Million Square Feet at Gateway Commerce Center\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_44\";s:112:\"Procter & Gamble has signed a 1.2 million-square-foot lease at Gateway Commerce Center’s Westway III building.\";s:11:\"field_ft_44\";s:4:\"none\";s:11:\"field_id_28\";s:35:\"P&G, Gateway Commerce Center, lease\";s:11:\"field_ft_28\";s:4:\"none\";s:11:\"field_id_38\";s:0:\"\";s:15:\"field_offset_38\";s:1:\"y\";s:11:\"field_id_39\";s:0:\"\";s:15:\"field_offset_39\";s:1:\"y\";s:11:\"field_id_40\";s:0:\"\";s:11:\"field_ft_40\";s:4:\"none\";s:11:\"field_id_29\";s:1656:\"<p>Procter &amp; Gamble has signed a 1.2 million-square-foot lease at Gateway Commerce Center&rsquo;s Westway III building. Trammell Crow Company completed the first phase of Westway III as a 578,967 square foot speculative distribution center last July. The Procter &amp; Gamble transaction will expand the facility to a total of 1,157,934 square feet, doubling its size.<br /><br />Trammell Crow and Kennedy Associates/MEPT/NewTower, its partner in the Gateway<br />Commerce Center (GCC) project, plan to develop as much as 14 million square feet of distribution space on the approximate 1,200 acres they control within the business park. Overall, GCC consists of approximately 2,300 acres. GCC is located at the intersections of I-255 and I-270 in Madison County, Illinois. <br /><br />The lease transaction with P&amp;G means that Westway I will be the only speculative building available at Gateway Commerce Center at the present time, though P&amp;G will temporarily occupy that building while Westway III is expanded.<br /><br />The 479,220-square-foot Westway I features 32&rsquo; clear ceilings, cross-dock loading and tenant suites from 100,000 SF. Westway I can be expanded in a similar manner as Westway III in order to accommodate a tenant requiring as much a one-million square feet in a single distribution facility.<br /><br />Other national tenants at Gateway Commerce Center include Dial, Unilever, Hershey and<br />OHL.&nbsp; CB Richard Ellis (CBRE) represented Trammell Crow and the ownership group in the transaction.<br />CBRE is also handling leasing duties for the Westway I building on behalf of Trammell Crow<br />and Kennedy.</p>\";s:10:\"category_0\";s:1:\"4\";}'),(170,74,4,2,1211179376,'a:32:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:2:\"74\";s:6:\"sticky\";s:1:\"n\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-18 08:32 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:1:\"4\";}s:9:\"author_id\";s:1:\"2\";s:10:\"new_weblog\";s:1:\"4\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:32:\"P&G Lease Gateway Commerc Center\";s:9:\"url_title\";s:31:\"pg_lease_gateway_commerc_center\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_26\";s:74:\"Procter & Gamble Leases 1.2 Million Square Feet at Gateway Commerce Center\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_44\";s:112:\"Procter & Gamble has signed a 1.2 million-square-foot lease at Gateway Commerce Center’s Westway III building.\";s:11:\"field_ft_44\";s:4:\"none\";s:11:\"field_id_28\";s:35:\"P&G, Gateway Commerce Center, lease\";s:11:\"field_ft_28\";s:4:\"none\";s:11:\"field_id_38\";s:0:\"\";s:15:\"field_offset_38\";s:1:\"y\";s:11:\"field_id_39\";s:19:\"2008-05-01  7:42 PM\";s:15:\"field_offset_39\";s:1:\"y\";s:11:\"field_id_40\";s:0:\"\";s:11:\"field_ft_40\";s:4:\"none\";s:11:\"field_id_29\";s:1656:\"<p>Procter &amp; Gamble has signed a 1.2 million-square-foot lease at Gateway Commerce Center&rsquo;s Westway III building. Trammell Crow Company completed the first phase of Westway III as a 578,967 square foot speculative distribution center last July. The Procter &amp; Gamble transaction will expand the facility to a total of 1,157,934 square feet, doubling its size.<br /><br />Trammell Crow and Kennedy Associates/MEPT/NewTower, its partner in the Gateway<br />Commerce Center (GCC) project, plan to develop as much as 14 million square feet of distribution space on the approximate 1,200 acres they control within the business park. Overall, GCC consists of approximately 2,300 acres. GCC is located at the intersections of I-255 and I-270 in Madison County, Illinois. <br /><br />The lease transaction with P&amp;G means that Westway I will be the only speculative building available at Gateway Commerce Center at the present time, though P&amp;G will temporarily occupy that building while Westway III is expanded.<br /><br />The 479,220-square-foot Westway I features 32&rsquo; clear ceilings, cross-dock loading and tenant suites from 100,000 SF. Westway I can be expanded in a similar manner as Westway III in order to accommodate a tenant requiring as much a one-million square feet in a single distribution facility.<br /><br />Other national tenants at Gateway Commerce Center include Dial, Unilever, Hershey and<br />OHL.&nbsp; CB Richard Ellis (CBRE) represented Trammell Crow and the ownership group in the transaction.<br />CBRE is also handling leasing duties for the Westway I building on behalf of Trammell Crow<br />and Kennedy.</p>\";s:10:\"category_0\";s:1:\"4\";}'),(171,75,4,2,1211179530,'a:32:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:2:\"75\";s:6:\"sticky\";s:1:\"n\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-18 08:32 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:1:\"4\";}s:9:\"author_id\";s:1:\"2\";s:10:\"new_weblog\";s:1:\"4\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:33:\"P&G Lease Gateway Commerce Center\";s:9:\"url_title\";s:32:\"pg_lease_gateway_commerce_center\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_26\";s:74:\"Procter & Gamble Leases 1.2 Million Square Feet at Gateway Commerce Center\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_44\";s:112:\"Procter & Gamble has signed a 1.2 million-square-foot lease at Gateway Commerce Center’s Westway III building.\";s:11:\"field_ft_44\";s:4:\"none\";s:11:\"field_id_28\";s:35:\"P&G, Gateway Commerce Center, lease\";s:11:\"field_ft_28\";s:4:\"none\";s:11:\"field_id_38\";s:0:\"\";s:15:\"field_offset_38\";s:1:\"y\";s:11:\"field_id_39\";s:19:\"2008-05-01  7:43 PM\";s:15:\"field_offset_39\";s:1:\"y\";s:11:\"field_id_40\";s:0:\"\";s:11:\"field_ft_40\";s:4:\"none\";s:11:\"field_id_29\";s:1656:\"<p>Procter &amp; Gamble has signed a 1.2 million-square-foot lease at Gateway Commerce Center&rsquo;s Westway III building. Trammell Crow Company completed the first phase of Westway III as a 578,967 square foot speculative distribution center last July. The Procter &amp; Gamble transaction will expand the facility to a total of 1,157,934 square feet, doubling its size.<br /><br />Trammell Crow and Kennedy Associates/MEPT/NewTower, its partner in the Gateway<br />Commerce Center (GCC) project, plan to develop as much as 14 million square feet of distribution space on the approximate 1,200 acres they control within the business park. Overall, GCC consists of approximately 2,300 acres. GCC is located at the intersections of I-255 and I-270 in Madison County, Illinois. <br /><br />The lease transaction with P&amp;G means that Westway I will be the only speculative building available at Gateway Commerce Center at the present time, though P&amp;G will temporarily occupy that building while Westway III is expanded.<br /><br />The 479,220-square-foot Westway I features 32&rsquo; clear ceilings, cross-dock loading and tenant suites from 100,000 SF. Westway I can be expanded in a similar manner as Westway III in order to accommodate a tenant requiring as much a one-million square feet in a single distribution facility.<br /><br />Other national tenants at Gateway Commerce Center include Dial, Unilever, Hershey and<br />OHL.&nbsp; CB Richard Ellis (CBRE) represented Trammell Crow and the ownership group in the transaction.<br />CBRE is also handling leasing duties for the Westway I building on behalf of Trammell Crow<br />and Kennedy.</p>\";s:10:\"category_0\";s:1:\"4\";}'),(172,74,4,2,1211180252,'a:32:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:2:\"74\";s:6:\"sticky\";s:1:\"n\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-18 08:32 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:1:\"4\";}s:9:\"author_id\";s:1:\"2\";s:10:\"new_weblog\";s:1:\"4\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:33:\"P&G Lease Gateway Commerce Center\";s:9:\"url_title\";s:32:\"pg_lease_gateway_commerce_center\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_26\";s:54:\"P&G Leases 1.2 Million Square Feet at Gateway Commerce\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_44\";s:112:\"Procter & Gamble has signed a 1.2 million-square-foot lease at Gateway Commerce Center’s Westway III building.\";s:11:\"field_ft_44\";s:4:\"none\";s:11:\"field_id_28\";s:35:\"P&G, Gateway Commerce Center, lease\";s:11:\"field_ft_28\";s:4:\"none\";s:11:\"field_id_38\";s:0:\"\";s:15:\"field_offset_38\";s:1:\"y\";s:11:\"field_id_39\";s:19:\"2008-05-01 07:42 PM\";s:15:\"field_offset_39\";s:1:\"y\";s:11:\"field_id_40\";s:0:\"\";s:11:\"field_ft_40\";s:4:\"none\";s:11:\"field_id_29\";s:1656:\"<p>Procter &amp; Gamble has signed a 1.2 million-square-foot lease at Gateway Commerce Center&rsquo;s Westway III building. Trammell Crow Company completed the first phase of Westway III as a 578,967 square foot speculative distribution center last July. The Procter &amp; Gamble transaction will expand the facility to a total of 1,157,934 square feet, doubling its size.<br /><br />Trammell Crow and Kennedy Associates/MEPT/NewTower, its partner in the Gateway<br />Commerce Center (GCC) project, plan to develop as much as 14 million square feet of distribution space on the approximate 1,200 acres they control within the business park. Overall, GCC consists of approximately 2,300 acres. GCC is located at the intersections of I-255 and I-270 in Madison County, Illinois. <br /><br />The lease transaction with P&amp;G means that Westway I will be the only speculative building available at Gateway Commerce Center at the present time, though P&amp;G will temporarily occupy that building while Westway III is expanded.<br /><br />The 479,220-square-foot Westway I features 32&rsquo; clear ceilings, cross-dock loading and tenant suites from 100,000 SF. Westway I can be expanded in a similar manner as Westway III in order to accommodate a tenant requiring as much a one-million square feet in a single distribution facility.<br /><br />Other national tenants at Gateway Commerce Center include Dial, Unilever, Hershey and<br />OHL.&nbsp; CB Richard Ellis (CBRE) represented Trammell Crow and the ownership group in the transaction.<br />CBRE is also handling leasing duties for the Westway I building on behalf of Trammell Crow<br />and Kennedy.</p>\";s:10:\"category_0\";s:1:\"4\";}'),(173,74,4,2,1211180369,'a:32:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:2:\"74\";s:6:\"sticky\";s:1:\"n\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-18 08:32 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:1:\"4\";}s:9:\"author_id\";s:1:\"2\";s:10:\"new_weblog\";s:1:\"4\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:33:\"P&G Lease Gateway Commerce Center\";s:9:\"url_title\";s:32:\"pg_lease_gateway_commerce_center\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_26\";s:54:\"P&G Leases 1.2 Million Square Feet at Gateway Commerce\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_44\";s:111:\"Proctor & Gamble has signed a 1.2-million-square-foot lease at Gateway Commerce Center\\\'s Westway III building.\";s:11:\"field_ft_44\";s:4:\"none\";s:11:\"field_id_28\";s:35:\"P&G, Gateway Commerce Center, lease\";s:11:\"field_ft_28\";s:4:\"none\";s:11:\"field_id_38\";s:0:\"\";s:15:\"field_offset_38\";s:1:\"y\";s:11:\"field_id_39\";s:19:\"2008-05-01 07:42 PM\";s:15:\"field_offset_39\";s:1:\"y\";s:11:\"field_id_40\";s:0:\"\";s:11:\"field_ft_40\";s:4:\"none\";s:11:\"field_id_29\";s:1656:\"<p>Procter &amp; Gamble has signed a 1.2 million-square-foot lease at Gateway Commerce Center&rsquo;s Westway III building. Trammell Crow Company completed the first phase of Westway III as a 578,967 square foot speculative distribution center last July. The Procter &amp; Gamble transaction will expand the facility to a total of 1,157,934 square feet, doubling its size.<br /><br />Trammell Crow and Kennedy Associates/MEPT/NewTower, its partner in the Gateway<br />Commerce Center (GCC) project, plan to develop as much as 14 million square feet of distribution space on the approximate 1,200 acres they control within the business park. Overall, GCC consists of approximately 2,300 acres. GCC is located at the intersections of I-255 and I-270 in Madison County, Illinois. <br /><br />The lease transaction with P&amp;G means that Westway I will be the only speculative building available at Gateway Commerce Center at the present time, though P&amp;G will temporarily occupy that building while Westway III is expanded.<br /><br />The 479,220-square-foot Westway I features 32&rsquo; clear ceilings, cross-dock loading and tenant suites from 100,000 SF. Westway I can be expanded in a similar manner as Westway III in order to accommodate a tenant requiring as much a one-million square feet in a single distribution facility.<br /><br />Other national tenants at Gateway Commerce Center include Dial, Unilever, Hershey and<br />OHL.&nbsp; CB Richard Ellis (CBRE) represented Trammell Crow and the ownership group in the transaction.<br />CBRE is also handling leasing duties for the Westway I building on behalf of Trammell Crow<br />and Kennedy.</p>\";s:10:\"category_0\";s:1:\"4\";}'),(174,77,4,2,1211210005,'a:31:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:0:\"\";s:6:\"sticky\";s:0:\"\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-19 05:04 AM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:1:\"4\";}s:9:\"author_id\";s:1:\"2\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:45:\"\\\"Nuts and Bolts\\\" of Brownfields, July 21-25\";s:9:\"url_title\";s:40:\"nuts_and_bolts_of_brownfields_july_21_25\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_26\";s:71:\"Local Officials Can Learn \\\"Nuts and Bolts\\\" of Brownfields, July 21-25\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_44\";s:212:\"The \\\"Nuts\n& Bolts of Redeveloping Brownfields for Local Government\\\" training course, scheduled for July 21-25,\naddresses the issues and obstacles to redeveloping contaminated\nproperties for productive reuse. \n\n\";s:11:\"field_ft_44\";s:4:\"none\";s:11:\"field_id_28\";s:48:\"brownfields, course, nuts and bolts, Kansas City\";s:11:\"field_ft_28\";s:4:\"none\";s:11:\"field_id_38\";s:0:\"\";s:15:\"field_offset_38\";s:1:\"y\";s:11:\"field_id_39\";s:0:\"\";s:15:\"field_offset_39\";s:1:\"y\";s:11:\"field_id_40\";s:0:\"\";s:11:\"field_ft_40\";s:4:\"none\";s:11:\"field_id_29\";s:1897:\"<p>Many communities have been left with vacant contaminated land that<br />blights local neighborhoods and undermines the local tax base. The \\\"Nuts<br />&amp; Bolts of Redeveloping Brownfields for Local Government\\\" training course, scheduled for July 21-25,<br />addresses the issues and obstacles to redeveloping contaminated<br />properties for productive reuse.&nbsp;</p>\n<p>Being held for the 4th consecutive<br />year in Kansas City, MO, the course will demonstrate how many communities<br />have overcome obstacles and stimulated successful redevelopment by<br />characterizing and assembling parcels, cleaning up sites, and using<br />public and private funds to attract redevelopment.<br /><br />This year\\\'s course is being hosted again by EPA Region 7, the<br />Northeast-Midwest Institute, and Great Lakes Environmental Planning and<br />will be held at the Discovery Center, located at 4750 Troost Ave.&nbsp;</p>\n<p>Participants will<br />hear from experts on topical areas such as the economics of brownfield<br />redevelopment, environmental site assessments, underground storage<br />tanks, sustainable redevelopment, legal liabilities, public/private<br />resources, among many others.&nbsp; <br /><br />The course fee is $395 per participant, which includes a continental<br />breakfast and lunch.&nbsp; Limited need-based scholarships are available.<br />Registration is now open and available on-line at:<br /><br />http://www.delta-institute.org/gleplanning/nutsbolts.php<br /><br />Lodging for the course is available at the Q Hotel and Spa, Kansas<br />City\\\'s only \\\"green\\\" hotel, located at 560 Westport Road, Kansas City, MO<br />64111.&nbsp; Phone number 800-942-4233.&nbsp; A $98/night, single room, nonsmoking<br />rate is being made available for participants.&nbsp; Please reference the<br />course name when making reservations to obtain the group rate.<br /></p>\";s:10:\"category_0\";s:1:\"4\";}'),(175,77,4,2,1211210274,'a:32:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:2:\"77\";s:6:\"sticky\";s:1:\"n\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-19 05:04 AM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:1:\"4\";}s:9:\"author_id\";s:1:\"2\";s:10:\"new_weblog\";s:1:\"4\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:45:\"\\\"Nuts and Bolts\\\" of Brownfields, July 21-25\";s:9:\"url_title\";s:40:\"nuts_and_bolts_of_brownfields_july_21_25\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_26\";s:71:\"Local Officials Can Learn \\\"Nuts and Bolts\\\" of Brownfields, July 21-25\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_44\";s:212:\"The \\\"Nuts\n& Bolts of Redeveloping Brownfields for Local Government\\\" training course, scheduled for July 21-25,\naddresses the issues and obstacles to redeveloping contaminated\nproperties for productive reuse. \n\n\";s:11:\"field_ft_44\";s:4:\"none\";s:11:\"field_id_28\";s:48:\"brownfields, course, nuts and bolts, Kansas City\";s:11:\"field_ft_28\";s:4:\"none\";s:11:\"field_id_38\";s:0:\"\";s:15:\"field_offset_38\";s:1:\"y\";s:11:\"field_id_39\";s:0:\"\";s:15:\"field_offset_39\";s:1:\"y\";s:11:\"field_id_40\";s:0:\"\";s:11:\"field_ft_40\";s:4:\"none\";s:11:\"field_id_29\";s:1815:\"<p>Many communities have been left with vacant contaminated land that blights local neighborhoods and undermines the local tax base. The \\\"Nuts<br />&amp; Bolts of Redeveloping Brownfields for Local Government\\\" training course, scheduled for July 21-25, addresses the issues and obstacles to redeveloping contaminated properties for productive reuse.&nbsp;</p>\n<p>Being held for the 4th consecutive year in Kansas City, MO, the course will demonstrate how many communities have overcome obstacles and stimulated successful redevelopment by<br />characterizing and assembling parcels, cleaning up sites, and using public and private funds to attract redevelopment.<br /><br />This year\\\'s course is being hosted again by EPA Region 7, the Northeast-Midwest Institute, and Great Lakes Environmental Planning and<br />will be held at the Discovery Center, located at 4750 Troost Ave.&nbsp;</p>\n<p>Participants will hear from experts on topical areas such as the economics of brownfield redevelopment, environmental site assessments, underground storage<br />tanks, sustainable redevelopment, legal liabilities, public/private resources, among many others.&nbsp; <br /><br />The course fee is $395 per participant, which includes a continental breakfast and lunch.&nbsp; Limited need-based scholarships are available.<br />Registration is now open and available on-line at: http://www.delta-institute.org/gleplanning/nutsbolts.php<br /><br />Lodging for the course is available at the Q Hotel and Spa, Kansas City\\\'s only \\\"green\\\" hotel, located at 560 Westport Road, Kansas City, MO<br />64111.&nbsp; Phone number 800-942-4233.&nbsp; A $98/night, single room, nonsmoking rate is being made available for participants.&nbsp; Please reference the<br />course name when making reservations to obtain the group rate.</p>\";s:10:\"category_0\";s:1:\"4\";}'),(176,77,4,2,1211210341,'a:32:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:2:\"77\";s:6:\"sticky\";s:1:\"n\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-19 05:04 AM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:1:\"4\";}s:9:\"author_id\";s:1:\"2\";s:10:\"new_weblog\";s:1:\"4\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:45:\"\\\"Nuts and Bolts\\\" of Brownfields, July 21-25\";s:9:\"url_title\";s:40:\"nuts_and_bolts_of_brownfields_july_21_25\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_26\";s:71:\"Local Officials Can Learn \\\"Nuts and Bolts\\\" of Brownfields, July 21-25\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_44\";s:212:\"The \\\"Nuts\n& Bolts of Redeveloping Brownfields for Local Government\\\" training course, scheduled for July 21-25,\naddresses the issues and obstacles to redeveloping contaminated\nproperties for productive reuse. \n\n\";s:11:\"field_ft_44\";s:4:\"none\";s:11:\"field_id_28\";s:48:\"brownfields, course, nuts and bolts, Kansas City\";s:11:\"field_ft_28\";s:4:\"none\";s:11:\"field_id_38\";s:0:\"\";s:15:\"field_offset_38\";s:1:\"y\";s:11:\"field_id_39\";s:0:\"\";s:15:\"field_offset_39\";s:1:\"y\";s:11:\"field_id_40\";s:0:\"\";s:11:\"field_ft_40\";s:4:\"none\";s:11:\"field_id_29\";s:1810:\"<p>Many communities have been left with vacant contaminated land that blights local neighborhoods and undermines the local tax base. The \\\"Nuts<br />&amp; Bolts of Redeveloping Brownfields for Local Government\\\" training course, scheduled for July 21-25, addresses the issues and obstacles to redeveloping contaminated properties for productive reuse.&nbsp;</p>\n<p>Being held for the 4th consecutive year in Kansas City, MO, the course will demonstrate how many communities have overcome obstacles and stimulated successful redevelopment by<br />characterizing and assembling parcels, cleaning up sites, and using public and private funds to attract redevelopment.<br /><br />This year\\\'s course is being hosted again by EPA Region 7, the Northeast-Midwest Institute, and Great Lakes Environmental Planning and<br />will be held at the Discovery Center, located at 4750 Troost Ave.&nbsp;</p>\n<p>Participants will hear from experts on topical areas such as the economics of brownfield redevelopment, environmental site assessments, underground storage<br />tanks, sustainable redevelopment, legal liabilities, public/private resources, among many others.&nbsp; <br /><br />The course fee is $395 per participant, which includes a continental breakfast and lunch.&nbsp; Limited need-based scholarships are available. Registration is now open and available on-line at: http://www.delta-institute.org/gleplanning/nutsbolts.php<br /><br />Lodging for the course is available at the Q Hotel and Spa, Kansas City\\\'s only \\\"green\\\" hotel, located at 560 Westport Road, Kansas City, MO<br />64111.&nbsp; Phone number 800-942-4233.&nbsp; A $98/night, single room, nonsmoking rate is being made available for participants.&nbsp; Please reference the<br />course name when making reservations to obtain the group rate.</p>\";s:10:\"category_0\";s:1:\"4\";}'),(177,78,2,2,1211224609,'a:26:{s:9:\"weblog_id\";s:1:\"2\";s:8:\"entry_id\";s:0:\"\";s:6:\"sticky\";s:0:\"\";s:14:\"allow_comments\";s:1:\"n\";s:16:\"allow_trackbacks\";s:1:\"n\";s:10:\"entry_date\";s:19:\"2008-05-19 09:10 AM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:9:\"author_id\";s:1:\"2\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:27:\"St.  Louis Riverfront Plans\";s:9:\"url_title\";s:25:\"st_louis_riverfront_plans\";s:6:\"submit\";s:6:\"Submit\";s:10:\"field_id_5\";s:49:\"The St. Louis Riverfront: What\\\'s  the Attraction\";s:10:\"field_ft_5\";s:4:\"none\";s:10:\"field_id_9\";s:806:\"After accepting the Danforth Foundation\\\'s report, Mayor Slay called for federal legislation to transfer ownership of portions of the 91 acres comprising the Arch grounds to a local entity. He asked Walter Metcalfe, Robert Archibald, and Peter Raven to give him their best advice on what that entity would be and how to proceed with plans to \\\"activate\\\" the park and put a cover over the I-70 trench between the park and downtown. Metcalfe is former chairman of Bryan Cave, the law firm; Archibald is president and CEOof the Missouri Historical Society; and Raven is director of the Missouri Botanical Garden. Little has been heard publicly from them since the mayor\\\'s announcement.\n\nWhat follows are other ideas for the St. Louis riverfront from architects and planners who have thought deeply about it.\";s:10:\"field_ft_9\";s:4:\"none\";s:11:\"field_id_13\";s:0:\"\";s:10:\"field_id_7\";s:56:\"riverfront, plan, Danforth, Disney, architects, planners\";s:10:\"field_ft_7\";s:4:\"none\";s:10:\"field_id_8\";s:16857:\"<p>The St. Louis Riverfront:<br />What\\\'s the Attraction?<br /><br />Now that the South leg tram is repaired, visitors to St. Louis can once again travel to the top of the Gateway Arch and back down to the bottom. But a question that\\\'s been up in the air since the last piece of the catenary curve was put into place remains: Where do they go from there? A lot of creative minds have wrestled with that problem of St. Louis\\\' riverfront over the decades... including the creator of Mickey Mouse. <br /><br />Dozens of cities had invited Walt Disney to build another Disneyland Park. He showed no serious interest in any city until St. Louis leaders approached him in 1963. Disney pursued his proposed project for the site, \\\"Riverfront Square\\\" despite less-than-ideal financial projections, because of his Missouri roots and because of a desire to help create a lasting tribute to the pioneer statement that the Arch represented. But civic leaders presented him with a variety of financial hurdles, as well as pressure from August Busch and others to include beer and liquor sales in the project. Finally Disney moved on down the road to a flat piece of Florida scrub in Orlando.<br /><br />Cincinnati, Louisville, Memphis, Minneapolis, Chattanooga... The list of cities reviving their riverfront districts seems endless. One city missing from the list, however, is St. Louis. Despite numerous plans and 40 years of redevelopment, St. Louis\\\' riverfront remains a hidden, dirty, back alley. Is there any hope?<br /><br />On August 1, 2005, St. Louis Mayor Francis Slay asked the Danforth Foundation to develop bold plans to potentially transform the St. Louis riverfront in the vicinity of the Gateway Arch. The committee selected by the Danforth Foundation came up with plans for putting floating islands in the Mississippi River or terracing the levee and then concluded they weren\\\'t feasible. The Danforth Foundation, which pointed to Chicago\\\'s Millennium Park as its model for an active riverfront, then concluded than nothing could be done without major changes to the Arch grounds themselves.</p>\n<p><br />Former Sen. John C. Danforth, chairman of the Foundation, said, \\\"We are wasting our two most valuable assets: the Gateway Arch and our position on America\\\'s greatest river.\\\" He called for changing the way the Arch grounds are used to allow restaurants, ice skating, swimming, water fountains, and other activities.<br /><br /><strong>What\\\'s Next?</strong><br /><br />After accepting the Danforth Foundation\\\'s report, Mayor Slay called for federal legislation to transfer ownership of portions of the 91 acres comprising the Arch grounds to a local entity. He asked Walter Metcalfe, Robert Archibald, and Peter Raven to give him their best advice on what that entity would be and how to proceed with plans to \\\"activate\\\" the park and put a cover over the I-70 trench between the park and downtown. Metcalfe is former chairman of Bryan Cave, the law firm; Archibald is president and CEOof the Missouri Historical Society; and Raven is director of the Missouri Botanical Garden. Little has been heard publicly from them since the mayor\\\'s announcement.<br />What follows are other ideas for the St. Louis riverfront from architects and planners who have thought deeply about it.<br /><br /><strong>Eero Saarinen</strong><br /><br />Saarinen, the architect of the Arch, once wrote an account of a day at the Arch that anticipated a park full of activities, but activities related to the history of St. Louis and the West. In addition to the Old Courthouse, history museum, and tram ride up the Arch, he imagined a re-creation of a pioneer village set inside a forest on the north side of the park, a Colonial Williamsburg inspired collection of historic St. Louis buildings surrounding the Old Cathedral, formal gardens and an Architectural Museum.<br />He imagined at least three restaurants on the grounds: a \\\"levee restaurant\\\" on the north end by the river, a more centrally located \\\"River Restaurant,\\\" and a caf&eacute; set amidst the garden terraces atop the history museum.<br />He imagined a \\\"Campfire Theater\\\" inside a forest where park rangers would tell stories about the history of St. Louis. And he pictured an arcade near the levee, with a series of \\\"little courts\\\" where the history of St. Louis, the Louisiana Purchase and the westward expansion of the United States would be told through sculpture and painting.</p>\n<p><strong>Lou Saur</strong></p>\n<p><strong></strong><br />A vision that contrasts sharply with Danforth\\\'s comes from Lou Saur, principal of Saur Architects and a Fellow in the American Institute of Architects. Saur focuses on one problem-connecting the Arch grounds to downtown along the axis formed by the Old Courthouse and the Arch-in order to come up with a confined, doable project. <br />The core of his idea is a higher quality museum modeled after the underground World War Imuseum in Kansas City, a major cultural attraction on the order of the Holocaust Museum in Washington, D.C. In essence, it would be a major expansion, renovation, and upgrade of the existing underground museum with a new entrance near Memorial Drive. He proposes a passenger drop-off from Memorial Drive and an auto loop to a new underground parking garage underneath Ely Luther Smith Park, and an elevated walkway over Memorial Drive for better pedestrian access from Smith Park to the Arch grounds. To complete the connection to the river, he proposes construction of an elevated pier extending from the top of the Grand Staircase over Leonor K. Sullivan Boulevard and levee.<br /><br />\\\"I just don\\\'t see the Arch grounds as a Millennium Park,\\\" he said. \\\"Millennium Park is a Chicago experience. The Arch grounds should be a beautiful cultural experience. It is just incomplete,\\\" he added.<br /><br /><strong><br />HOK</strong><br /><br />HOK\\\'s Planning Group has worked on several plans for revitalizing the riverfront over the years, including the plans from the Danforth Foundation. Before the Danforth plan, HOK came up with the Chouteau Lake Plan to connect Arch to Forest Park.<br /><br />Chip Crawford, director of HOK\\\'s Planning Group, said the goal of all of such plans is \\\"to create something that is exciting enough and accessible enough to get people down there. . . . We\\\'ve proposed a number of things: restaurants, boat activities, ice skating, swimming, and educational activities.\\\"<br /><br />The new Mississippi River Bridge, he said, will create many opportunities for revitalizing the riverfront north of the Arch in Laclede\\\'s Landing. \\\" It will create a new front door to the city, closer to the CBD (Central Business District) than Soulard. That will create new opportunities for housing, etc.,\\\" he said.<br /><br />As for developing anything immediately adjacent to the Mississippi River, \\\"There are great challenges to building along a river as mighty as the Mississippi,\\\" he said. \\\"There is flooding; there are sediments; there is barge traffic, which most rivers don\\\'t have; there is turbulence and floating debris, which makes it very difficult. But north of the Arch, you could build-in a natural platform for housing and other development with parking on the lower levels.\\\"<br /><strong><br />Arcturis</strong><br /><br />Arcturis was involved with the Danforth study on the \\\"connector\\\" or lid over the I-70 trench. However, \\\"it is not the depressed section so much as Memorial Drive that is the challenge,\\\" said Vernon Remiger, chief operating officer of Arcturis. The City could move to redirect traffic from Memorial Drive, slow it down, and make Memorial Drive more pleasing to pedestrians, he said, but, \\\"since the National Park Service owns the land beneath it, whatever we do, we need National Park Service buy in.\\\"<br /><br />If the goal is to get a connection between downtown and the riverfront, \\\"the Arch grounds can\\\'t do it on their own,\\\" he said. \\\"What we need is a strong Laclede\\\'s Landing and a strong Chouteau\\\'s Landing,\\\" he said, referring to the areas just north and south of the Arch grounds. \\\"If we get that, then the connector piece between them is stronger.\\\" Both areas, he added, need some sort of residential life. Unfortunately, \\\"both areas are bounded by highways and a floodwall so that they are basically islands, which is what is keeping them from getting developed,\\\" he said. To get development started, \\\"We just need the National Park Service to give a little,\\\" he said. <br /><strong><br />Trivers</strong><br /><br />\\\"From architectural point of view the Arch is a great symbol, but symbols can only go so far to revitalize the city,\\\" said Andy Trivers, principal of Trivers Associates. \\\"In order for the Arch grounds to function they need some activity. We need to intensely develop the riverfront itself,\\\" he said.<br />\\\"We\\\'re a river city that has ignored its river. People gravitate to water. What was supposed to be a connector is now a divider. No one has a plan that will enliven the riverfront.\\\"<br />Trivers\\\' idea is for an elevated promenade over Leonor K. Sullivan Boulevard with stores and restaurants tucked into the hillside the supports the Arch grounds. \\\"We have to get out of flood plain,\\\" he said. \\\"We need a space from which to look out over the river to appreciate it.\\\"<br />\\\"In the grand scene of things we\\\'re talking about not that much money. We\\\'re only talking about the future of the city,\\\" he said.<br /><br /><strong><br />Vince Ebersoldt and Kevin Underwood</strong><br /><br />Vince Ebersoldt, principal of Ebersoldt + Underwood Architecture, said that reconnecting downtown to the riverfront will take much more than just covering up the I-70 trench. \\\"Washington Avenue does a terrible job of connecting to Laclede\\\'s Landing, and there the highway is elevated,\\\" he said.<br /><br />His partner, Kevin Underwood, elaborated on that point, \\\"We need multiple points of access,\\\" he said. Chouteau\\\'s Landing has only one access point from downtown, he said, Chouteau Avenue. Between Chouteau Avenue and Market Street, a distance of over one mile, there is no way to get to the riverfront from the city. Access to Laclede\\\'s Landing from downtown is similarly restricted, and neither Laclede\\\'s Landing nor Chouteau\\\'s Landing offer direct access to the Arch grounds. <br />\\\"They have no connection with the park or the rest of the city,\\\" Underwood said. \\\"We have to establish connections with the park at the bookends and then provide reasons for people to go there, amenities like shopping, restaurants, etc.\\\"<br />Ebersoldt said that with Lumiere Casino open on the Laclede\\\'s Landing and Chivvis Development moving forward with plans for Chouteau\\\'s Landing, development will happen on the bookends. \\\"If not for the slowdown in the housing market Ithink we would see more activity there now,\\\" he said.<br />Ultimately, he added, \\\"the city needs to put more resources forward to come up with a real plan that really tries to improve tourism and integrates it with recreational lifestyles.\\\" <br /><br /><strong>John Berendzen</strong><br /><br />Berendzen, president of Fox Architects and past president of the AIA St. Louis, said he was \\\"tangentially involved\\\" with the plans from the Danforth Foundation. Although he agrees that the Arch grounds are underutilized, he said the real issue is not the center of the park, but the edges.<br /><br />\\\"Good urban design is all about the edge, I can\\\'t stress that enough,\\\" he said. \\\"The Arch is a wonderful thing; the park is beautiful; but the problem is there are no edges that mean anything to any pedestrian. We have world\\\'s greatest sculpture and a beautiful garden and all the buildings that front it have turned their backs on it. They have their loading docks facing the park. It is atrocious. The front of the city is really the back of downtown. <br /><br />\\\"Our problem is not that we need a wonderful pedestrian connection; we need a thriving pedestrian, mercantile, and office environment surrounding park.\\\"<br />The first step, he said, is to get rid of I-70 in front of the park and do something to slow down and possibly reduce Memorial Drive. After that, he would take on the north and south edges of the park.<br /><br />\\\"I would be prone to developing a strip along those edges, particularly the northern edge that abuts Laclede\\\'s Landing. It would be great if we had buildings on the north side looking into the park,\\\" he said. \\\"The Arch grounds and the garage have created a moat between the park and Laclede\\\'s Landing, so we have to take a slice out of the park and redevelop it to make a connection to the Landing. There has to be a reason for people to go there and it has to be office, residential, and mercantile mixed together or it won\\\'t work,\\\" he said.<br /><strong><br />Richard Claybour</strong><br /><br />Architect Richard Claybour also starts from the position that one point of access at the foot of Ely Luther Smith park is not good enough. \\\"The park is 12 blocks long. We need many access points,\\\" he said. <br /><br />To get that access, he would eliminate Memorial Drive. When the new Mississippi River bridge is built for I-70, he said, the city won\\\'t need Memorial Drive anymore. He proposes to take it out and create more green space where the eastern lanes were and let the buildings downtown expand into the western lanes with new \\\"fronts\\\" that face the park. He proposes letting the east-west streets that currently terminate at Memorial Drive loop into the park so people can drive in, drop people off, and drive out; and he proposes putting in a new bridge at Spruce Street and an elevated pedestrian bridge from the Eads Bridge to the park.<br /><br />The maintenance building on the south end of the park and the garage at the north end are violations of the master plan, said Claybour, so he would replace the maintenance building and the top level of the garage with retail or mixed-use buildings that extend across the entire north and south edges of the park and out from the hillsides on the eastern side of the park on platforms over Leonor K. Sullivan Boulevard and the levee.<br /><br />In the interior of the park, Claybour would replace the existing fenced-off reflecting ponds with a river feature that traverses the entire length of the park, like the river feature in Forest Park. And noting that half of the train tunnel is unused, he suggested using that space for a trolley to carry people from one end of the park to the other, or from Chouteau\\\'s Landing to the Arch and on to Laclede\\\'s Landing.<br /><br />However, more important than any particular idea, Claybour said, is that the city have a more open and public discussion about how to improve the riverfront and make the Arch truly part of St. Louis.<br /><br />\\\"There has to be a reason for people to go there and it has to be office, residential, and mercantile mixed together or it won\\\'t work.\\\"<br /><strong></strong></p>\n<p><strong>Richard C. Ward</strong><br /><br />Ward, Vice President with the Development Management Group of Zimmer Real Estate Services, said any realistic discussion of reanimating the riverfront \\\"has to start with the reality of what we have: a big ditch created by Corps of Engineers and dictated by demands of waterborne commerce. When water fills it up it is as mean as can be. . . .[and] the kind of thing that was proposed by the HOK team (in the Danforth Foundation report) went beyond the pale of reality,\\\" he said.<br /><br />Of the various ideas for the Arch grounds that are floating around, Ward is most taken with Berendzen\\\'s focus on the edges. He said that while many things could be done to animate the edges of the park, he likes the idea of a restaurant on one of the parapet overlooks in the southeast and northeast corners of the park. \\\"I think one of the great amenities of the park is the view of the river from the high parapets on either end of the park,\\\" he said.<br /><br />\\\"I would hate to lose passive park feel of center,\\\" he added. \\\"Idon\\\'t think it needs to be made into Disneyland. I see no need for the whole area to be animated and made a playground for visitors. One of great experiences I\\\'ve had is walking around the plaza and looking up at the Arch and appreciating what a great piece of art it is. That does not need to be mussed up,\\\" he said.<br /><br />Ward was dismissive of the idea of capping the I-70 trench. \\\"In Cincinnati, there is a wider highway in a ditch, but it is very pleasant to walk across,\\\" he said. \\\"People cross streets all the time; the issue is how it is designed.\\\" The Memorial Drive/I-70 should be \\\"re-polished\\\" to be more pleasant and less utilitarian, he said, but it does not need a lid and \\\"it does not have to cost hundreds of millions of dollars.\\\"</p>\";s:11:\"field_id_42\";s:24:\"/images/uploads/ears.jpg\";s:11:\"field_id_43\";s:88:\"Walt Disney\\\'s plan for the St. Louis Riverfront was rejected by St. Louis civic leaders\";s:11:\"field_ft_43\";s:4:\"none\";}'),