--
-- Host: localhost    Database: stlouisc_ee
-- ------------------------------------------------------


--
-- Current Database: `stlouisc_ee`
--

CREATE DATABASE /*!32312 IF NOT EXISTS*/ `stlouisc_ee` /*!40100 DEFAULT CHARACTER SET latin1 */;

USE `stlouisc_ee`;

--
-- Table structure for table `exp_actions`
--

CREATE TABLE `exp_actions` (
  `action_id` int(4) unsigned NOT NULL AUTO_INCREMENT,
  `class` varchar(50) NOT NULL DEFAULT '',
  `method` varchar(50) NOT NULL DEFAULT '',
  PRIMARY KEY (`action_id`)
) ENGINE=MyISAM AUTO_INCREMENT=24 DEFAULT CHARSET=latin1;

--
-- Dumping data for table `exp_actions`
--

INSERT INTO `exp_actions` VALUES (1,'Comment','insert_new_comment'),(2,'Comment_CP','delete_comment_notification'),(3,'Mailinglist','insert_new_email'),(4,'Mailinglist','authorize_email'),(5,'Mailinglist','unsubscribe'),(6,'Member','registration_form'),(7,'Member','register_member'),(8,'Member','activate_member'),(9,'Member','member_login'),(10,'Member','member_logout'),(11,'Member','retrieve_password'),(12,'Member','reset_password'),(13,'Member','send_member_email'),(14,'Member','update_un_pw'),(15,'Member','member_search'),(16,'Member','member_delete'),(17,'Trackback_CP','receive_trackback'),(18,'Weblog','insert_new_entry'),(19,'Search','do_search'),(20,'Freeform','insert_new_entry'),(21,'Freeform','retrieve_entries'),(22,'Freeform_CP','delete_freeform_notification'),(23,'Pur_member_utilities_CP','get_member_data');

--
-- Table structure for table `exp_captcha`
--

CREATE TABLE `exp_captcha` (
  `captcha_id` bigint(13) unsigned NOT NULL AUTO_INCREMENT,
  `date` int(10) unsigned NOT NULL DEFAULT '0',
  `ip_address` varchar(16) NOT NULL DEFAULT '0',
  `word` varchar(20) NOT NULL DEFAULT '',
  PRIMARY KEY (`captcha_id`),
  KEY `word` (`word`)
) ENGINE=MyISAM DEFAULT CHARSET=latin1;

--
-- Dumping data for table `exp_captcha`
--


--
-- Table structure for table `exp_categories`
--

CREATE TABLE `exp_categories` (
  `cat_id` int(10) unsigned NOT NULL AUTO_INCREMENT,
  `site_id` int(4) unsigned NOT NULL DEFAULT '1',
  `group_id` int(6) unsigned NOT NULL DEFAULT '0',
  `parent_id` int(4) unsigned NOT NULL DEFAULT '0',
  `cat_name` varchar(100) NOT NULL DEFAULT '',
  `cat_url_title` varchar(75) NOT NULL DEFAULT '',
  `cat_description` text NOT NULL,
  `cat_image` varchar(120) NOT NULL DEFAULT '',
  `cat_order` int(4) unsigned NOT NULL DEFAULT '0',
  PRIMARY KEY (`cat_id`),
  KEY `group_id` (`group_id`),
  KEY `cat_name` (`cat_name`),
  KEY `site_id` (`site_id`)
) ENGINE=MyISAM AUTO_INCREMENT=101 DEFAULT CHARSET=latin1;

--
-- Dumping data for table `exp_categories`
--

INSERT INTO `exp_categories` VALUES (1,1,1,0,'Blogging','Blogging','','',1),(2,1,1,0,'News','News','','',3),(3,1,1,0,'Personal','Personal','','',4),(4,1,2,0,'News','news','','',2),(5,1,2,0,'Associations','associations','','',4),(6,1,2,0,'Companies','companies','','',3),(7,1,2,0,'People','people','','',1),(22,1,5,0,'August 24, 2008','august_24_2008','','',11),(9,1,3,0,'Opinion','opinion','','',2),(10,1,3,0,'Law','law','','',5),(11,1,3,0,'Perspective','perspective','','',8),(12,1,3,0,'Sales','sales','','',6),(13,1,3,0,'Real Estate','real_estate','','',7),(20,1,2,0,'Real Estate Deals','real_estate_deals','Leases, sales, and transfers of property','',5),(15,1,4,0,'Homepage Primary','homepage_primary','The most recent article in this category will be featured on the homepage. If no articles are tagged with this category then the most recent article will appear here.','',1),(16,1,4,0,'Homepage Secondary','homepage_secondary','The most recent three articles tagged with this category will appear in the secondary features box on the homepage.','',2),(17,1,1,1,'Testing','testing','','',1),(18,1,1,2,'testing','news_testing','','',1),(19,1,3,0,'Contracts','contracts','Matters related to construction contract terms, enforcement, negotiation, and liability','',3),(21,1,3,0,'Project Management','project_management','Tips for success in managing projects and processes','',4),(23,1,5,0,'October 6, 2008','october_6_2008','','',73),(46,1,5,0,'March 20, 2009','march_20_2009','','',50),(25,1,5,0,'October 21, 2008','october_21_2008','','',72),(45,1,5,0,'March 13, 2009','march_13_2009','','',48),(27,1,5,0,'November 12, 2008','november_12_2008','','',66),(28,1,5,0,'November 26, 2008','november_26_2008','','',69),(29,1,5,0,'December 5, 2008','december_5_2008','','',22),(30,1,5,0,'December 12, 2008','december_12_2008','','',17),(31,1,5,0,'December 19, 2008','december_19_2008','','',19),(32,1,5,0,'December 26, 2008','december_26_2008','','',21),(33,1,5,0,'January 2, 2009','january_2_2009','','',33),(34,1,5,0,'January 9, 2009','january_9_2009','','',39),(35,1,5,0,'January 16, 2009','january_16_2009','','',32),(36,1,5,0,'January 23, 2008','january_23_2008','','',35),(37,1,5,0,'January 30, 2009','january_30_2009','','',37),(38,1,3,0,'Accounting','accounting','','',1),(39,1,5,0,'February 6, 2009','february_6_2009','','',29),(40,1,5,0,'February 13, 2009','february_13_2009','','',23),(41,1,5,0,'February 20, 2009','february_20_2009','','',24),(42,1,5,0,'February 27, 2009','february_27_2009','','',26),(43,1,5,0,'March 6, 2009','march_6_2009','','',55),(44,1,1,0,'March 13, 2009','march_13_2009','','',2),(47,1,5,0,'March 27, 2009','march_27_2009','','',52),(48,1,5,0,'April 3, 2009','april_3_2009','','',7),(49,1,5,0,'April 10, 2009','april_10_2009','','',3),(50,1,5,0,'April 17, 2009','april_17_2009','','',1),(51,1,5,0,'April 24, 2009','april_24_2009','','',5),(54,1,5,0,'May 8, 2009','may_8_2009','','',64),(53,1,5,0,'May 2, 2009','may_2_2009','','',59),(55,1,5,0,'May 15, 2009','may_15_2009','','',57),(56,1,5,0,'May 22, 2009','may_22_2009','','',60),(57,1,5,0,'May 29, 2009','may_29_2009','','',62),(58,1,5,0,'June 5, 2009','june_5_2009','','',46),(59,1,5,0,'June 12, 2009','june_12_2009','','',43),(60,1,5,0,'June 19, 2009','june_19_2009','','',44),(61,1,5,0,'June 26, 2009','june_26_2009','','',45),(62,1,5,0,'July 13, 2009','july_13_2009','','',40),(63,1,5,0,'July 20, 2009','july_20_2009','','',41),(64,1,5,0,'July 27, 2009','july_27_2009','','',42),(65,1,5,0,'August 5, 2009','august_5_2009','','',14),(66,1,5,0,'August 10, 2009','august_10_2009','','',9),(67,1,5,0,'August 18, 2009','august_18_2009','','',10),(68,1,5,0,'August 26, 2009','august_26_2009','','',12),(69,1,5,0,'August 28, 2009','august_28_2009','','',13),(70,1,5,0,'September 25, 2009','september_25_2009','','',74),(71,1,5,0,'October 13, 2009','october_13_2009','','',70),(72,1,5,0,'October 17, 2009','october_17_2009','','',71),(73,1,5,0,'November 11, 2009','november_11_2009','','',65),(74,1,5,0,'November 17, 2009','november_17_2009','','',67),(75,1,5,0,'November 24, 2008','november_24_2008','','',68),(76,1,5,0,'December 9, 2009','december_9_2009','','',15),(77,1,5,0,'December 16, 2009','december_16_2009','','',16),(78,1,5,0,'December 24, 2009','december_24_2009','','',18),(79,1,5,0,'December 30, 2009','december_30_2009','','',20),(80,1,5,0,'January 7, 2010','january_7_2010','','',38),(81,1,5,0,'January 13, 2010','january_13_2010','','',31),(82,1,5,0,'January 20, 2010','january_20_2010','','',34),(83,1,5,0,'January 27, 2010','january_27_2010','','',36),(84,1,5,0,'February 3, 2010','february_3_2010','','',28),(85,1,5,0,'February 10, 2010','february_10_2010','','',30),(86,1,5,0,'February 17, 2010','february_17_2010','','',25),(87,1,5,0,'February 24, 2010','february_24_2010','','',27),(88,1,5,0,'March 3, 2010','march_3_2010','','',53),(89,1,5,0,'March 10, 2010','march_10_2010','','',47),(90,1,5,0,'March 17, 2010','march_17_2010','','',49),(91,1,5,0,'March 24, 2010','march_24_2010','','',51),(92,1,5,0,'March 31,2010','march_312010','','',54),(93,1,5,0,'April 7, 2010','april_7_2010','','',8),(94,1,5,0,'April 14, 2010','april_14_2010','','',2),(95,1,5,0,'April 21, 2010','april_21_2010','','',4),(96,1,5,0,'April 28, 2010','april_28_2010','','',6),(97,1,5,0,'May 5, 2010','may_5_2010','','',63),(98,1,5,0,'May 12, 2010','may_12_2010','','',56),(99,1,5,0,'May 19, 2010','may_19_2010','','',58),(100,1,5,0,'May 26, 2010','may_26_2010','','',61);

--
-- Table structure for table `exp_category_field_data`
--

CREATE TABLE `exp_category_field_data` (
  `cat_id` int(4) unsigned NOT NULL DEFAULT '0',
  `site_id` int(4) unsigned NOT NULL DEFAULT '1',
  `group_id` int(4) unsigned NOT NULL DEFAULT '0',
  PRIMARY KEY (`cat_id`),
  KEY `site_id` (`site_id`),
  KEY `group_id` (`group_id`)
) ENGINE=MyISAM DEFAULT CHARSET=latin1;

--
-- Dumping data for table `exp_category_field_data`
--

INSERT INTO `exp_category_field_data` VALUES (1,1,1),(2,1,1),(3,1,1),(4,1,2),(5,1,2),(6,1,2),(7,1,2),(22,1,5),(9,1,3),(10,1,3),(11,1,3),(12,1,3),(13,1,3),(20,1,2),(15,1,4),(16,1,4),(17,1,1),(18,1,1),(19,1,3),(21,1,3),(23,1,5),(46,1,5),(25,1,5),(45,1,5),(27,1,5),(28,1,5),(29,1,5),(30,1,5),(31,1,5),(32,1,5),(33,1,5),(34,1,5),(35,1,5),(36,1,5),(37,1,5),(38,1,3),(39,1,5),(40,1,5),(41,1,5),(42,1,5),(43,1,5),(44,1,1),(47,1,5),(48,1,5),(49,1,5),(50,1,5),(51,1,5),(53,1,5),(54,1,5),(55,1,5),(56,1,5),(57,1,5),(58,1,5),(59,1,5),(60,1,5),(61,1,5),(62,1,5),(63,1,5),(64,1,5),(65,1,5),(66,1,5),(67,1,5),(68,1,5),(69,1,5),(70,1,5),(71,1,5),(72,1,5),(73,1,5),(74,1,5),(75,1,5),(76,1,5),(77,1,5),(78,1,5),(79,1,5),(80,1,5),(81,1,5),(82,1,5),(83,1,5),(84,1,5),(85,1,5),(86,1,5),(87,1,5),(88,1,5),(89,1,5),(90,1,5),(91,1,5),(92,1,5),(93,1,5),(94,1,5),(95,1,5),(96,1,5),(97,1,5),(98,1,5),(99,1,5),(100,1,5);

--
-- Table structure for table `exp_category_fields`
--

CREATE TABLE `exp_category_fields` (
  `field_id` int(6) unsigned NOT NULL AUTO_INCREMENT,
  `site_id` int(4) unsigned NOT NULL DEFAULT '1',
  `group_id` int(4) unsigned NOT NULL DEFAULT '0',
  `field_name` varchar(32) NOT NULL DEFAULT '',
  `field_label` varchar(50) NOT NULL DEFAULT '',
  `field_type` varchar(12) NOT NULL DEFAULT 'text',
  `field_list_items` text NOT NULL,
  `field_maxl` smallint(3) NOT NULL DEFAULT '128',
  `field_ta_rows` tinyint(2) NOT NULL DEFAULT '8',
  `field_default_fmt` varchar(40) NOT NULL DEFAULT 'none',
  `field_show_fmt` char(1) NOT NULL DEFAULT 'y',
  `field_text_direction` char(3) NOT NULL DEFAULT 'ltr',
  `field_required` char(1) NOT NULL DEFAULT 'n',
  `field_order` int(3) unsigned NOT NULL DEFAULT '0',
  PRIMARY KEY (`field_id`),
  KEY `site_id` (`site_id`),
  KEY `group_id` (`group_id`)
) ENGINE=MyISAM DEFAULT CHARSET=latin1;

--
-- Dumping data for table `exp_category_fields`
--


--
-- Table structure for table `exp_category_groups`
--

CREATE TABLE `exp_category_groups` (
  `group_id` int(6) unsigned NOT NULL AUTO_INCREMENT,
  `site_id` int(4) unsigned NOT NULL DEFAULT '1',
  `group_name` varchar(50) NOT NULL DEFAULT '',
  `sort_order` char(1) NOT NULL DEFAULT 'a',
  `field_html_formatting` varchar(4) NOT NULL DEFAULT 'all',
  `can_edit_categories` text NOT NULL,
  `can_delete_categories` text NOT NULL,
  `is_user_blog` char(1) NOT NULL DEFAULT 'n',
  PRIMARY KEY (`group_id`),
  KEY `site_id` (`site_id`)
) ENGINE=MyISAM AUTO_INCREMENT=6 DEFAULT CHARSET=latin1;

--
-- Dumping data for table `exp_category_groups`
--

INSERT INTO `exp_category_groups` VALUES (1,1,'Default Category Group','a','all','','','n'),(2,1,'departments','c','all','','','n'),(3,1,'Columns','c','all','','','n'),(4,1,'Features','a','all','','','n'),(5,1,'WeeklyEmail','c','all','','','n');

--
-- Table structure for table `exp_category_posts`
--

CREATE TABLE `exp_category_posts` (
  `entry_id` int(10) unsigned NOT NULL DEFAULT '0',
  `cat_id` int(10) unsigned NOT NULL DEFAULT '0',
  KEY `entry_id` (`entry_id`),
  KEY `cat_id` (`cat_id`)
) ENGINE=MyISAM DEFAULT CHARSET=latin1;

--
-- Dumping data for table `exp_category_posts`
--

INSERT INTO `exp_category_posts` VALUES 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--
-- Table structure for table `exp_cfgcloner_configuration`
--

CREATE TABLE `exp_cfgcloner_configuration` (
  `configuration_id` int(10) unsigned NOT NULL AUTO_INCREMENT,
  `site_id` int(8) unsigned NOT NULL DEFAULT '1',
  `configuration_name` varchar(60) NOT NULL DEFAULT '',
  `configuration_value` varchar(100) NOT NULL DEFAULT '',
  PRIMARY KEY (`configuration_id`)
) ENGINE=MyISAM DEFAULT CHARSET=latin1;

--
-- Dumping data for table `exp_cfgcloner_configuration`
--


--
-- Table structure for table `exp_comments`
--

CREATE TABLE `exp_comments` (
  `comment_id` int(10) unsigned NOT NULL AUTO_INCREMENT,
  `site_id` int(4) unsigned NOT NULL DEFAULT '1',
  `entry_id` int(10) unsigned NOT NULL DEFAULT '0',
  `weblog_id` int(4) unsigned NOT NULL DEFAULT '0',
  `author_id` int(10) unsigned NOT NULL DEFAULT '0',
  `status` char(1) NOT NULL DEFAULT 'o',
  `name` varchar(50) NOT NULL DEFAULT '',
  `email` varchar(50) NOT NULL DEFAULT '',
  `url` varchar(75) NOT NULL DEFAULT '',
  `location` varchar(50) NOT NULL DEFAULT '',
  `ip_address` varchar(16) NOT NULL DEFAULT '',
  `comment_date` int(10) NOT NULL DEFAULT '0',
  `edit_date` timestamp NOT NULL DEFAULT CURRENT_TIMESTAMP ON UPDATE CURRENT_TIMESTAMP,
  `comment` text NOT NULL,
  `notify` char(1) NOT NULL DEFAULT 'n',
  PRIMARY KEY (`comment_id`),
  KEY `entry_id` (`entry_id`),
  KEY `weblog_id` (`weblog_id`),
  KEY `author_id` (`author_id`),
  KEY `status` (`status`),
  KEY `site_id` (`site_id`)
) ENGINE=MyISAM DEFAULT CHARSET=latin1;

--
-- Dumping data for table `exp_comments`
--


--
-- Table structure for table `exp_cp_log`
--

CREATE TABLE `exp_cp_log` (
  `id` int(10) NOT NULL AUTO_INCREMENT,
  `site_id` int(4) unsigned NOT NULL DEFAULT '1',
  `member_id` int(10) unsigned NOT NULL DEFAULT '0',
  `username` varchar(32) NOT NULL DEFAULT '',
  `ip_address` varchar(16) NOT NULL DEFAULT '0',
  `act_date` int(10) NOT NULL DEFAULT '0',
  `action` varchar(200) NOT NULL DEFAULT '',
  PRIMARY KEY (`id`),
  KEY `site_id` (`site_id`)
) ENGINE=MyISAM AUTO_INCREMENT=999 DEFAULT CHARSET=latin1;

--
-- Dumping data for table `exp_cp_log`
--

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--
-- Table structure for table `exp_email_cache`
--

CREATE TABLE `exp_email_cache` (
  `cache_id` int(6) unsigned NOT NULL AUTO_INCREMENT,
  `cache_date` int(10) unsigned NOT NULL DEFAULT '0',
  `total_sent` int(6) unsigned NOT NULL DEFAULT '0',
  `from_name` varchar(70) NOT NULL DEFAULT '',
  `from_email` varchar(70) NOT NULL DEFAULT '',
  `recipient` text NOT NULL,
  `cc` text NOT NULL,
  `bcc` text NOT NULL,
  `recipient_array` mediumtext NOT NULL,
  `subject` varchar(120) NOT NULL DEFAULT '',
  `message` mediumtext NOT NULL,
  `plaintext_alt` mediumtext NOT NULL,
  `mailinglist` char(1) NOT NULL DEFAULT 'n',
  `mailtype` varchar(6) NOT NULL DEFAULT '',
  `text_fmt` varchar(40) NOT NULL DEFAULT '',
  `wordwrap` char(1) NOT NULL DEFAULT 'y',
  `priority` char(1) NOT NULL DEFAULT '3',
  PRIMARY KEY (`cache_id`)
) ENGINE=MyISAM DEFAULT CHARSET=latin1;

--
-- Dumping data for table `exp_email_cache`
--


--
-- Table structure for table `exp_email_cache_mg`
--

CREATE TABLE `exp_email_cache_mg` (
  `cache_id` int(6) unsigned NOT NULL DEFAULT '0',
  `group_id` smallint(4) NOT NULL DEFAULT '0',
  KEY `cache_id` (`cache_id`)
) ENGINE=MyISAM DEFAULT CHARSET=latin1;

--
-- Dumping data for table `exp_email_cache_mg`
--


--
-- Table structure for table `exp_email_cache_ml`
--

CREATE TABLE `exp_email_cache_ml` (
  `cache_id` int(6) unsigned NOT NULL DEFAULT '0',
  `list_id` smallint(4) NOT NULL DEFAULT '0',
  KEY `cache_id` (`cache_id`)
) ENGINE=MyISAM DEFAULT CHARSET=latin1;

--
-- Dumping data for table `exp_email_cache_ml`
--


--
-- Table structure for table `exp_email_console_cache`
--

CREATE TABLE `exp_email_console_cache` (
  `cache_id` int(6) unsigned NOT NULL AUTO_INCREMENT,
  `cache_date` int(10) unsigned NOT NULL DEFAULT '0',
  `member_id` int(10) unsigned NOT NULL DEFAULT '0',
  `member_name` varchar(50) NOT NULL DEFAULT '',
  `ip_address` varchar(16) NOT NULL DEFAULT '0',
  `recipient` varchar(70) NOT NULL DEFAULT '',
  `recipient_name` varchar(50) NOT NULL DEFAULT '',
  `subject` varchar(120) NOT NULL DEFAULT '',
  `message` mediumtext NOT NULL,
  PRIMARY KEY (`cache_id`)
) ENGINE=MyISAM DEFAULT CHARSET=latin1;

--
-- Dumping data for table `exp_email_console_cache`
--


--
-- Table structure for table `exp_email_tracker`
--

CREATE TABLE `exp_email_tracker` (
  `email_id` int(10) unsigned NOT NULL AUTO_INCREMENT,
  `email_date` int(10) unsigned NOT NULL DEFAULT '0',
  `sender_ip` varchar(16) NOT NULL DEFAULT '',
  `sender_email` varchar(75) NOT NULL DEFAULT '',
  `sender_username` varchar(50) NOT NULL DEFAULT '',
  `number_recipients` int(4) unsigned NOT NULL DEFAULT '1',
  PRIMARY KEY (`email_id`)
) ENGINE=MyISAM DEFAULT CHARSET=latin1;

--
-- Dumping data for table `exp_email_tracker`
--


--
-- Table structure for table `exp_entry_ping_status`
--

CREATE TABLE `exp_entry_ping_status` (
  `entry_id` int(10) unsigned NOT NULL DEFAULT '0',
  `ping_id` int(10) unsigned NOT NULL DEFAULT '0'
) ENGINE=MyISAM DEFAULT CHARSET=latin1;

--
-- Dumping data for table `exp_entry_ping_status`
--


--
-- Table structure for table `exp_entry_versioning`
--

CREATE TABLE `exp_entry_versioning` (
  `version_id` int(10) unsigned NOT NULL AUTO_INCREMENT,
  `entry_id` int(10) unsigned NOT NULL DEFAULT '0',
  `weblog_id` int(4) unsigned NOT NULL DEFAULT '0',
  `author_id` int(10) unsigned NOT NULL DEFAULT '0',
  `version_date` int(10) NOT NULL DEFAULT '0',
  `version_data` mediumtext NOT NULL,
  PRIMARY KEY (`version_id`),
  KEY `entry_id` (`entry_id`)
) ENGINE=MyISAM AUTO_INCREMENT=3637 DEFAULT CHARSET=latin1;

--
-- Dumping data for table `exp_entry_versioning`
--

INSERT INTO `exp_entry_versioning` VALUES (1,2,6,1,1206825481,'a:23:{s:9:\"weblog_id\";s:1:\"6\";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:\"2008-03-29 11:16 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:\"Subscriptions\";s:9:\"url_title\";s:13:\"subscriptions\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_32\";s:13:\"Subscriptions\";s:11:\"field_ft_32\";s:4:\"none\";s:11:\"field_id_33\";s:91:\"Subscription information for the print version of St. Louis Construction News & Real Estate\";s:11:\"field_ft_33\";s:4:\"none\";s:11:\"field_id_34\";s:0:\"\";s:11:\"field_ft_34\";s:4:\"none\";s:11:\"field_id_35\";s:18:\"<p>Coming 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Patrick\";s:9:\"url_title\";s:16:\"reilly_j_patrick\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_10\";s:6:\"Reilly\";s:11:\"field_ft_10\";s:4:\"none\";s:11:\"field_id_11\";s:10:\"J. 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Unfortunately those traditions and relationships have become tarnished and fractured in the past few years. Bluntly, what worked in the past is no longer working. Change is necessary if we are to have any possibility of recovery and growth. A combination of issues has effectively stalemated our ability to recover from the current construction recession and has opened our market to further deterioration, both in loss of business to other areas of the country and to the entry of national contracting and design entities from other markets into the St. Louis area. One of the most effective ways to begin change is to openly and candidly address the issues at hand with dialogue and with the presentation of statistical evidence.\";s:11:\"field_ft_45\";s:4:\"none\";s:11:\"field_id_22\";s:30:\"Forum, change, industry, Finan\";s:11:\"field_ft_22\";s:4:\"none\";s:11:\"field_id_23\";s:7197:\"<p>Our St. Louis construction industry is built on traditions and relationships. Unfortunately those traditions and relationships have become tarnished and fractured in the past few years.  Bluntly, what worked in the past is no longer working.  Change is necessary if we are to have any possibility of recovery and growth.</p>\n<p>A combination of issues has effectively stalemated our ability to recover from the current construction recession and has opened our market to further deterioration, both in loss of business to other areas of the country and to the entry of national contracting and design entities from other markets into the St. Louis area.</p>\n<p>One of the most effective ways to begin change is to openly and candidly address the issues at hand with dialogue and with the presentation of statistical evidence. Individual constituencies such as construction consumers, general contractors, subcontractors, and designers have done admirable jobs of attempting to address the issues through their programming and communication. But while there has been a lot of discussion about \\\"best practices,\\\" new approaches, and collaboration, where the rubber meets the road we are an industry more divided against itself than at any point in decades.</p>\n<p>Here are some of my recent, admittedly random, observations about the need for something to change:</p>\n<p><br /> &bull;	At the November meeting of the American Society of Professional Engineers, John Grady, senior BIM technician at McCarthy demonstrated the ways in which BIM information can inform and streamline the construction process. Despite the impressiveness of the technology, the thought that came foremost to my mind was that the potential of this rich flow of information is wasted unless an open, trusting, collaborative environment exists in which it can be shared.</p>\n<p><br /> &bull;	Shortly before writing this column I had a discussion with some young project managers who truly believe in taking the high road in being open and honest in competing for work and in collaborative relationships with owners and other team members once the work is won. These young men believe that honesty and collaboration will prove out in the young run. But they have become truly disillusioned by the amount of \\\"gaming\\\" that takes place in today\\\'s construction  bid and project management environment.</p>\n<p><br /> &bull;	Steve Bannes, director of the Sever Institute graduate studies program in construction at Washington University told me that he recently asked students in one of his classes how many felt that playing the flexible ethics game was part of the construction process. The disheartening number of students who agreed that taking the low road surprised Bannes.</p>\n<p><br /> &bull;	A recent CNR enews/website article \\\"All Low Price Buys is Changes Orders\\\" served as a catalyst for lively discussion both online and in person. The article was an interview outlining the viewpoint of author Bill Black, who came to St. Louis to share his perspective on the current price-focused bid market with commercial real estate and design industry representatives. For two weeks after the article ran a lively online and offline discussion of the issue ensued. It is this kind of change-related dialogue that I believe that our industry is currently lacking. I encourage you to check out the article on the CNR website.</p>\n<p><br />There has been no single point of dialogue or repository of information regarding these issues.  The leadership forum which I am proposing would attempt to address that need with work products which would include, but not be limited to, the following:</p>\n<p><br /> &bull;	Annual or bi-annual executive-level \\\"leadership summits\\\" <br /> &bull;	A website with <br /> &bull;	downloadable summaries of the summits <br /> &bull;	industry statistics<br /> &bull;	blogs on industry issues<br /> &bull;	discussion forums<br /> &bull;	webinars on forum topics<br /> &bull;	A regularly circulated e-newsletter<br /> &bull;	Position papers on key issues facing the industry (downloadable)<br /> &bull;	University graduate and undergraduate research on local industry issues (downloadable)</p>\n<p><br />University construction study programs at Washington University and SIUE could be involved in vetting and assisting with the development of programming for these communication channels. The goal would be to create an objective presentation of the facts which has the necessary credibility to reasonably assess the current situation and to affect change.  A steering body representing the gamut of the industry would help to direct the evolution of the effort.</p>\n<p><br />The primary issues which need to be addressed directly and candidly are:</p>\n<p><br /> &bull;	Labor issues: The role of unions historically and in the future needs to be examined candidly, in light of the current state of the industry. Unions have provided a stable, trained work force for the St. Louis area for over a century. They have, in effect, created an environment that has largely been closed to contractors from outside the metropolitan area.</p>\n<p>&bull;	Project Award Environment: Two years ago the industry appeared to be entering a new environment of process for project awards. An increasing amount of work was being awarded on a negotiated basis. Integrated Project Delivery was at least being explored, if not practiced in reality. Now the \\\"buyers\\\' market\\\" for construction is creating an acrimonious climate in which price is the primary determinant of project awards. Incomplete scopes result in change orders, and contentious project management. The subcontractor/general/owner relationship is more fractious and distrustful than it has been in decades.</p>\n<p>&bull;	Political Divisions: The large number of political entities in the metropolitan area and parochialism among those entities has long been an impediment to development and construction in St. Louis. While this forum cannot change the political infrastructure of the St. Louis area, it is possible that a factual presentation of the effects of political fractionalization on the construction environment can at least result in communication leading to a more building-friendly political environment.</p>\n<p><br /> &bull;	Inclusion: Despite the best efforts of AGC, SLCCC and other organizations the reality of including MBE/WBE organizations in the market, who does and does not qualify as MBE/WEB and what inclusion looks like when it\\\'s really happening has become increasingly muddied. Further, the current contentious bid fray and the variety of programs that institutional and corporate buyers are creating make it difficult for industry firms to build cohesive inclusion policies.</p>\n<p>I have been in discussion with association and educational leaders and have received their support for this St. Louis Construction Leadership Forum concept. CNR would take an active role - working with the associations and educational institutions in developing the events and electronic communication tools.</p>\n<p>I\\\'ll update you as plans for this concept become more concrete. I invite your comments and input.</p>\n<p>&nbsp;</p>\";s:10:\"category_0\";s:2:\"11\";}'),(12,4,3,1,1206826658,'a:22:{s:9:\"weblog_id\";s:1:\"3\";s:8:\"entry_id\";s:1:\"4\";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:\"2008-03-29 11:26 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:16:\"Finan, Thomas J.\";s:9:\"url_title\";s:14:\"finan_thomas_j\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_10\";s:5:\"Finan\";s:11:\"field_ft_10\";s:4:\"none\";s:11:\"field_id_11\";s:9:\"Thomas J.\";s:11:\"field_ft_11\";s:4:\"none\";s:11:\"field_id_41\";s:9:\"Publisher\";s:11:\"field_ft_41\";s:4:\"none\";s:11:\"field_id_12\";s:0:\"\";}'),(13,11,5,1,1206826732,'a:24:{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:\"2008-03-29 11:37 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:34:\"Pay-if-Paid Clause Found Ambiguous\";s:9:\"url_title\";s:34:\"pay_if_paid_clause_found_ambiguous\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_20\";s:34:\"Pay-if-Paid Clause Found Ambiguous\";s:11:\"field_ft_20\";s:4:\"none\";s:11:\"field_id_25\";s:1:\"6\";s:11:\"field_id_21\";s:0:\"\";s:11:\"field_ft_21\";s:4:\"none\";s:11:\"field_id_22\";s:0:\"\";s:11:\"field_ft_22\";s:4:\"none\";s:11:\"field_id_23\";s:5303:\"<p>A pay-if-paid clause in a subcontract must be very clear to be enforced\nwithout the need for testimony from the contractor and the\nsubcontractor about their intent, the Eastern District Court of Appeals\ndecided recently. The case is Lobo Painting, Inc. v. Lamb Construction\nCompany, 231 S.W.3d 256 (Mo. App. E.D. 2007).</p>\n<p>In reaching this result, a Missouri appellate court once again has\nemphasized that pay-if-paid clauses may be enforceable, but they must\nbe clearly worded and unambiguous. Otherwise, the parties to the\ncontract can offer their competing interpretations about whether\npayment is due and ultimately will have to rely on a judge or jury to\ndecide who should prevail.</p>\n<p>Pay-if-paid clauses are common in construction subcontracts. They\nprovide in some fashion that the contractor is not required to pay the\nsubcontractor until the owner has paid the contractor. The assumption\nis that if the owner does not pay, then the contractor does not have to\npay out of its own pocket.</p>\n<p>In this case, Lamb Construction Company as the contractor, had a\npainting subcontract with Lobo Painting. The project was at a building\nfor West County EMS. Lamb Construction paid everything except for the\nretainage of $2,441, because the owner was withholding final payment\nfrom Lamb.</p>\n<p>At trial Lamb Construction\\\'s representative and sole member Kevin\nLamb testified that he did not know why the owner was withholding final\npayment. Lamb further testified that he believed under the subcontract\nthat he could withhold payment to his subcontractor until he received\nthe money from the owner.</p>\n<p>The subcontract provision in question read: Final payment,\nconstituting the entire unpaid balance of the Subcontract Sum, shall be\nmade by the Contractor to the Subcontractor when the Subcontractor\\\'s\nWork is fully performed in accordance with the requirements of the\nSubcontract Documents, the Architect has issued a certificate for\npayment covering the Subcontractor\\\'s completed Work and the Contractor\nhas received payment from the Owner. If, for any cause which is not the\nfault of the Subcontractor, a certificate for payment is not issued or\nthe Contractor does not receive timely payment or does not pay the\nSubcontractor within three working days after receipt of payment from\nthe Owner, final payment to the Subcontractor shall be made upon\ndemand.</p>\n<p>The Eastern District, contrary to the trial court, found this\nprovision to be ambiguous. Ambiguity exists where the words in the\ncontract \\\"are susceptible of more than one meaning so that reasonable\npersons may fairly and honestly differ in their construction of the\nterms.\\\"</p>\n<p>The second sentence, the appellate court found, can be read\ndifferent ways. On the one hand, it could be read that the clause \\\"for\nany cause which is not the fault of the Subcontractor\\\" only applies to\nthe next part of the sentence that a \\\"certificate for payment is not\nissued.\\\" In this case, if the reason for not issuing a certificate for\npayment was other than subcontractor fault, payment would be due three\ndays after a demand from the subcontractor, regardless of whether the\nowner had paid.</p>\n<p>On the other hand, the second sentence could condition the\ncontractor\\\'s payment on receiving the money from the owner. In that\ncase, if subcontractor fault caused the owner not to pay, then the\ncontractor would have a contractual reason to withhold payment from the\nsubcontractor.</p>\n<p>Naturally, at trial Lamb and Lobo had different understandings about\nwhat the contract meant and what was their true intent. \\\"The ambiguity\nin the contract cannot be resolved without first resolving the\nconflicting testimony, which requires determining the witnesses\\\'\ncredibility,\\\" the appellate court held. Credibility is decided by the\ntrial judge or jury, not the appellate court.</p>\n<p>The appellate court sent the case back to the trial court for it to\n\\\"determine the party\\\'s intent,\\\" meaning who is more believable. That\ncan be difficult when neither party may have actually read the\nprovision at the time they entered into the contract.</p>\n<p>Prior to this case, the Southern District Court of Appeals in\nMissouri held that a pay-if-paid provision is enforceable if clearly\nwritten and unambiguous. The case is Meco Systems, Inc. v. Dancing Bear\nEntertainment, Inc., 42 S.W.3d 794 (Mo. App. S.D. 2001).</p>\n<p>In Meco, the Southern District found a reasonably clear pay-if-paid\nprovision in a subcontract became much more unclear and ambiguous\nbecause the subcontract incorporated the main contract between owner\nand contractor. The main contract was a cost-plus fee arrangement and\nrequired, as they often do, the contractor to pay its subcontractors\nbefore seeking reimbursement from the owner. The court found this to be\nin conflict with the subcontract language, thereby making the\nsubcontract ambiguous.</p>\n<p>These cases reinforce the importance of having clearly worded\ncontracts on how payment is to take place. Ambiguity invites\nconflicting testimony at trial, leaving the outcome up in the air.</p>\n<p><em>James R. Keller is a partner at Herzog Crebs LLP where he\nconcentrates his practice on construction law, complex business\ndisputes, real estate and ADR. He also is an arbitrator and a mediator.</em></p>\";s:11:\"field_id_24\";s:0:\"\";}'),(14,11,5,1,1206828739,'a:25:{s:9:\"weblog_id\";s:1:\"5\";s:8:\"entry_id\";s:2:\"11\";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:\"2008-03-29 11:37 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:\"5\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:34:\"Pay-if-Paid Clause Found Ambiguous\";s:9:\"url_title\";s:34:\"pay_if_paid_clause_found_ambiguous\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_20\";s:34:\"Pay-if-Paid Clause Found Ambiguous\";s:11:\"field_ft_20\";s:4:\"none\";s:11:\"field_id_25\";s:1:\"6\";s:11:\"field_id_21\";s:0:\"\";s:11:\"field_ft_21\";s:4:\"none\";s:11:\"field_id_22\";s:0:\"\";s:11:\"field_ft_22\";s:4:\"none\";s:11:\"field_id_23\";s:5325:\"<p>A pay-if-paid clause in a subcontract must be very clear to be enforced\nwithout the need for testimony from the contractor and the\nsubcontractor about their intent, the Eastern District Court of Appeals\ndecided recently. The case is Lobo Painting, Inc. v. Lamb Construction\nCompany, 231 S.W.3d 256 (Mo. App. E.D. 2007).</p>\n<p>In reaching this result, a Missouri appellate court once again has\nemphasized that <a href=\\\"/test\\\">pay-if-paid clauses</a> may be enforceable, but they must\nbe clearly worded and unambiguous. Otherwise, the parties to the\ncontract can offer their competing interpretations about whether\npayment is due and ultimately will have to rely on a judge or jury to\ndecide who should prevail.</p>\n<p>Pay-if-paid clauses are common in construction subcontracts. They\nprovide in some fashion that the contractor is not required to pay the\nsubcontractor until the owner has paid the contractor. The assumption\nis that if the owner does not pay, then the contractor does not have to\npay out of its own pocket.</p>\n<p>In this case, Lamb Construction Company as the contractor, had a\npainting subcontract with Lobo Painting. The project was at a building\nfor West County EMS. Lamb Construction paid everything except for the\nretainage of $2,441, because the owner was withholding final payment\nfrom Lamb.</p>\n<p>At trial Lamb Construction\\\'s representative and sole member Kevin\nLamb testified that he did not know why the owner was withholding final\npayment. Lamb further testified that he believed under the subcontract\nthat he could withhold payment to his subcontractor until he received\nthe money from the owner.</p>\n<p>The subcontract provision in question read: Final payment,\nconstituting the entire unpaid balance of the Subcontract Sum, shall be\nmade by the Contractor to the Subcontractor when the Subcontractor\\\'s\nWork is fully performed in accordance with the requirements of the\nSubcontract Documents, the Architect has issued a certificate for\npayment covering the Subcontractor\\\'s completed Work and the Contractor\nhas received payment from the Owner. If, for any cause which is not the\nfault of the Subcontractor, a certificate for payment is not issued or\nthe Contractor does not receive timely payment or does not pay the\nSubcontractor within three working days after receipt of payment from\nthe Owner, final payment to the Subcontractor shall be made upon\ndemand.</p>\n<p>The Eastern District, contrary to the trial court, found this\nprovision to be ambiguous. Ambiguity exists where the words in the\ncontract \\\"are susceptible of more than one meaning so that reasonable\npersons may fairly and honestly differ in their construction of the\nterms.\\\"</p>\n<p>The second sentence, the appellate court found, can be read\ndifferent ways. On the one hand, it could be read that the clause \\\"for\nany cause which is not the fault of the Subcontractor\\\" only applies to\nthe next part of the sentence that a \\\"certificate for payment is not\nissued.\\\" In this case, if the reason for not issuing a certificate for\npayment was other than subcontractor fault, payment would be due three\ndays after a demand from the subcontractor, regardless of whether the\nowner had paid.</p>\n<p>On the other hand, the second sentence could condition the\ncontractor\\\'s payment on receiving the money from the owner. In that\ncase, if subcontractor fault caused the owner not to pay, then the\ncontractor would have a contractual reason to withhold payment from the\nsubcontractor.</p>\n<p>Naturally, at trial Lamb and Lobo had different understandings about\nwhat the contract meant and what was their true intent. \\\"The ambiguity\nin the contract cannot be resolved without first resolving the\nconflicting testimony, which requires determining the witnesses\\\'\ncredibility,\\\" the appellate court held. Credibility is decided by the\ntrial judge or jury, not the appellate court.</p>\n<p>The appellate court sent the case back to the trial court for it to\n\\\"determine the party\\\'s intent,\\\" meaning who is more believable. That\ncan be difficult when neither party may have actually read the\nprovision at the time they entered into the contract.</p>\n<p>Prior to this case, the Southern District Court of Appeals in\nMissouri held that a pay-if-paid provision is enforceable if clearly\nwritten and unambiguous. The case is Meco Systems, Inc. v. Dancing Bear\nEntertainment, Inc., 42 S.W.3d 794 (Mo. App. S.D. 2001).</p>\n<p>In Meco, the Southern District found a reasonably clear pay-if-paid\nprovision in a subcontract became much more unclear and ambiguous\nbecause the subcontract incorporated the main contract between owner\nand contractor. The main contract was a cost-plus fee arrangement and\nrequired, as they often do, the contractor to pay its subcontractors\nbefore seeking reimbursement from the owner. The court found this to be\nin conflict with the subcontract language, thereby making the\nsubcontract ambiguous.</p>\n<p>These cases reinforce the importance of having clearly worded\ncontracts on how payment is to take place. Ambiguity invites\nconflicting testimony at trial, leaving the outcome up in the air.</p>\n<p><em>James R. Keller is a partner at Herzog Crebs LLP where he\nconcentrates his practice on construction law, complex business\ndisputes, real estate and ADR. He also is an arbitrator and a mediator.</em></p>\";s:11:\"field_id_24\";s:0:\"\";}'),(15,6,3,1,1206830922,'a:22:{s:9:\"weblog_id\";s:1:\"3\";s:8:\"entry_id\";s:1:\"6\";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:\"2008-03-29 11:29 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:16:\"Keller, James R.\";s:9:\"url_title\";s:14:\"keller_james_r\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_10\";s:6:\"Keller\";s:11:\"field_ft_10\";s:4:\"none\";s:11:\"field_id_11\";s:9:\"James, R.\";s:11:\"field_ft_11\";s:4:\"none\";s:11:\"field_id_41\";s:4:\"dude\";s:11:\"field_ft_41\";s:4:\"none\";s:11:\"field_id_12\";s:0:\"\";}'),(16,6,3,1,1206830934,'a:22:{s:9:\"weblog_id\";s:1:\"3\";s:8:\"entry_id\";s:1:\"6\";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:\"2008-03-29 11:29 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:16:\"Keller, James R.\";s:9:\"url_title\";s:14:\"keller_james_r\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_10\";s:6:\"Keller\";s:11:\"field_ft_10\";s:4:\"none\";s:11:\"field_id_11\";s:9:\"James, R.\";s:11:\"field_ft_11\";s:4:\"none\";s:11:\"field_id_41\";s:0:\"\";s:11:\"field_ft_41\";s:4:\"none\";s:11:\"field_id_12\";s:0:\"\";}'),(17,11,5,1,1206831571,'a:27:{s:9:\"weblog_id\";s:1:\"5\";s:8:\"entry_id\";s:2:\"11\";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:\"2008-03-29 11:37 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:\"1\";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:34:\"Pay-if-Paid Clause Found Ambiguous\";s:9:\"url_title\";s:34:\"pay_if_paid_clause_found_ambiguous\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_20\";s:34:\"Pay-if-Paid Clause Found Ambiguous\";s:11:\"field_ft_20\";s:4:\"none\";s:11:\"field_id_25\";s:1:\"6\";s:11:\"field_id_21\";s:0:\"\";s:11:\"field_ft_21\";s:4:\"none\";s:11:\"field_id_22\";s:0:\"\";s:11:\"field_ft_22\";s:4:\"none\";s:11:\"field_id_23\";s:5325:\"<p>A pay-if-paid clause in a subcontract must be very clear to be enforced\nwithout the need for testimony from the contractor and the\nsubcontractor about their intent, the Eastern District Court of Appeals\ndecided recently. The case is Lobo Painting, Inc. v. Lamb Construction\nCompany, 231 S.W.3d 256 (Mo. App. E.D. 2007).</p>\n<p>In reaching this result, a Missouri appellate court once again has\nemphasized that <a href=\\\"/test\\\">pay-if-paid clauses</a> may be enforceable, but they must\nbe clearly worded and unambiguous. Otherwise, the parties to the\ncontract can offer their competing interpretations about whether\npayment is due and ultimately will have to rely on a judge or jury to\ndecide who should prevail.</p>\n<p>Pay-if-paid clauses are common in construction subcontracts. They\nprovide in some fashion that the contractor is not required to pay the\nsubcontractor until the owner has paid the contractor. The assumption\nis that if the owner does not pay, then the contractor does not have to\npay out of its own pocket.</p>\n<p>In this case, Lamb Construction Company as the contractor, had a\npainting subcontract with Lobo Painting. The project was at a building\nfor West County EMS. Lamb Construction paid everything except for the\nretainage of $2,441, because the owner was withholding final payment\nfrom Lamb.</p>\n<p>At trial Lamb Construction\\\'s representative and sole member Kevin\nLamb testified that he did not know why the owner was withholding final\npayment. Lamb further testified that he believed under the subcontract\nthat he could withhold payment to his subcontractor until he received\nthe money from the owner.</p>\n<p>The subcontract provision in question read: Final payment,\nconstituting the entire unpaid balance of the Subcontract Sum, shall be\nmade by the Contractor to the Subcontractor when the Subcontractor\\\'s\nWork is fully performed in accordance with the requirements of the\nSubcontract Documents, the Architect has issued a certificate for\npayment covering the Subcontractor\\\'s completed Work and the Contractor\nhas received payment from the Owner. If, for any cause which is not the\nfault of the Subcontractor, a certificate for payment is not issued or\nthe Contractor does not receive timely payment or does not pay the\nSubcontractor within three working days after receipt of payment from\nthe Owner, final payment to the Subcontractor shall be made upon\ndemand.</p>\n<p>The Eastern District, contrary to the trial court, found this\nprovision to be ambiguous. Ambiguity exists where the words in the\ncontract \\\"are susceptible of more than one meaning so that reasonable\npersons may fairly and honestly differ in their construction of the\nterms.\\\"</p>\n<p>The second sentence, the appellate court found, can be read\ndifferent ways. On the one hand, it could be read that the clause \\\"for\nany cause which is not the fault of the Subcontractor\\\" only applies to\nthe next part of the sentence that a \\\"certificate for payment is not\nissued.\\\" In this case, if the reason for not issuing a certificate for\npayment was other than subcontractor fault, payment would be due three\ndays after a demand from the subcontractor, regardless of whether the\nowner had paid.</p>\n<p>On the other hand, the second sentence could condition the\ncontractor\\\'s payment on receiving the money from the owner. In that\ncase, if subcontractor fault caused the owner not to pay, then the\ncontractor would have a contractual reason to withhold payment from the\nsubcontractor.</p>\n<p>Naturally, at trial Lamb and Lobo had different understandings about\nwhat the contract meant and what was their true intent. \\\"The ambiguity\nin the contract cannot be resolved without first resolving the\nconflicting testimony, which requires determining the witnesses\\\'\ncredibility,\\\" the appellate court held. Credibility is decided by the\ntrial judge or jury, not the appellate court.</p>\n<p>The appellate court sent the case back to the trial court for it to\n\\\"determine the party\\\'s intent,\\\" meaning who is more believable. That\ncan be difficult when neither party may have actually read the\nprovision at the time they entered into the contract.</p>\n<p>Prior to this case, the Southern District Court of Appeals in\nMissouri held that a pay-if-paid provision is enforceable if clearly\nwritten and unambiguous. The case is Meco Systems, Inc. v. Dancing Bear\nEntertainment, Inc., 42 S.W.3d 794 (Mo. App. S.D. 2001).</p>\n<p>In Meco, the Southern District found a reasonably clear pay-if-paid\nprovision in a subcontract became much more unclear and ambiguous\nbecause the subcontract incorporated the main contract between owner\nand contractor. The main contract was a cost-plus fee arrangement and\nrequired, as they often do, the contractor to pay its subcontractors\nbefore seeking reimbursement from the owner. The court found this to be\nin conflict with the subcontract language, thereby making the\nsubcontract ambiguous.</p>\n<p>These cases reinforce the importance of having clearly worded\ncontracts on how payment is to take place. Ambiguity invites\nconflicting testimony at trial, leaving the outcome up in the air.</p>\n<p><em>James R. Keller is a partner at Herzog Crebs LLP where he\nconcentrates his practice on construction law, complex business\ndisputes, real estate and ADR. He also is an arbitrator and a mediator.</em></p>\";s:11:\"field_id_24\";s:0:\"\";s:10:\"category_0\";s:2:\"10\";}'),(18,2,6,1,1206831830,'a:26:{s:9:\"weblog_id\";s:1:\"6\";s:8:\"entry_id\";s:1:\"2\";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:\"2008-03-29 11:16 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:9:\"pages_uri\";s:15:\"/subscriptions/\";s:17:\"pages_template_id\";s:2:\"33\";s:5:\"title\";s:13:\"Subscriptions\";s:9:\"url_title\";s:13:\"subscriptions\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_32\";s:13:\"Subscriptions\";s:11:\"field_ft_32\";s:4:\"none\";s:11:\"field_id_37\";s:0:\"\";s:11:\"field_id_33\";s:91:\"Subscription information for the print version of St. Louis Construction News & Real Estate\";s:11:\"field_ft_33\";s:4:\"none\";s:11:\"field_id_34\";s:0:\"\";s:11:\"field_ft_34\";s:4:\"none\";s:11:\"field_id_35\";s:18:\"<p>Coming Soon</p>\";s:11:\"field_id_36\";s:0:\"\";}'),(19,12,5,1,1206833749,'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:\"2008-03-29 01:34 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:1:\"9\";}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:\"Navigating the Complexities of Mixed-use Development\";s:9:\"url_title\";s:52:\"navigating_the_complexities_of_mixed_use_development\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_20\";s:52:\"Navigating the Complexities of Mixed-use Development\";s:11:\"field_ft_20\";s:4:\"none\";s:11:\"field_id_25\";s:1:\"5\";s:11:\"field_id_21\";s:0:\"\";s:11:\"field_ft_21\";s:4:\"none\";s:11:\"field_id_22\";s:0:\"\";s:11:\"field_ft_22\";s:4:\"none\";s:11:\"field_id_23\";s:5956:\"<p>During the last two decades the number of mixed-use developments has\nincreased significantly and isn\\\'t showing signs of slowing down.\nDescribed as an environment where a person can live, work and play, a\ntypical mixed-use project consists of ground floor retail with either\nhousing or office space above. Other mixed-use projects include entire\nneighborhoods where different uses are mixed together in close\nproximity. In any event, mixed-use development remains extremely\ncomplicated. The developer must balance what may be conflicting uses\nand priorities. Before a developer considers tackling a mixed-use\ndevelopment, he or she should carefully consider the entirety of the\nproject.</p>\n<p></p>\n<h2>The Challenges</h2>\n<p></p>\n<p>Many challenges confront the developer of a mixed-use project,\nincluding added complexity due to the multiple uses, restrictive zoning\ncodes, increased construction costs, difficult-to-obtain financing and\na lack of suitable locations. The first step a developer needs to take\nis crafting a plan with the assistance of a development team. Members\nof the team will change throughout the process, but at any given time,\nthe team may include potential partners and investors, attorneys,\npublic agencies, architects, engineers, contractors, lenders and\ntenants.</p>\n<p>The developer must focus on finding the right location and gaining\ncontrol of the property. Uses must not only be internally compatible,\nbut must also be compatible with the surrounding area. Obtaining the\napprovals required for a mixed-use project will be challenging for the\ndeveloper. A change in zoning, which is a time consuming process, will\nbe required, and will most likely draw heated opposition from nearby\nand surrounding property owners. Purchase contracts must contemplate\nand provide sufficient time to satisfy the contingencies upon which the\ndevelopment is dependent. These contingencies include, without\nlimitation, acquisition of other parcels, zoning and site plan approval\nand financing. If the project requires an assemblage of multiple\nparcels and the developer contemplates using eminent domain to acquire\nany such parcels, it must be cognizant of the mandates and constraints\nimposed by applicable laws. The Missouri legislature recently amended\nMissouri\\\'s condemnation law to add premiums to the price to be paid for\ncondemned properties, which have been owned by the same family for more\nthan 50 years and/or constitute principal residences, and to increase\nrelocation benefits. Further, the use of eminent domain to acquire\nproperty for private use has come under scrutiny, and Missouri law now\nprohibits its use for \\\"solely economic development purposes.\\\" Eminent\ndomain is available to acquire blighted or conservation areas, but what\nconstitutes \\\"blight\\\" is subject to interpretation and if judicially\nchallenged, will significantly delay and increase the cost of the\nproject.</p>\n<p></p>\n<h2>Finding the Funds</h2>\n<p></p>\n<p>Mixed-use developments are costly to develop, and in all likelihood,\nwill require road and utility work and significant infrastructure\nexpenditures. Banks may be reluctant to accept the exposure inherent by\nthe size and scope of such developments, and financial incentives such\nas tax breaks and bond financing are often required. Public assistance\nfor mixed-use projects is often provided under one or more of the\nfollowing Missouri statutes: the Property Tax Increment Allocation\nRedevelopment Act (TIF), which authorizes the use of incremental real\nproperty and sales tax revenues to fund redevelopment project costs;\nthe Transportation Development District Act (TDD), which authorizes the\nimposition of sales taxes, property taxes and/or special assessments to\nfund transportation-related improvements; and the Community Improvement\nDistrict Act (CID), which authorizes the imposition of sales taxes,\nproperty taxes and/ or special assessments to fund community-related\npublic improvements and services. To get public assistance, the\ndeveloper will need to endure the administrative process, which entails\nparticipation in public hearings and encourages the expression of\npublic opinion and sentiment, which is often critical.</p>\n<p>Whether public or private financing is used, the availability of\nfunds will depend on there being sufficient presales and/or leasing. A\nmixed-use commercial lease is complex. It is the developer\\\'s job to\nlook at surrounding uses and determine what the market can withstand.\nThe developer must also consider what uses would be marketable and\nfinancially feasible. It is important to remember that although the\nlease is with the developer, the maintenance and governance of the\ncommon areas of the project may be turned over to a condominium or\nhomeowners association, and that not all users get along. Residential,\nretail, and office users compete for parking; retailers complain about\nsupport columns that are essential in multistory buildings, but\ninterfere with their open store formats; and residents complain about\nnoise from delivery trucks. For a mixed-use project to succeed,\narchitectural controls must be adopted, and the responsibility for\nmaintaining and operating the common areas of the development must be\nequitably allocated amongst the users. Each must pay their respective\nshare. Further, each user must be reasonably assured that its use will\nnot be interrupted or adversely affected by the use or change in use of\nother parcels in the development.</p>\n<p>As a result of such complexities and challenges, mixed-use\ndevelopments take time and have significant front-end costs for site\ncontrol, market and feasibility studies, planning, design, engineering,\nlegal and other professional fees, all of which are at risk if the\nproject is not ultimately approved. However, for developers with the\nstamina to survive the process, mixed-use developments can be an\nefficient and effective use of land, and a huge success for the\ncommunity.</p>\";s:11:\"field_id_24\";s:0:\"\";s:10:\"category_0\";s:1:\"9\";}'),(20,5,3,1,1206833777,'a:22:{s:9:\"weblog_id\";s:1:\"3\";s:8:\"entry_id\";s:1:\"5\";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:\"2008-03-29 11:28 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:\"Tzinberg, Hal\";s:9:\"url_title\";s:12:\"tzinberg_hal\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_10\";s:8:\"Tzinberg\";s:11:\"field_ft_10\";s:4:\"none\";s:11:\"field_id_11\";s:3:\"Hal\";s:11:\"field_ft_11\";s:4:\"none\";s:11:\"field_id_41\";s:0:\"\";s:11:\"field_ft_41\";s:4:\"none\";s:11:\"field_id_12\";s:222:\"<p>Tzinberg is an attorney with Stinson Morrison Hecker LLP where he\nrepresents commercial and residential developers, buyers, sellers,\nlenders, landlords and tenants in a multitude of diverse real estate\ntransactions.</p>\";}'),(21,13,5,1,1206834167,'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:\"2008-03-29 01:37 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:\"1\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:21:\"Electrical Disconnect\";s:9:\"url_title\";s:21:\"electrical_disconnect\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_20\";s:21:\"Electrical Disconnect\";s:11:\"field_ft_20\";s:4:\"none\";s:11:\"field_id_25\";s:1:\"4\";s:11:\"field_id_21\";s:0:\"\";s:11:\"field_ft_21\";s:4:\"none\";s:11:\"field_id_22\";s:0:\"\";s:11:\"field_ft_22\";s:4:\"none\";s:11:\"field_id_23\";s:4397:\"<p>Walking to my car late one afternoon recently I was impressed by the\nnewly-activated sculptural light show atop the Lumiere Casino and\nHotels. Below the light display hung a banner several stories high\nreading \\\"Lighting Up the St. Louis Night\\\". The hotel is a showplace of\nthe electrical industry\\\'s skill and technology.</p>\n<p>How\nironic that the hotel/casino project, also the subject of a cover story\nin this issue was Ground Zero in the current acrimonious battle between\nthe Carpenters and the Electricians unions. The motorized blinds and\nfurniture lighting at the hotel were only the stalking horse for a\nlarger question: How will the turf be divided on this area\\\'s major\nprojects going forward?</p>\n<p>Both CNR Editor Peter Downs and I have spent a lot of time speaking\nwith all of the parties involved. To the credit of those involved this\nconfl ict has not played out in the media. Some in the industry believe\nthe issue will \\\"resolve itself\\\". I am skeptical of this stance only\nbecause the current scenario has a lot of significant disconnects\ninvolved.</p>\n<h2>There are disconnects with the truth:</h2>\n<p><img alt=\\\"Tom Finan, Publisher\\\" src=\\\"/tinymce/uploaded/tom-nd07.jpg\\\" />There have been allegations that the stop work orders on the project\nwere nothing more than thinly-veiled eff orts by the (union member)\nelectrical inspectors to carve out jurisdictional turf for their fellow\nunion brothers. The other side of the story says that the work\nstoppages were for clear code violations, one of them flagrant.\nAccording to some of our sources the motorized blinds are mandated by\nthe electrical code for installation by licensed electricians. An\nattempt by the carpenters to have the units modified at the factory did\nnot change that requirement. According to some sources, the furniture\nlighting fixtures were clearly marked with red labels stating that they\nwere not suitable for contact with wood. The installers were apprised\nof that fact, our sources said, but installed the light fixtures\nanyway, resulting in the stop work order. What is the truth?</p>\n<p>Terry Nelson of the Carpenters\\\' District Council told the IEC\ncontractors that he had the blessing and funding of his international\nunion. Representatives of the international have told some of our\nsources that Nelson had applied for a training grant and that the union\nhad not sanctioned the formation of a new carpenters\\\' local devoted to\nelectrical work. What is the truth?</p>\n<p>Is this an effort to modify the licensing requirements for certain\ntypes of work? If that effort is in the best interests of public safety\nand consumer value, wouldn\\\'t a straightforward, truthful approach be a\nbetter way to go?</p>\n<h2>There are disconnects with longstanding relationships:</h2>\n<p>The day I wrote this column I attended my 30th Electrical Board\nAnnual Christmas Mixer. In the room at the Chase Hotel were over 1,000\npersons &mdash; contractors, union representatives, designers, association\nexecutives, manufacturers\\\' reps &mdash; all connected by their working\npartnerships in an industry that dates in this town to the 1904 World\\\'s\nFair.</p>\n<p>Ours is an industry based on relationships. Our industry works\nbecause team members cover one another\\\'s backs. To suggest, as one\nassociation executive did, that what Terry Nelson has proposed is\nsimply one more alternative to IBEW and non-union electrical\ncontractors totally ignores the collateral damage that these sorts of\nturf grabs inflict.</p>\n<p>When I was growing up in the \\\'50s and \\\'60s my dad, the founder of\nthis magazine, was a subcontractor who installed and maintained powered\nentrance doors and parking gates. From almost the beginning of the\nbusiness in 1951 he ran composite crews of electricians and carpenters\nwho literally worked side by side with one another. Remember that these\nwere the \\\"bad old days\\\" of St. Louis unions. The guys who worked for my\ndad realized that having electricians and carpenters working\nside-by-side (frequently one of each would ride out on service calls in\nthe same truck. They worked that way because it was the only way that\nthe company could get the job done profitably and protect their future\nemployment. Our industry needs to resolve the current disconnects that\ndisregard truth and devalue relationships and reconnect with honoring\nthe common good and delivering value to the consumer.</p>\";s:11:\"field_id_24\";s:0:\"\";s:10:\"category_0\";s:2:\"11\";}'),(22,14,5,1,1206834254,'a:24:{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:\"2008-03-29 01:43 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:29:\"Electronic Sales? Not So Fast\";s:9:\"url_title\";s:28:\"electronic_sales_not_so_fast\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_20\";s:29:\"Electronic Sales? Not So Fast\";s:11:\"field_ft_20\";s:4:\"none\";s:11:\"field_id_25\";s:1:\"7\";s:11:\"field_id_21\";s:0:\"\";s:11:\"field_ft_21\";s:4:\"none\";s:11:\"field_id_22\";s:0:\"\";s:11:\"field_ft_22\";s:4:\"none\";s:11:\"field_id_23\";s:4628:\"<p>I\\\'m not overly old school or anti-technology by any means, so don\\\'t\nwrite me off before hearing me out. I must say though, there is a trend\ntaking place that gives a false sense of sales effectiveness. The\nemergence of e-commerce, personnel automation and use of e-mail as a\nprimary communication tool gives the impression that face-to-face human\ncontact isn\\\'t necessary any longer. I say, \\\"You\\\'re nuts!\\\"</p>\n<p>First, the cell phone began to replace face-to-face contact and now\ne-mail has even replaced voice-to-voice communication. The trend is\ndeveloping a generation of sales people that have difficulty with\npersonal meeting scenarios. More and more contractors use their\nBlackberries, laptops and fax machines as primary forms of\ncommunication. Now don\\\'t get me wrong, these are all viable\ncommunication sources in a support role. I just don\\\'t agree with using\nthem as your lead form of communication with a client or customer.</p>\n<p>How many times have you had an e-mail misinterpreted? Have you ever\nbeen questioned or confronted through e-mail? Ever had an e-mail\nforwarded without your consent? Are you faxing all your bids or price\nquotes? How about those automated receptionists? Tired of pressing 1\nfor \\\"English\\\"? Lastly, do you enjoy calling Pakistan to find out why\nyour PS3 is malfunctioning?</p>\n<p>Get ready folks. The backlash is coming. I\\\'m running into\ncontractors all over the country that are stepping back in time to get\nthe competitive edge. They\\\'re delivering their most desirable bids face\nto face; calling clients when it isn\\\'t related to a project just to say\n\\\"Hi\\\"; getting a true human receptionist to greet their calling\ncustomers; making time to pull away from their computers to get amongst\ntheir customer base. This is the wave of the future. I remember the\nday! Yes, the day when this was status quo. You cannot remove the human\nelement from the sales process. Machines do not invoke loyalty.\nTechnology neutralizes you as a source and pushes the issue towards\nprice. Your fax machine cannot handle objections.</p>\n<p>Contractors across the country whine about pricing pressure. When\nyou eliminate your uniqueness, when all bidders are faxing or e-mailing\nin quotes and you do business with people who can\\\'t pick you out in a\npolice line up, what do you expect? You bring far more to the sales\ndecision than you think. Have you ever bought a product because of a\nrelationship? Yup! How about your doctor, lawyer, barber, mechanic or\neven restaurateur? Firms pushing for more of a personal touch will\nbegin to unseat the price hawks driving prices down.</p>\n<p>I recently had a conversation with the president of a computer\ntechnologies firm. He couldn\\\'t understand why he was getting so much\nheat for his customer service reps. He wanted me to consider training\nthem. I was obviously interested and he said he could set up a webinar.\nA webinar! Why a webinar? He stated that all his customer service reps\nwere based in India. No wonder he was getting flack. Who likes calling\noverseas to talk to someone reading off a script. Some of you may not\nagree with me because you\\\'ve cut costs so much going to automation.\nHmmmm, how are those profit margins? Any decrease since you went\ntechno? Lose any long-term customers in the last year? It usually takes\nthat long before a good client gives up. Nope, all this technology is\nwonderful, except it was primarily developed by people who sit in a\ncubicle all day and never see the sun shine. Construction, of all\nindustries, is as outdoors as it gets. Technology can blind you to\nweaknesses.</p>\n<p>I\\\'m sure you love your website. Websites do play a role in directing\nyour customers to your sales effort. The problem is they can\\\'t sell for\nyou. You may say, \\\"We had 10 orders off our site this month!\\\" Well, how\nmany people chose not to do business with you after going to your site?\nNo idea eh? They may not find exactly what they\\\'re looking for there\nand move on. Hey, my job is to make you think and evaluate if you\\\'re\ndoing the best you can to reach your client base. How often are your\nsales contact people sitting in front of their computers? There\\\'s face\ntime right there. If you really want customer loyalty, higher margins,\nand new clients, put your sales people\\\'s faces in front of clients.\nSimply because technology progresses does not automatically warrant\ndispatch of traditional methodologies. If you incorporate true\nface-to-face contact in conjunction with technological support, the\nresults will be staggering. Take one step back to make two steps\nforward or press \\\"4\\\" if you\\\'re losing customers.</p>\";s:11:\"field_id_24\";s:0:\"\";}'),(23,7,3,1,1206834345,'a:22:{s:9:\"weblog_id\";s:1:\"3\";s:8:\"entry_id\";s:1:\"7\";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:\"2008-03-29 11:29 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:\"Woodcock, Tom\";s:9:\"url_title\";s:12:\"woodcock_tom\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_10\";s:8:\"Woodcock\";s:11:\"field_ft_10\";s:4:\"none\";s:11:\"field_id_11\";s:3:\"Tom\";s:11:\"field_ft_11\";s:4:\"none\";s:11:\"field_id_41\";s:0:\"\";s:11:\"field_ft_41\";s:4:\"none\";s:11:\"field_id_12\";s:266:\"<p>Tom Woodcock is a sales consultant to contractors and contractor\nsuppliers, who speaks to and trains contractors locally and nationwide.\nHe can be reached via his website at <a href=\\\"http://www.tomwoodcocksealthedeal.com/\\\">www.tomwoodcocksealthedeal.com</a></p>\";}'),(24,15,5,1,1206834436,'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:\"2008-03-29 01:45 PM\";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:\"1\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:16:\"Ready for Growth\";s:9:\"url_title\";s:16:\"ready_for_growth\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_20\";s:95:\"Ready for Growth — St. Louis Industrial Market Seeks to Achieve Major Distribution Hub Status\";s:11:\"field_ft_20\";s:4:\"none\";s:11:\"field_id_25\";s:1:\"8\";s:11:\"field_id_21\";s:0:\"\";s:11:\"field_ft_21\";s:4:\"none\";s:11:\"field_id_22\";s:0:\"\";s:11:\"field_ft_22\";s:4:\"none\";s:11:\"field_id_23\";s:3193:\"<p>As 2007 comes to a close, the St. Louis industrial real estate\npractitioner community stands poised for an anticipated influx of\ndistribution users. An abundance of newly constructed speculative\nwarehouse space and developers with significant land positions stand\nready, and eager to introduce prospects to the positive factors of the\nSt. Louis market for their operations.</p>\n<p>The key factors that make St. Louis attractive mirror many of the\nideals recited by logistics executives and site selection consultants\nacross the business spectrum &mdash; availability of quality labor, proximity\nto population centers and quality transportation infrastructure.\nNational and local developers have sought to capitalize on these\nfactors in recent years, building and planning on a scale unprecedented\nin St. Louis.</p>\n<p>Year to date in 2007, 1.6 million square feet of space has been\ndelivered here, with another 1 million square feet under construction.\nIn 2006, 3.1 million square feet was brought to the market. This\ncompares to the region\\\'s five-year market average of 1.3 million square\nfeet. The average building size for this new supply for 2006-2007 is 76\npercent larger than the five-year average. Measure these statistics\nagainst average annual net absorption (the amount of vacant or\navailable space consumed by the market after accounting for new\nconstruction deliveries) of 950,000 square feet over the last five\nyears, and it becomes clear that the supply stakes have been raised to\ncompete with other major distribution hubs.</p>\n<p>Some of the best known names in the industrial development business\nare betting on St. Louis in this competition &mdash; Duke Realty, Trammell\nCrow Co., Panattoni and First Industrial, to name a few. Duke has begun\ndevelopment of its 500-acre Premier 370 development in suburban St.\nCharles County and just completed Lindbergh Distribution Center, a\n528,000-square-foot speculative building in St. Louis County. Trammell\nCrow completed Westway I and Westway III in 2006-2007, speculative\nbuildings of 479,220 and 579,204 square feet, respectively, within the\nGateway Commerce Center development in Madison County. They control a\ntotal of 1,200 acres for development there. Panattoni completed\nLakeview Commerce Center II, a 540,000-square-foot building in Lakeview\nCommerce Center in Madison County, where they control a total of 600\nacres. First Industrial closed in August 2006 on 122 acres at Howard\nBend, a St. Louis County development.</p>\n<p>Expanding the user base necessary to support this scale of\ndevelopment brings formidable challenges, as evidenced by below average\nnet absorption for 2007 year-to-date. However, positive high-level\nindicators such as a steady stream of inquiries by site selection\nconsultants conducting multi-city comparison studies and increased\ninterest from national clients of large brokerage firms like Cushman\n&amp; Wakefield and CB Richard Ellis point toward increasing demand for\nSt. Louis locations. As we enter 2008, this practitioner is optimistic\nfor an active and exciting year &mdash;� and expects St. Louis to stretch\nthrough the growing pains inherent to becoming a major distribution\nhub.</p>\";s:11:\"field_id_24\";s:0:\"\";s:10:\"category_0\";s:2:\"13\";}'),(25,14,5,1,1206834452,'a:27:{s:9:\"weblog_id\";s:1:\"5\";s:8:\"entry_id\";s:2:\"14\";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:\"2008-03-29 01:43 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:\"1\";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:\"Electronic Sales? Not So Fast\";s:9:\"url_title\";s:28:\"electronic_sales_not_so_fast\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_20\";s:29:\"Electronic Sales? Not So Fast\";s:11:\"field_ft_20\";s:4:\"none\";s:11:\"field_id_25\";s:1:\"7\";s:11:\"field_id_21\";s:0:\"\";s:11:\"field_ft_21\";s:4:\"none\";s:11:\"field_id_22\";s:0:\"\";s:11:\"field_ft_22\";s:4:\"none\";s:11:\"field_id_23\";s:4628:\"<p>I\\\'m not overly old school or anti-technology by any means, so don\\\'t\nwrite me off before hearing me out. I must say though, there is a trend\ntaking place that gives a false sense of sales effectiveness. The\nemergence of e-commerce, personnel automation and use of e-mail as a\nprimary communication tool gives the impression that face-to-face human\ncontact isn\\\'t necessary any longer. I say, \\\"You\\\'re nuts!\\\"</p>\n<p>First, the cell phone began to replace face-to-face contact and now\ne-mail has even replaced voice-to-voice communication. The trend is\ndeveloping a generation of sales people that have difficulty with\npersonal meeting scenarios. More and more contractors use their\nBlackberries, laptops and fax machines as primary forms of\ncommunication. Now don\\\'t get me wrong, these are all viable\ncommunication sources in a support role. I just don\\\'t agree with using\nthem as your lead form of communication with a client or customer.</p>\n<p>How many times have you had an e-mail misinterpreted? Have you ever\nbeen questioned or confronted through e-mail? Ever had an e-mail\nforwarded without your consent? Are you faxing all your bids or price\nquotes? How about those automated receptionists? Tired of pressing 1\nfor \\\"English\\\"? Lastly, do you enjoy calling Pakistan to find out why\nyour PS3 is malfunctioning?</p>\n<p>Get ready folks. The backlash is coming. I\\\'m running into\ncontractors all over the country that are stepping back in time to get\nthe competitive edge. They\\\'re delivering their most desirable bids face\nto face; calling clients when it isn\\\'t related to a project just to say\n\\\"Hi\\\"; getting a true human receptionist to greet their calling\ncustomers; making time to pull away from their computers to get amongst\ntheir customer base. This is the wave of the future. I remember the\nday! Yes, the day when this was status quo. You cannot remove the human\nelement from the sales process. Machines do not invoke loyalty.\nTechnology neutralizes you as a source and pushes the issue towards\nprice. Your fax machine cannot handle objections.</p>\n<p>Contractors across the country whine about pricing pressure. When\nyou eliminate your uniqueness, when all bidders are faxing or e-mailing\nin quotes and you do business with people who can\\\'t pick you out in a\npolice line up, what do you expect? You bring far more to the sales\ndecision than you think. Have you ever bought a product because of a\nrelationship? Yup! How about your doctor, lawyer, barber, mechanic or\neven restaurateur? Firms pushing for more of a personal touch will\nbegin to unseat the price hawks driving prices down.</p>\n<p>I recently had a conversation with the president of a computer\ntechnologies firm. He couldn\\\'t understand why he was getting so much\nheat for his customer service reps. He wanted me to consider training\nthem. I was obviously interested and he said he could set up a webinar.\nA webinar! Why a webinar? He stated that all his customer service reps\nwere based in India. No wonder he was getting flack. Who likes calling\noverseas to talk to someone reading off a script. Some of you may not\nagree with me because you\\\'ve cut costs so much going to automation.\nHmmmm, how are those profit margins? Any decrease since you went\ntechno? Lose any long-term customers in the last year? It usually takes\nthat long before a good client gives up. Nope, all this technology is\nwonderful, except it was primarily developed by people who sit in a\ncubicle all day and never see the sun shine. Construction, of all\nindustries, is as outdoors as it gets. Technology can blind you to\nweaknesses.</p>\n<p>I\\\'m sure you love your website. Websites do play a role in directing\nyour customers to your sales effort. The problem is they can\\\'t sell for\nyou. You may say, \\\"We had 10 orders off our site this month!\\\" Well, how\nmany people chose not to do business with you after going to your site?\nNo idea eh? They may not find exactly what they\\\'re looking for there\nand move on. Hey, my job is to make you think and evaluate if you\\\'re\ndoing the best you can to reach your client base. How often are your\nsales contact people sitting in front of their computers? There\\\'s face\ntime right there. If you really want customer loyalty, higher margins,\nand new clients, put your sales people\\\'s faces in front of clients.\nSimply because technology progresses does not automatically warrant\ndispatch of traditional methodologies. If you incorporate true\nface-to-face contact in conjunction with technological support, the\nresults will be staggering. Take one step back to make two steps\nforward or press \\\"4\\\" if you\\\'re losing customers.</p>\";s:11:\"field_id_24\";s:0:\"\";s:10:\"category_0\";s:2:\"12\";}'),(26,8,3,1,1206834472,'a:22:{s:9:\"weblog_id\";s:1:\"3\";s:8:\"entry_id\";s:1:\"8\";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:\"2008-03-29 11:29 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:18:\"Reilly, J. Patrick\";s:9:\"url_title\";s:16:\"reilly_j_patrick\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_10\";s:6:\"Reilly\";s:11:\"field_ft_10\";s:4:\"none\";s:11:\"field_id_11\";s:10:\"J. Patrick\";s:11:\"field_ft_11\";s:4:\"none\";s:11:\"field_id_41\";s:4:\"SIOR\";s:11:\"field_ft_41\";s:4:\"none\";s:11:\"field_id_12\";s:690:\"<p>J. Patrick Reilly, SIOR, is a senior director with Gateway\nCommercial, a member of the Cushman &amp; Wakefield Alliance.\nHeadquartered in Washington, D.C., SIOR is a global professional\norganization that certifies commercial real estate service providers\nwith the exclusive SIOR designation. Individuals who earn the SIOR\ndesignation adhere to the highest levels of accountability and ethical\nstandards.. Today, there are 3,100 SIOR members in 480 markets in 20\ncountries. With 60 designated members, the St. Louis chapter is one of\nthe largest and most active SIOR chapters in the country. For more\ninformation, visit <a href=\\\"http://www.siorstlouis.com/\\\">www.siorstlouis.com.</a></p>\";}'),(27,15,5,1,1206834986,'a:27:{s:9:\"weblog_id\";s:1:\"5\";s:8:\"entry_id\";s:2:\"15\";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:\"2008-03-29 01:45 PM\";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:\"1\";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:\"Ready for Growth\";s:9:\"url_title\";s:16:\"ready_for_growth\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_20\";s:94:\"Ready for Growth -- St. Louis Industrial Market Seeks to Achieve Major Distribution Hub Status\";s:11:\"field_ft_20\";s:4:\"none\";s:11:\"field_id_25\";s:1:\"8\";s:11:\"field_id_21\";s:0:\"\";s:11:\"field_ft_21\";s:4:\"none\";s:11:\"field_id_22\";s:0:\"\";s:11:\"field_ft_22\";s:4:\"none\";s:11:\"field_id_23\";s:3193:\"<p>As 2007 comes to a close, the St. Louis industrial real estate\npractitioner community stands poised for an anticipated influx of\ndistribution users. An abundance of newly constructed speculative\nwarehouse space and developers with significant land positions stand\nready, and eager to introduce prospects to the positive factors of the\nSt. Louis market for their operations.</p>\n<p>The key factors that make St. Louis attractive mirror many of the\nideals recited by logistics executives and site selection consultants\nacross the business spectrum &mdash; availability of quality labor, proximity\nto population centers and quality transportation infrastructure.\nNational and local developers have sought to capitalize on these\nfactors in recent years, building and planning on a scale unprecedented\nin St. Louis.</p>\n<p>Year to date in 2007, 1.6 million square feet of space has been\ndelivered here, with another 1 million square feet under construction.\nIn 2006, 3.1 million square feet was brought to the market. This\ncompares to the region\\\'s five-year market average of 1.3 million square\nfeet. The average building size for this new supply for 2006-2007 is 76\npercent larger than the five-year average. Measure these statistics\nagainst average annual net absorption (the amount of vacant or\navailable space consumed by the market after accounting for new\nconstruction deliveries) of 950,000 square feet over the last five\nyears, and it becomes clear that the supply stakes have been raised to\ncompete with other major distribution hubs.</p>\n<p>Some of the best known names in the industrial development business\nare betting on St. Louis in this competition &mdash; Duke Realty, Trammell\nCrow Co., Panattoni and First Industrial, to name a few. Duke has begun\ndevelopment of its 500-acre Premier 370 development in suburban St.\nCharles County and just completed Lindbergh Distribution Center, a\n528,000-square-foot speculative building in St. Louis County. Trammell\nCrow completed Westway I and Westway III in 2006-2007, speculative\nbuildings of 479,220 and 579,204 square feet, respectively, within the\nGateway Commerce Center development in Madison County. They control a\ntotal of 1,200 acres for development there. Panattoni completed\nLakeview Commerce Center II, a 540,000-square-foot building in Lakeview\nCommerce Center in Madison County, where they control a total of 600\nacres. First Industrial closed in August 2006 on 122 acres at Howard\nBend, a St. Louis County development.</p>\n<p>Expanding the user base necessary to support this scale of\ndevelopment brings formidable challenges, as evidenced by below average\nnet absorption for 2007 year-to-date. However, positive high-level\nindicators such as a steady stream of inquiries by site selection\nconsultants conducting multi-city comparison studies and increased\ninterest from national clients of large brokerage firms like Cushman\n&amp; Wakefield and CB Richard Ellis point toward increasing demand for\nSt. Louis locations. As we enter 2008, this practitioner is optimistic\nfor an active and exciting year &mdash;� and expects St. Louis to stretch\nthrough the growing pains inherent to becoming a major distribution\nhub.</p>\";s:11:\"field_id_24\";s:0:\"\";s:10:\"category_0\";s:2:\"13\";}'),(28,16,5,1,1206835327,'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:\"2008-03-29 01:59 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:2:\"14\";}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:22:\"Complimentary Geometry\";s:9:\"url_title\";s:22:\"complimentary_geometry\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_20\";s:22:\"Complimentary Geometry\";s:11:\"field_ft_20\";s:4:\"none\";s:11:\"field_id_25\";s:0:\"\";s:11:\"field_id_21\";s:0:\"\";s:11:\"field_ft_21\";s:4:\"none\";s:11:\"field_id_22\";s:0:\"\";s:11:\"field_ft_22\";s:4:\"none\";s:11:\"field_id_23\";s:1087:\"<p></p>\n<table border=\\\"0\\\" cellpadding=\\\"0\\\" cellspacing=\\\"0\\\" style=\\\"height: 34px;\\\" width=\\\"62\\\">\n<tbody>\n<tr>\n<td></td>\n</tr>\n<tr>\n<td></td>\n</tr>\n</tbody>\n</table>\n<p>Pinnacle Entertainment says that its newest casino and luxury resort,\nLumi&eacute;re Place Casino and Hotels, is inspired by the Gateway Arch. The\nhotel, which had a scheduled opening of Dec. 19, rises nearly 300 feet\ninto the St. Louis skyline.</p>\n<p>The 19-story hotel tower accommodates 200 luxury guest rooms within\nits glass and steel walls, which are framed by a dramatic, illuminated\nlight box. This architectural feature will have a unique presence in\nthe skyline and will compliment the geometry of the nearby Arch.</p>\n<p>Pinnacle tapped the Las Vegas architecture firm responsible for the\nMirage and Bellagio. Marnell Corrao Associates utilized a cutting-edge\nglazing system, creating the light box effect.</p>\n<p>The light box is made possible by literally \\\"stitching\\\" the glass to\nthe concrete structure of the hotel, creating a sparkling effect\nreflecting in the sun and a bookend to the Arch.</p>\";s:11:\"field_id_24\";s:0:\"\";s:10:\"category_0\";s:2:\"14\";}'),(29,16,5,1,1206836093,'a:27:{s:9:\"weblog_id\";s:1:\"5\";s:8:\"entry_id\";s:2:\"16\";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:\"2008-03-29 01:59 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:2:\"14\";}s:9:\"author_id\";s:1:\"1\";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:22:\"Complimentary Geometry\";s:9:\"url_title\";s:22:\"complimentary_geometry\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_20\";s:22:\"Complimentary Geometry\";s:11:\"field_ft_20\";s:4:\"none\";s:11:\"field_id_25\";s:0:\"\";s:11:\"field_id_21\";s:0:\"\";s:11:\"field_ft_21\";s:4:\"none\";s:11:\"field_id_22\";s:0:\"\";s:11:\"field_ft_22\";s:4:\"none\";s:11:\"field_id_23\";s:917:\"<p>Pinnacle Entertainment says that its newest casino and luxury resort,\nLumi&eacute;re Place Casino and Hotels, is inspired by the Gateway Arch. The\nhotel, which had a scheduled opening of Dec. 19, rises nearly 300 feet\ninto the St. Louis skyline.</p>\n<p>The 19-story hotel tower accommodates 200 luxury guest rooms within\nits glass and steel walls, which are framed by a dramatic, illuminated\nlight box. This architectural feature will have a unique presence in\nthe skyline and will compliment the geometry of the nearby Arch.</p>\n<p>Pinnacle tapped the Las Vegas architecture firm responsible for the\nMirage and Bellagio. Marnell Corrao Associates utilized a cutting-edge\nglazing system, creating the light box effect.</p>\n<p>The light box is made possible by literally \\\"stitching\\\" the glass to\nthe concrete structure of the hotel, creating a sparkling effect\nreflecting in the sun and a bookend to the Arch.</p>\";s:11:\"field_id_24\";s:0:\"\";s:10:\"category_0\";s:2:\"14\";}'),(30,12,5,1,1206836415,'a:27:{s:9:\"weblog_id\";s:1:\"5\";s:8:\"entry_id\";s:2:\"12\";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:\"2008-03-29 01:34 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:1:\"9\";}s:9:\"author_id\";s:1:\"1\";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:52:\"Navigating the Complexities of Mixed-use Development\";s:9:\"url_title\";s:52:\"navigating_the_complexities_of_mixed_use_development\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_20\";s:52:\"Navigating the Complexities of Mixed-use Development\";s:11:\"field_ft_20\";s:4:\"none\";s:11:\"field_id_25\";s:1:\"5\";s:11:\"field_id_21\";s:0:\"\";s:11:\"field_ft_21\";s:4:\"none\";s:11:\"field_id_22\";s:0:\"\";s:11:\"field_ft_22\";s:4:\"none\";s:11:\"field_id_23\";s:5952:\"<p>During the last two decades the number of mixed-use developments has\nincreased significantly and isn\\\'t showing signs of slowing down.\nDescribed as an environment where a person can live, work and play, a\ntypical mixed-use project consists of ground floor retail with either\nhousing or office space above. Other mixed-use projects include entire\nneighborhoods where different uses are mixed together in close\nproximity. In any event, mixed-use development remains extremely\ncomplicated. The developer must balance what may be conflicting uses\nand priorities. Before a developer considers tackling a mixed-use\ndevelopment, he or she should carefully consider the entirety of the\nproject.</p>\n<h2>The Challenges</h2>\n<p>Many challenges confront the developer of a mixed-use project,\nincluding added complexity due to the multiple uses, restrictive zoning\ncodes, increased construction costs, difficult-to-obtain financing and\na lack of suitable locations. The first step a developer needs to take\nis crafting a plan with the assistance of a development team. Members\nof the team will change throughout the process, but at any given time,\nthe team may include potential partners and investors, attorneys,\npublic agencies, architects, engineers, contractors, lenders and\ntenants.</p>\n<p>The developer must focus on finding the right location and gaining\ncontrol of the property. Uses must not only be internally compatible,\nbut must also be compatible with the surrounding area. Obtaining the\napprovals required for a mixed-use project will be challenging for the\ndeveloper. A change in zoning, which is a time consuming process, will\nbe required, and will most likely draw heated opposition from nearby\nand surrounding property owners. Purchase contracts must contemplate\nand provide sufficient time to satisfy the contingencies upon which the\ndevelopment is dependent. These contingencies include, without\nlimitation, acquisition of other parcels, zoning and site plan approval\nand financing. If the project requires an assemblage of multiple\nparcels and the developer contemplates using eminent domain to acquire\nany such parcels, it must be cognizant of the mandates and constraints\nimposed by applicable laws. The Missouri legislature recently amended\nMissouri\\\'s condemnation law to add premiums to the price to be paid for\ncondemned properties, which have been owned by the same family for more\nthan 50 years and/or constitute principal residences, and to increase\nrelocation benefits. Further, the use of eminent domain to acquire\nproperty for private use has come under scrutiny, and Missouri law now\nprohibits its use for \\\"solely economic development purposes.\\\" Eminent\ndomain is available to acquire blighted or conservation areas, but what\nconstitutes \\\"blight\\\" is subject to interpretation and if judicially\nchallenged, will significantly delay and increase the cost of the\nproject.</p>\n<p>&nbsp;</p>\n<h2>Finding the Funds</h2>\n<p>&nbsp;</p>\n<p>Mixed-use developments are costly to develop, and in all likelihood,\nwill require road and utility work and significant infrastructure\nexpenditures. Banks may be reluctant to accept the exposure inherent by\nthe size and scope of such developments, and financial incentives such\nas tax breaks and bond financing are often required. Public assistance\nfor mixed-use projects is often provided under one or more of the\nfollowing Missouri statutes: the Property Tax Increment Allocation\nRedevelopment Act (TIF), which authorizes the use of incremental real\nproperty and sales tax revenues to fund redevelopment project costs;\nthe Transportation Development District Act (TDD), which authorizes the\nimposition of sales taxes, property taxes and/or special assessments to\nfund transportation-related improvements; and the Community Improvement\nDistrict Act (CID), which authorizes the imposition of sales taxes,\nproperty taxes and/ or special assessments to fund community-related\npublic improvements and services. To get public assistance, the\ndeveloper will need to endure the administrative process, which entails\nparticipation in public hearings and encourages the expression of\npublic opinion and sentiment, which is often critical.</p>\n<p>Whether public or private financing is used, the availability of\nfunds will depend on there being sufficient presales and/or leasing. A\nmixed-use commercial lease is complex. It is the developer\\\'s job to\nlook at surrounding uses and determine what the market can withstand.\nThe developer must also consider what uses would be marketable and\nfinancially feasible. It is important to remember that although the\nlease is with the developer, the maintenance and governance of the\ncommon areas of the project may be turned over to a condominium or\nhomeowners association, and that not all users get along. Residential,\nretail, and office users compete for parking; retailers complain about\nsupport columns that are essential in multistory buildings, but\ninterfere with their open store formats; and residents complain about\nnoise from delivery trucks. For a mixed-use project to succeed,\narchitectural controls must be adopted, and the responsibility for\nmaintaining and operating the common areas of the development must be\nequitably allocated amongst the users. Each must pay their respective\nshare. Further, each user must be reasonably assured that its use will\nnot be interrupted or adversely affected by the use or change in use of\nother parcels in the development.</p>\n<p>As a result of such complexities and challenges, mixed-use\ndevelopments take time and have significant front-end costs for site\ncontrol, market and feasibility studies, planning, design, engineering,\nlegal and other professional fees, all of which are at risk if the\nproject is not ultimately approved. However, for developers with the\nstamina to survive the process, mixed-use developments can be an\nefficient and effective use of land, and a huge success for the\ncommunity.</p>\";s:11:\"field_id_24\";s:0:\"\";s:10:\"category_0\";s:1:\"9\";}'),(31,12,5,1,1206836585,'a:27:{s:9:\"weblog_id\";s:1:\"5\";s:8:\"entry_id\";s:2:\"12\";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:\"2008-03-29 01:34 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:1:\"9\";}s:9:\"author_id\";s:1:\"1\";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:52:\"Navigating the Complexities of Mixed-use Development\";s:9:\"url_title\";s:52:\"navigating_the_complexities_of_mixed_use_development\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_20\";s:52:\"Navigating the Complexities of Mixed-use Development\";s:11:\"field_ft_20\";s:4:\"none\";s:11:\"field_id_25\";s:1:\"5\";s:11:\"field_id_21\";s:0:\"\";s:11:\"field_ft_21\";s:4:\"none\";s:11:\"field_id_22\";s:0:\"\";s:11:\"field_ft_22\";s:4:\"none\";s:11:\"field_id_23\";s:5924:\"<p>During the last two decades the number of mixed-use developments has\nincreased significantly and isn\\\'t showing signs of slowing down.\nDescribed as an environment where a person can live, work and play, a\ntypical mixed-use project consists of ground floor retail with either\nhousing or office space above. Other mixed-use projects include entire\nneighborhoods where different uses are mixed together in close\nproximity. In any event, mixed-use development remains extremely\ncomplicated. The developer must balance what may be conflicting uses\nand priorities. Before a developer considers tackling a mixed-use\ndevelopment, he or she should carefully consider the entirety of the\nproject.</p>\n<h2>The Challenges</h2>\n<p>Many challenges confront the developer of a mixed-use project,\nincluding added complexity due to the multiple uses, restrictive zoning\ncodes, increased construction costs, difficult-to-obtain financing and\na lack of suitable locations. The first step a developer needs to take\nis crafting a plan with the assistance of a development team. Members\nof the team will change throughout the process, but at any given time,\nthe team may include potential partners and investors, attorneys,\npublic agencies, architects, engineers, contractors, lenders and\ntenants.</p>\n<p>The developer must focus on finding the right location and gaining\ncontrol of the property. Uses must not only be internally compatible,\nbut must also be compatible with the surrounding area. Obtaining the\napprovals required for a mixed-use project will be challenging for the\ndeveloper. A change in zoning, which is a time consuming process, will\nbe required, and will most likely draw heated opposition from nearby\nand surrounding property owners. Purchase contracts must contemplate\nand provide sufficient time to satisfy the contingencies upon which the\ndevelopment is dependent. These contingencies include, without\nlimitation, acquisition of other parcels, zoning and site plan approval\nand financing. If the project requires an assemblage of multiple\nparcels and the developer contemplates using eminent domain to acquire\nany such parcels, it must be cognizant of the mandates and constraints\nimposed by applicable laws. The Missouri legislature recently amended\nMissouri\\\'s condemnation law to add premiums to the price to be paid for\ncondemned properties, which have been owned by the same family for more\nthan 50 years and/or constitute principal residences, and to increase\nrelocation benefits. Further, the use of eminent domain to acquire\nproperty for private use has come under scrutiny, and Missouri law now\nprohibits its use for \\\"solely economic development purposes.\\\" Eminent\ndomain is available to acquire blighted or conservation areas, but what\nconstitutes \\\"blight\\\" is subject to interpretation and if judicially\nchallenged, will significantly delay and increase the cost of the\nproject.</p>\n<h2>Finding the Funds</h2>\n<p>Mixed-use developments are costly to develop, and in all likelihood,\nwill require road and utility work and significant infrastructure\nexpenditures. Banks may be reluctant to accept the exposure inherent by\nthe size and scope of such developments, and financial incentives such\nas tax breaks and bond financing are often required. Public assistance\nfor mixed-use projects is often provided under one or more of the\nfollowing Missouri statutes: the Property Tax Increment Allocation\nRedevelopment Act (TIF), which authorizes the use of incremental real\nproperty and sales tax revenues to fund redevelopment project costs;\nthe Transportation Development District Act (TDD), which authorizes the\nimposition of sales taxes, property taxes and/or special assessments to\nfund transportation-related improvements; and the Community Improvement\nDistrict Act (CID), which authorizes the imposition of sales taxes,\nproperty taxes and/ or special assessments to fund community-related\npublic improvements and services. To get public assistance, the\ndeveloper will need to endure the administrative process, which entails\nparticipation in public hearings and encourages the expression of\npublic opinion and sentiment, which is often critical.</p>\n<p>Whether public or private financing is used, the availability of\nfunds will depend on there being sufficient presales and/or leasing. A\nmixed-use commercial lease is complex. It is the developer\\\'s job to\nlook at surrounding uses and determine what the market can withstand.\nThe developer must also consider what uses would be marketable and\nfinancially feasible. It is important to remember that although the\nlease is with the developer, the maintenance and governance of the\ncommon areas of the project may be turned over to a condominium or\nhomeowners association, and that not all users get along. Residential,\nretail, and office users compete for parking; retailers complain about\nsupport columns that are essential in multistory buildings, but\ninterfere with their open store formats; and residents complain about\nnoise from delivery trucks. For a mixed-use project to succeed,\narchitectural controls must be adopted, and the responsibility for\nmaintaining and operating the common areas of the development must be\nequitably allocated amongst the users. Each must pay their respective\nshare. Further, each user must be reasonably assured that its use will\nnot be interrupted or adversely affected by the use or change in use of\nother parcels in the development.</p>\n<p>As a result of such complexities and challenges, mixed-use\ndevelopments take time and have significant front-end costs for site\ncontrol, market and feasibility studies, planning, design, engineering,\nlegal and other professional fees, all of which are at risk if the\nproject is not ultimately approved. However, for developers with the\nstamina to survive the process, mixed-use developments can be an\nefficient and effective use of land, and a huge success for the\ncommunity.</p>\";s:11:\"field_id_24\";s:0:\"\";s:10:\"category_0\";s:1:\"9\";}'),(32,17,4,1,1206853719,'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:\"2008-02-17 07:07 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:49:\"Industry Leaders Reject Ban on Affirmative Action\";s:9:\"url_title\";s:49:\"industry_leaders_reject_ban_on_affirmative_action\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_26\";s:49:\"Industry Leaders Reject Ban on Affirmative Action\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:1:\"9\";s:11:\"field_id_27\";s:0:\"\";s:11:\"field_ft_27\";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:7407:\"<p>St. Louis area construction industry leaders are distancing themselves\nfrom a controversial state ballot initiative in the wake of charges\nthat contractors are behind the effort to ban affirmative action in\nMissouri.</p>\n<p>\\\"That is not what we are about,\\\" AGC (Associated General\nContractors) of St. Louis Chairperson Tracy Hart said, referring the\nself-styled \\\"Missouri Civil Rights Initiative,\\\" an affirmative action\nban promoted by Californian Ward Connerly. \\\"We have to continue\ndiversity efforts,\\\" she said. \\\"We need more people in our industry.\\\"\nHart also is president of Tarlton Corp., one of the largest general\ncontracting companies in St. Louis.</p>\n<p>An expose in the winter issue of <em>Ms.</em> magazine alleged that\nlarge contracting companies are the driving force behind Connerly\\\'s\nefforts to ban affirmative action in Missouri, Arizona, Colorado,\nNebraska, and Oklahoma. The magazine\\\'s press release stated that\nConnerly has ties to \\\"the good ole boys network of big contractors that\nwant to shut out women- and minority-owned businesses from competing\nfor government contracts.\\\"</p>\n<p>Connerly first managed a successful state ballot initiative against\naffirmative action in California in 1996, and later followed that up\nwith successful campaigns in Washington state and Michigan. According\nto <em>Ms.</em> Executive Editor Katherine Spillar, early significant seed money for\nthe California campaign came from such construction-industry\norganizations as the Construction Industry Advancement Fund of the AGC\nof California and the California Construction Advancement Program.\nIndeed, at the time, Connerly actually administered those funds, said\nSpillar. Contractors and their organizations ended up contributing\nabout one-sixth of the money Connerly raised for the ballot initiative\nin California, Spillar said, \\\"but they were the big, early boosters.\\\"</p>\n<p>According to <em>Ms.</em>, California\\\'s passage of an affirmative\naction ban was devastating for women- and minority-owned contracting\ncompanies in that state. The article cites a study by the Thelton E.\nHenderson Center for Social Justice at the University of California,\nBerkeley School of Law that concluded that the affirmative action ban\nchopped the caused women- and minority-owned contractor\\\'s share of\nstate department of transportation contracts to fall from 27.7 percent\nto 8.2 percent. Spillar noted that Sacramento-based Granite\nConstruction Inc., which is the largest partner in the joint venture\nteam rebuilding I-64 in St. Louis, long has been active on the AGC\\\'s\nliaison committee with Caltrans, as California\\\'s transportation\ndepartment is called. She added that Granite Construction has ties to\nConnerly through the industry funds he used to run. A call to the\ncorporate communications director at Granite\\\'s Sacramento headquarters\ndid not net a response.</p>\n<p>It is the California experience that forms the basis for the\nmagazine\\\'s allegation that big contractors are behind the push to ban\naffirmative action in Missouri in order to shut out women- and\nminority-owned contractors. Spillar said that Connerly and his American\nCivil Rights Coalition corporation have not yet had to release the\nnames of any of the contributors the Missouri Civil Rights Initiative.\nThe honorary chairman of the Missouri Civil Rights Initiative, however,\nis John Uhlmann, a resident of Shawnee Mission, KS. Uhlmann owns a\ngrocery products company that is based in Kansas City, MO, and an\nadvertising company that specializes in producing ads for conservative\ncauses.</p>\n<p>Local construction leaders say Missouri in 2008 is not California in 1996.</p>\n<p>\\\"We are not involved\\\" in Connerly\\\'s petition, said Jay\nSchultehenrich, executive director of the SITE Improvement Association.\nSITE has a highway and bridge division that represents most of the\nmajor road and bridge contractors in eastern Missouri.</p>\n<p>\\\"We are not for that initiative at all,\\\" said Jim LaMantia,\nexecutive director of PRIDE of St. Louis, a tripartite group that\nincludes representatives of major construction companies, construction\nworker unions, and major users of construction services. The last group\nincludes public agencies and large corporations such as Anheuser-Busch\nand Monsanto. \\\"We know affirmative action is needed,\\\" he added. \\\"We\ndon\\\'t have a meeting without talking about it.\\\"</p>\n<p>LaMantia pointed out that PRIDE is in the second year of a four-year\ncontract with the Missouri Department of Transportation to provide a\ntraining and employment program for minorities in conjunction with the\nrebuilding of I-64. Spillar said such a program could become illegal if\nthe ban on affirmative action passed. The ban in California, she said,\nhas been interpreted to mean that government agencies may not even\nreport statistics by race and gender. \\\"Wherever this petition is coming\nfrom, it is not from any group in PRIDE,\\\" LaMantia said.</p>\n<p>Labor and corporate groups in general are lining up against the\nballot initiative to ban affirmation action. The Kansas City Chamber of\nCommerce issued a condemnation of the petition on February 11, 2008.\nTwo days later, the St. Louis Regional Chamber and Growth Association\nand the Greater St. Louis Building and Construction Trades Council both\nannounced their membership in a statewide effort to defeat the\ninitiative petition and protect diversity, called the We Can Coalition</p>\n<p>Richard Fleming, president and CEO of the Regional Chamber and\nGrowth Association, said, \\\"The region\\\'s business leadership opposes\nattempts to weaken or ban proven policies that promote diversity.\\\" A\nban on affirmative action, he said, would weaken economic development\nefforts by sending the message to corporations and young workers that\n\\\"we do not welcome talent.\\\"</p>\n<p>Jerry Feldhaus, executive secretary-treasurer of the Building and\nConstruction Trades Council, said passage of the initiative petition\n\\\"would destroy all the efforts the building trades and contractors are\nmaking to create opportunities for minorities and women in the\nconstruction industry.\\\" He acknowledged that in the past the industry\nhad problems accepting women and minorities -- 40 years ago,\nconstruction unions went on strike against the federal government\\\'s\nfirst affirmative action order, which applied to the construction of\nthe Arch monument -- but those problems a re \\\"long gone,\\\" he said.\n\\\"With the dramatic need we face for construction workers in the future,\nall efforts to recruit workers are helpful, and affirmative action is\nan important part of that,\\\" he said. Terry Nelson, executive\nsecretary-treasurer of the Carpenters District Council of Greater St.\nLouis, which is not part of the AFL-CIO, also opposes the proposed ban.\n\\\"It is not good for our industry or for minorities or for women,\\\" he\nsaid.</p>\n<p>According to LaMantia, the widespread opposition to the ban is\nunderstandable. At a time when unions and contractors \\\"are bending over\nbackwards to do the right thing\\\" in order to attract women and\nminorities to an industry that desperately needs people, the proposal\nto ban affirmative action \\\"is not helpful,\\\" he said.</p>\n<p>\\\"Personally, I think this (the proposed ban) is really unfortunate,\\\"\nHart added, but she is hopeful that it will fail. \\\"I can\\\'t imagine this\ncommunity not wanting to stay the course (for diversity),\\\" she said.</p>\";s:11:\"field_id_30\";s:225:\"<p>St. Louis area construction industry leaders are distancing themselves\nfrom a controversial state ballot initiative in the wake of charges\nthat contractors are behind the effort to ban affirmative action in\nMissouri...</p>\";s:10:\"category_0\";s:1:\"4\";}'),(33,18,4,1,1206855120,'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:\"2008-02-17 07:20 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:45:\"Construction Starts Weaken Further in January\";s:9:\"url_title\";s:45:\"construction_starts_weaken_further_in_january\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_26\";s:45:\"Construction Starts Weaken Further in January\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_27\";s:0:\"\";s:11:\"field_ft_27\";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:2362:\"<p>Reed Construction Data announced today that the value of construction\nstarts in January 2008, excluding residential contracts, totaled\n$21.347 billion, down 13.1 percent from January 2007 and 8.0 percent\nbelow December. Monthly starts totals have been ebbing since October of\nlast year, although starts increased 10.6 percent in full-year 2007\nversus full-year 2006.</p>\n<p>Reed Construction Data expects starts to be slightly lower into the\nsummer and then recover to keep the 2008 total close to the 2007 total.\nCommercial building starts will be the most impacted by the abrupt\nslowdown in Gross Domestic Product (GDP) in the first half of 2008.</p>\n<p>The starts estimates are a summary from Reed Construction Data\\\'s\nproject database. Unreported contract values were estimated using\nRSMeans\\\' building cost models.</p>\n<p>The only significant increases in January were for military\nfacilities, parking garages and hotels. These are not expected to be\npersistent trends. Monthly starts are quite volatile in these three\nsmall markets. The surge in hotel starts follows three weak monthly\nstarts totals which are more indicative of 2008 trends. Both leisure\nand business travel are extremely sensitive to income and are expected\nto weaken more than the balance of the economy in the coming months.</p>\n<p>Commercial starts decreased 15 percent versus December, offsetting a\nlarge gain the previous month. January starts were marginally below the\nOctober-January average. However, office starts fell 34 percent from\nDecember to the lowest total in nearly two years. Developers have\nbecome nervous about 2008 space demand. The financial industry,\nentirely office-based, has shed 100,000 jobs since employment peaked in\nDecember 2006.</p>\n<p>Institutional building starts dropped 3 percent month to month in\nJanuary, but remained 8 percent above last January. However, the year\nto year change is 6 percent, ignoring the volatile military facilities\nmarket. The large education and health care sectors are both weakening.\nStarts of public safety buildings and cultural/religious facilities\nhave not declined.</p>\n<p>Construction starts for heavy/engineering projects declined 13\npercent from last January, including the 2 percent decline from\nDecember. An $800 million decline in miscellaneous projects was offset\nby a similar rise in new highway projects.</p>\";s:11:\"field_id_30\";s:228:\"<p>Reed Construction Data announced today that the value of construction\nstarts in January 2008, excluding residential contracts, totaled\n$21.347 billion, down 13.1 percent from January 2007 and 8.0 percent\nbelow December...</p>\";s:10:\"category_0\";s:1:\"4\";}'),(34,19,3,1,1206855146,'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:\"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:\"2008-03-29 07:32 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:5:\"title\";s:12:\"Haughey, Jim\";s:9:\"url_title\";s:11:\"haughey_jim\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_10\";s:7:\"Haughey\";s:11:\"field_ft_10\";s:4:\"none\";s:11:\"field_id_11\";s:3:\"Jim\";s:11:\"field_ft_11\";s:4:\"none\";s:11:\"field_id_41\";s:0:\"\";s:11:\"field_ft_41\";s:4:\"none\";s:11:\"field_id_12\";s:0:\"\";}'),(35,18,4,1,1206855167,'a:33:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:2:\"18\";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:\"2008-02-17 07:20 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: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:\"Construction Starts Weaken Further in January\";s:9:\"url_title\";s:45:\"construction_starts_weaken_further_in_january\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_26\";s:45:\"Construction Starts Weaken Further in January\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:2:\"19\";s:11:\"field_id_27\";s:0:\"\";s:11:\"field_ft_27\";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:2362:\"<p>Reed Construction Data announced today that the value of construction\nstarts in January 2008, excluding residential contracts, totaled\n$21.347 billion, down 13.1 percent from January 2007 and 8.0 percent\nbelow December. Monthly starts totals have been ebbing since October of\nlast year, although starts increased 10.6 percent in full-year 2007\nversus full-year 2006.</p>\n<p>Reed Construction Data expects starts to be slightly lower into the\nsummer and then recover to keep the 2008 total close to the 2007 total.\nCommercial building starts will be the most impacted by the abrupt\nslowdown in Gross Domestic Product (GDP) in the first half of 2008.</p>\n<p>The starts estimates are a summary from Reed Construction Data\\\'s\nproject database. Unreported contract values were estimated using\nRSMeans\\\' building cost models.</p>\n<p>The only significant increases in January were for military\nfacilities, parking garages and hotels. These are not expected to be\npersistent trends. Monthly starts are quite volatile in these three\nsmall markets. The surge in hotel starts follows three weak monthly\nstarts totals which are more indicative of 2008 trends. Both leisure\nand business travel are extremely sensitive to income and are expected\nto weaken more than the balance of the economy in the coming months.</p>\n<p>Commercial starts decreased 15 percent versus December, offsetting a\nlarge gain the previous month. January starts were marginally below the\nOctober-January average. However, office starts fell 34 percent from\nDecember to the lowest total in nearly two years. Developers have\nbecome nervous about 2008 space demand. The financial industry,\nentirely office-based, has shed 100,000 jobs since employment peaked in\nDecember 2006.</p>\n<p>Institutional building starts dropped 3 percent month to month in\nJanuary, but remained 8 percent above last January. However, the year\nto year change is 6 percent, ignoring the volatile military facilities\nmarket. The large education and health care sectors are both weakening.\nStarts of public safety buildings and cultural/religious facilities\nhave not declined.</p>\n<p>Construction starts for heavy/engineering projects declined 13\npercent from last January, including the 2 percent decline from\nDecember. An $800 million decline in miscellaneous projects was offset\nby a similar rise in new highway projects.</p>\";s:11:\"field_id_30\";s:228:\"<p>Reed Construction Data announced today that the value of construction\nstarts in January 2008, excluding residential contracts, totaled\n$21.347 billion, down 13.1 percent from January 2007 and 8.0 percent\nbelow December...</p>\";s:10:\"category_0\";s:1:\"4\";}'),(36,20,4,1,1206856103,'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:\"2008-02-14 07:36 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:46:\"MHTC awards local projects at February meeting\";s:9:\"url_title\";s:46:\"mhtc_awards_local_projects_at_february_meeting\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_26\";s:46:\"MHTC awards local projects at February meeting\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_27\";s:0:\"\";s:11:\"field_ft_27\";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:3123:\"<p>The Missouri Highways and Transportation Commission (MHTC) awarded\nseveral St. Louis project at its February 6 meeting. Approximately $\n7.5 million was awarded to contractors for various roadway improvement\nprojects. All contracts were awarded to the lowest bidder. The projects\ninclude:</p>\n<ul>\n<li><strong>Route 141 at Route 21:</strong> Repairing a landslide on Route 141 at\nRoute 21. This project was awarded to Jokerst Paving and Contracting\nCompany (Festus, MO) for $33,389.65. <em>This project is expected to begin in May 2008 and should be complete by August 2008.</em></li>\n<li><strong> Route 61 over Joachim Creek:</strong> Bridge improvements on Route\n61 over Joachim Creek. This project was awarded to Thomas Industrial\nCoatings (Pevely, MO) for $660,000. <em>This project is expected to begin in March 2008 and should be complete by July 2008.</em></li>\n<li><strong>Various sections of Route 100 and Route 50:</strong> Pavement\ntreatment on Route 100 from one mile west of St. Louis County line to\nRoute T and Route 50 from east of Gerald to Route 47 South in Union and\nRoute 47 from Miller Drive to Commercial Avenue in St. Clair. This\nproject was awarded to Pace Construction (St. Louis, MO) for\n$3,404,000. <em>This project is expected to begin in March 2008 and should be complete by November 2008.</em></li>\n<li><strong> Route 100 at 0.5 mile east of Route 185 at Little Boeuf Creek:</strong> Replacing the bridge on Route 100 east of Route 185. This project was\nawarded to Pace Construction (St. Louis, MO) for $910,000. <em>This project began in February 2008 and is should be complete by November 2008.</em></li>\n<li><strong>Route 30 at Little Brennan Road:</strong> Adding left turn lanes for\neastbound and westbound Route 30, and extending the box culvert and\nupgrading the signals. This project was awarded to L. Krupp\nConstruction (Ellisville, MO) for $1,079,561.79. <em>This project is expected to begin in March 2008 and should be complete by October 2008.</em></li>\n<li><strong>Various sections of Route 141 and Route 21:</strong> Pavement\ntreatment on Route 141 from north of Route 30 and north of Route HH to\nnorth of Ladue Farm Road and Route 21 from the Meramec River to 1 mile\nsouth of Route 141. This project was awarded to N.B. West Contracting\n(Brentwood, MO) for $1,263,993.15. <em>This project is expected to begin in March 2008 and should be complete by November 2008.</em></li>\n<li><strong>Various locations around St. Louis County:</strong> Mowing and\ntrimming right of way at Interstate 270 from Big Bend to Interstate 55\nto the Mississippi River, Interstate 44 from the Meramec River to the\nRiver Des Peres, and Interstate 55 from Butler Hill Road to Weber Road.\nThis project was awarded to Munie Outdoor Services (Caseyville, IL) for\n$121,772.30. <em>This project was awarded as a one-year contract.</em></li>\n<li><strong>Interstate 55 from Route 30 (Gravois Avenue) to Weber Road:</strong> Mowing and trimming of right of way. This project was awarded to A.U. Innovative Lawns (Mehlville, MO) for $43,860. <em>This project was awarded as a one-year contract.</em></li>\n</ul>\";s:11:\"field_id_30\";s:225:\"<p>The Missouri Highways and Transportation Commission (MHTC) awarded\nseveral St. Louis project at its February 6 meeting. Approximately $\n7.5 million was awarded to contractors for various roadway improvement\nprojects...</p>\";s:10:\"category_0\";s:1:\"4\";}'),(37,21,4,1,1206856318,'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:\"2008-02-17 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:\"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:34:\"Negwer Adds New Materials Division\";s:9:\"url_title\";s:34:\"negwer_adds_new_materials_division\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_26\";s:34:\"Negwer Adds New Materials Division\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_27\";s:0:\"\";s:11:\"field_ft_27\";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:2043:\"<p>Negwer Materials Inc. has created NM Specialties, a new division that\noffers a one-stop shop for CSI Division 10 specialty products such as\ntoilet compartments, bumper guards, protective wall coverings and fire\nprotection specialties.</p>\n<p>\\\"We are launching NM Specialties specifically to meet the product\nneeds of our clients,\\\" said Pete Wilhelms, vice president of marketing\nand product development. \\\"We now offer a complete list of products for\nan entire commercialbuilding project and continue to offer a\nknowledgeable staff that is available to help our clients every step of\nthe way.We\\\'ve also named Julie Davis as our lead for the division. With\nher 13 years of experience working with specialtyproducts, we are\nconfident she will be a knowledgeable resource for our clients.\\\"</p>\n<p>Based in St. Louis, Davis was an integral part of starting up NM\nSpecialties. She also is responsible for inventory,managing stock lists\nand bidding items for the new division. She previously served as the\nowner of A Perfect FiPromotional Products, where she handled the\nday-to-day operations, including sales, customer service,\npurchasing,bookkeeping and production.</p>\n<p>\\\"Julie is a great fit to manage NM Specialties,\\\" said Wilhelms. \\\"She\nknows the specialty products industry very well and has the commitment\nto customer service upon which our customers rely.\\\"</p>\n<p>For more information on the new division, visit www.negwer.com/Products/ or contact Julie Davis at 314.552.0579.</p>\n<p>Founded in 1924, Negwer Materials Inc. supplies building materials\nto general contractors, architects and specialty contractors. Products\ninclude acoustical systems; doors, frames and hardware; exterior wall\nsystems; fasteners and tools; interior wall systems and light gauge\nsteel trusses. Divisions include NMI Associates and Negwer Door\nSystems. Headquartered in St. Louis, Negwer operates 14 locations\nthroughout Missouri, central Illinois and Arkansas. For more\ninformation, visit <a href=\\\"http://www.negwer.com/\\\">www.negwer.com.</a></p>\";s:11:\"field_id_30\";s:141:\"<p>Negwer Materials Inc. has created NM Specialties, a new division that\noffers a one-stop shop for CSI Division 10 specialty products...</p>\";s:10:\"category_0\";s:1:\"6\";}'),(38,20,4,1,1206856690,'a:34:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:2:\"20\";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:\"2008-02-14 07:36 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: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:46:\"MHTC awards local projects at February meeting\";s:9:\"url_title\";s:46:\"mhtc_awards_local_projects_at_february_meeting\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_26\";s:46:\"MHTC awards local projects at February meeting\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_27\";s:0:\"\";s:11:\"field_ft_27\";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:3123:\"<p>The Missouri Highways and Transportation Commission (MHTC) awarded\nseveral St. Louis project at its February 6 meeting. Approximately $\n7.5 million was awarded to contractors for various roadway improvement\nprojects. All contracts were awarded to the lowest bidder. The projects\ninclude:</p>\n<ul>\n<li><strong>Route 141 at Route 21:</strong> Repairing a landslide on Route 141 at\nRoute 21. This project was awarded to Jokerst Paving and Contracting\nCompany (Festus, MO) for $33,389.65. <em>This project is expected to begin in May 2008 and should be complete by August 2008.</em></li>\n<li><strong> Route 61 over Joachim Creek:</strong> Bridge improvements on Route\n61 over Joachim Creek. This project was awarded to Thomas Industrial\nCoatings (Pevely, MO) for $660,000. <em>This project is expected to begin in March 2008 and should be complete by July 2008.</em></li>\n<li><strong>Various sections of Route 100 and Route 50:</strong> Pavement\ntreatment on Route 100 from one mile west of St. Louis County line to\nRoute T and Route 50 from east of Gerald to Route 47 South in Union and\nRoute 47 from Miller Drive to Commercial Avenue in St. Clair. This\nproject was awarded to Pace Construction (St. Louis, MO) for\n$3,404,000. <em>This project is expected to begin in March 2008 and should be complete by November 2008.</em></li>\n<li><strong> Route 100 at 0.5 mile east of Route 185 at Little Boeuf Creek:</strong> Replacing the bridge on Route 100 east of Route 185. This project was\nawarded to Pace Construction (St. Louis, MO) for $910,000. <em>This project began in February 2008 and is should be complete by November 2008.</em></li>\n<li><strong>Route 30 at Little Brennan Road:</strong> Adding left turn lanes for\neastbound and westbound Route 30, and extending the box culvert and\nupgrading the signals. This project was awarded to L. Krupp\nConstruction (Ellisville, MO) for $1,079,561.79. <em>This project is expected to begin in March 2008 and should be complete by October 2008.</em></li>\n<li><strong>Various sections of Route 141 and Route 21:</strong> Pavement\ntreatment on Route 141 from north of Route 30 and north of Route HH to\nnorth of Ladue Farm Road and Route 21 from the Meramec River to 1 mile\nsouth of Route 141. This project was awarded to N.B. West Contracting\n(Brentwood, MO) for $1,263,993.15. <em>This project is expected to begin in March 2008 and should be complete by November 2008.</em></li>\n<li><strong>Various locations around St. Louis County:</strong> Mowing and\ntrimming right of way at Interstate 270 from Big Bend to Interstate 55\nto the Mississippi River, Interstate 44 from the Meramec River to the\nRiver Des Peres, and Interstate 55 from Butler Hill Road to Weber Road.\nThis project was awarded to Munie Outdoor Services (Caseyville, IL) for\n$121,772.30. <em>This project was awarded as a one-year contract.</em></li>\n<li><strong>Interstate 55 from Route 30 (Gravois Avenue) to Weber Road:</strong> Mowing and trimming of right of way. This project was awarded to A.U. Innovative Lawns (Mehlville, MO) for $43,860. <em>This project was awarded as a one-year contract.</em></li>\n</ul>\";s:11:\"field_id_30\";s:217:\"The Missouri Highways and Transportation Commission (MHTC) awarded several St. Louis project at its February 6 meeting. Approximately $7.5 million was awarded to contractors for various roadway improvement projects...\";s:11:\"field_ft_30\";s:0:\"\";s:10:\"category_0\";s:1:\"4\";}'),(39,17,4,1,1206856723,'a:34:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:2:\"17\";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:\"2008-02-17 07:07 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: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:49:\"Industry Leaders Reject Ban on Affirmative Action\";s:9:\"url_title\";s:49:\"industry_leaders_reject_ban_on_affirmative_action\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_26\";s:49:\"Industry Leaders Reject Ban on Affirmative Action\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:1:\"9\";s:11:\"field_id_27\";s:0:\"\";s:11:\"field_ft_27\";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:7407:\"<p>St. Louis area construction industry leaders are distancing themselves\nfrom a controversial state ballot initiative in the wake of charges\nthat contractors are behind the effort to ban affirmative action in\nMissouri.</p>\n<p>\\\"That is not what we are about,\\\" AGC (Associated General\nContractors) of St. Louis Chairperson Tracy Hart said, referring the\nself-styled \\\"Missouri Civil Rights Initiative,\\\" an affirmative action\nban promoted by Californian Ward Connerly. \\\"We have to continue\ndiversity efforts,\\\" she said. \\\"We need more people in our industry.\\\"\nHart also is president of Tarlton Corp., one of the largest general\ncontracting companies in St. Louis.</p>\n<p>An expose in the winter issue of <em>Ms.</em> magazine alleged that\nlarge contracting companies are the driving force behind Connerly\\\'s\nefforts to ban affirmative action in Missouri, Arizona, Colorado,\nNebraska, and Oklahoma. The magazine\\\'s press release stated that\nConnerly has ties to \\\"the good ole boys network of big contractors that\nwant to shut out women- and minority-owned businesses from competing\nfor government contracts.\\\"</p>\n<p>Connerly first managed a successful state ballot initiative against\naffirmative action in California in 1996, and later followed that up\nwith successful campaigns in Washington state and Michigan. According\nto <em>Ms.</em> Executive Editor Katherine Spillar, early significant seed money for\nthe California campaign came from such construction-industry\norganizations as the Construction Industry Advancement Fund of the AGC\nof California and the California Construction Advancement Program.\nIndeed, at the time, Connerly actually administered those funds, said\nSpillar. Contractors and their organizations ended up contributing\nabout one-sixth of the money Connerly raised for the ballot initiative\nin California, Spillar said, \\\"but they were the big, early boosters.\\\"</p>\n<p>According to <em>Ms.</em>, California\\\'s passage of an affirmative\naction ban was devastating for women- and minority-owned contracting\ncompanies in that state. The article cites a study by the Thelton E.\nHenderson Center for Social Justice at the University of California,\nBerkeley School of Law that concluded that the affirmative action ban\nchopped the caused women- and minority-owned contractor\\\'s share of\nstate department of transportation contracts to fall from 27.7 percent\nto 8.2 percent. Spillar noted that Sacramento-based Granite\nConstruction Inc., which is the largest partner in the joint venture\nteam rebuilding I-64 in St. Louis, long has been active on the AGC\\\'s\nliaison committee with Caltrans, as California\\\'s transportation\ndepartment is called. She added that Granite Construction has ties to\nConnerly through the industry funds he used to run. A call to the\ncorporate communications director at Granite\\\'s Sacramento headquarters\ndid not net a response.</p>\n<p>It is the California experience that forms the basis for the\nmagazine\\\'s allegation that big contractors are behind the push to ban\naffirmative action in Missouri in order to shut out women- and\nminority-owned contractors. Spillar said that Connerly and his American\nCivil Rights Coalition corporation have not yet had to release the\nnames of any of the contributors the Missouri Civil Rights Initiative.\nThe honorary chairman of the Missouri Civil Rights Initiative, however,\nis John Uhlmann, a resident of Shawnee Mission, KS. Uhlmann owns a\ngrocery products company that is based in Kansas City, MO, and an\nadvertising company that specializes in producing ads for conservative\ncauses.</p>\n<p>Local construction leaders say Missouri in 2008 is not California in 1996.</p>\n<p>\\\"We are not involved\\\" in Connerly\\\'s petition, said Jay\nSchultehenrich, executive director of the SITE Improvement Association.\nSITE has a highway and bridge division that represents most of the\nmajor road and bridge contractors in eastern Missouri.</p>\n<p>\\\"We are not for that initiative at all,\\\" said Jim LaMantia,\nexecutive director of PRIDE of St. Louis, a tripartite group that\nincludes representatives of major construction companies, construction\nworker unions, and major users of construction services. The last group\nincludes public agencies and large corporations such as Anheuser-Busch\nand Monsanto. \\\"We know affirmative action is needed,\\\" he added. \\\"We\ndon\\\'t have a meeting without talking about it.\\\"</p>\n<p>LaMantia pointed out that PRIDE is in the second year of a four-year\ncontract with the Missouri Department of Transportation to provide a\ntraining and employment program for minorities in conjunction with the\nrebuilding of I-64. Spillar said such a program could become illegal if\nthe ban on affirmative action passed. The ban in California, she said,\nhas been interpreted to mean that government agencies may not even\nreport statistics by race and gender. \\\"Wherever this petition is coming\nfrom, it is not from any group in PRIDE,\\\" LaMantia said.</p>\n<p>Labor and corporate groups in general are lining up against the\nballot initiative to ban affirmation action. The Kansas City Chamber of\nCommerce issued a condemnation of the petition on February 11, 2008.\nTwo days later, the St. Louis Regional Chamber and Growth Association\nand the Greater St. Louis Building and Construction Trades Council both\nannounced their membership in a statewide effort to defeat the\ninitiative petition and protect diversity, called the We Can Coalition</p>\n<p>Richard Fleming, president and CEO of the Regional Chamber and\nGrowth Association, said, \\\"The region\\\'s business leadership opposes\nattempts to weaken or ban proven policies that promote diversity.\\\" A\nban on affirmative action, he said, would weaken economic development\nefforts by sending the message to corporations and young workers that\n\\\"we do not welcome talent.\\\"</p>\n<p>Jerry Feldhaus, executive secretary-treasurer of the Building and\nConstruction Trades Council, said passage of the initiative petition\n\\\"would destroy all the efforts the building trades and contractors are\nmaking to create opportunities for minorities and women in the\nconstruction industry.\\\" He acknowledged that in the past the industry\nhad problems accepting women and minorities -- 40 years ago,\nconstruction unions went on strike against the federal government\\\'s\nfirst affirmative action order, which applied to the construction of\nthe Arch monument -- but those problems a re \\\"long gone,\\\" he said.\n\\\"With the dramatic need we face for construction workers in the future,\nall efforts to recruit workers are helpful, and affirmative action is\nan important part of that,\\\" he said. Terry Nelson, executive\nsecretary-treasurer of the Carpenters District Council of Greater St.\nLouis, which is not part of the AFL-CIO, also opposes the proposed ban.\n\\\"It is not good for our industry or for minorities or for women,\\\" he\nsaid.</p>\n<p>According to LaMantia, the widespread opposition to the ban is\nunderstandable. At a time when unions and contractors \\\"are bending over\nbackwards to do the right thing\\\" in order to attract women and\nminorities to an industry that desperately needs people, the proposal\nto ban affirmative action \\\"is not helpful,\\\" he said.</p>\n<p>\\\"Personally, I think this (the proposed ban) is really unfortunate,\\\"\nHart added, but she is hopeful that it will fail. \\\"I can\\\'t imagine this\ncommunity not wanting to stay the course (for diversity),\\\" she said.</p>\";s:11:\"field_id_30\";s:218:\"St. Louis area construction industry leaders are distancing themselves from a controversial state ballot initiative in the wake of charges that contractors are behind the effort to ban affirmative action in Missouri...\";s:11:\"field_ft_30\";s:0:\"\";s:10:\"category_0\";s:1:\"4\";}'),(40,18,4,1,1206857376,'a:34:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:2:\"18\";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:\"2008-02-17 07:20 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: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:\"Construction Starts Weaken Further in January\";s:9:\"url_title\";s:45:\"construction_starts_weaken_further_in_january\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_26\";s:45:\"Construction Starts Weaken Further in January\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:2:\"19\";s:11:\"field_id_27\";s:0:\"\";s:11:\"field_ft_27\";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:2362:\"<p>Reed Construction Data announced today that the value of construction\nstarts in January 2008, excluding residential contracts, totaled\n$21.347 billion, down 13.1 percent from January 2007 and 8.0 percent\nbelow December. Monthly starts totals have been ebbing since October of\nlast year, although starts increased 10.6 percent in full-year 2007\nversus full-year 2006.</p>\n<p>Reed Construction Data expects starts to be slightly lower into the\nsummer and then recover to keep the 2008 total close to the 2007 total.\nCommercial building starts will be the most impacted by the abrupt\nslowdown in Gross Domestic Product (GDP) in the first half of 2008.</p>\n<p>The starts estimates are a summary from Reed Construction Data\\\'s\nproject database. Unreported contract values were estimated using\nRSMeans\\\' building cost models.</p>\n<p>The only significant increases in January were for military\nfacilities, parking garages and hotels. These are not expected to be\npersistent trends. Monthly starts are quite volatile in these three\nsmall markets. The surge in hotel starts follows three weak monthly\nstarts totals which are more indicative of 2008 trends. Both leisure\nand business travel are extremely sensitive to income and are expected\nto weaken more than the balance of the economy in the coming months.</p>\n<p>Commercial starts decreased 15 percent versus December, offsetting a\nlarge gain the previous month. January starts were marginally below the\nOctober-January average. However, office starts fell 34 percent from\nDecember to the lowest total in nearly two years. Developers have\nbecome nervous about 2008 space demand. The financial industry,\nentirely office-based, has shed 100,000 jobs since employment peaked in\nDecember 2006.</p>\n<p>Institutional building starts dropped 3 percent month to month in\nJanuary, but remained 8 percent above last January. However, the year\nto year change is 6 percent, ignoring the volatile military facilities\nmarket. The large education and health care sectors are both weakening.\nStarts of public safety buildings and cultural/religious facilities\nhave not declined.</p>\n<p>Construction starts for heavy/engineering projects declined 13\npercent from last January, including the 2 percent decline from\nDecember. An $800 million decline in miscellaneous projects was offset\nby a similar rise in new highway projects.</p>\";s:11:\"field_id_30\";s:221:\"Reed Construction Data announced today that the value of construction starts in January 2008, excluding residential contracts, totaled $21.347 billion, down 13.1 percent from January 2007 and 8.0 percent below December...\";s:11:\"field_ft_30\";s:0:\"\";s:10:\"category_0\";s:1:\"4\";}'),(41,21,4,1,1206857404,'a:34:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:2:\"21\";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:\"2008-02-17 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:\"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:34:\"Negwer Adds New Materials Division\";s:9:\"url_title\";s:34:\"negwer_adds_new_materials_division\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_26\";s:34:\"Negwer Adds New Materials Division\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_27\";s:0:\"\";s:11:\"field_ft_27\";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:2043:\"<p>Negwer Materials Inc. has created NM Specialties, a new division that\noffers a one-stop shop for CSI Division 10 specialty products such as\ntoilet compartments, bumper guards, protective wall coverings and fire\nprotection specialties.</p>\n<p>\\\"We are launching NM Specialties specifically to meet the product\nneeds of our clients,\\\" said Pete Wilhelms, vice president of marketing\nand product development. \\\"We now offer a complete list of products for\nan entire commercialbuilding project and continue to offer a\nknowledgeable staff that is available to help our clients every step of\nthe way.We\\\'ve also named Julie Davis as our lead for the division. With\nher 13 years of experience working with specialtyproducts, we are\nconfident she will be a knowledgeable resource for our clients.\\\"</p>\n<p>Based in St. Louis, Davis was an integral part of starting up NM\nSpecialties. She also is responsible for inventory,managing stock lists\nand bidding items for the new division. She previously served as the\nowner of A Perfect FiPromotional Products, where she handled the\nday-to-day operations, including sales, customer service,\npurchasing,bookkeeping and production.</p>\n<p>\\\"Julie is a great fit to manage NM Specialties,\\\" said Wilhelms. \\\"She\nknows the specialty products industry very well and has the commitment\nto customer service upon which our customers rely.\\\"</p>\n<p>For more information on the new division, visit www.negwer.com/Products/ or contact Julie Davis at 314.552.0579.</p>\n<p>Founded in 1924, Negwer Materials Inc. supplies building materials\nto general contractors, architects and specialty contractors. Products\ninclude acoustical systems; doors, frames and hardware; exterior wall\nsystems; fasteners and tools; interior wall systems and light gauge\nsteel trusses. Divisions include NMI Associates and Negwer Door\nSystems. Headquartered in St. Louis, Negwer operates 14 locations\nthroughout Missouri, central Illinois and Arkansas. For more\ninformation, visit <a href=\\\"http://www.negwer.com/\\\">www.negwer.com.</a></p>\";s:11:\"field_id_30\";s:134:\"Negwer Materials Inc. has created NM Specialties, a new division that offers a one-stop shop for CSI Division 10 specialty products...\";s:11:\"field_ft_30\";s:0:\"\";s:10:\"category_0\";s:1:\"6\";}'),(42,21,4,1,1206858270,'a:34:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:2:\"21\";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:\"2008-02-17 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:\"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:34:\"Negwer Adds New Materials Division\";s:9:\"url_title\";s:34:\"negwer_adds_new_materials_division\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_26\";s:34:\"Negwer Adds New Materials Division\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_27\";s:0:\"\";s:11:\"field_ft_27\";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:2043:\"<p>Negwer Materials Inc. has created NM Specialties, a new division that\noffers a one-stop shop for CSI Division 10 specialty products such as\ntoilet compartments, bumper guards, protective wall coverings and fire\nprotection specialties.</p>\n<p>\\\"We are launching NM Specialties specifically to meet the product\nneeds of our clients,\\\" said Pete Wilhelms, vice president of marketing\nand product development. \\\"We now offer a complete list of products for\nan entire commercialbuilding project and continue to offer a\nknowledgeable staff that is available to help our clients every step of\nthe way.We\\\'ve also named Julie Davis as our lead for the division. With\nher 13 years of experience working with specialtyproducts, we are\nconfident she will be a knowledgeable resource for our clients.\\\"</p>\n<p>Based in St. Louis, Davis was an integral part of starting up NM\nSpecialties. She also is responsible for inventory,managing stock lists\nand bidding items for the new division. She previously served as the\nowner of A Perfect FiPromotional Products, where she handled the\nday-to-day operations, including sales, customer service,\npurchasing,bookkeeping and production.</p>\n<p>\\\"Julie is a great fit to manage NM Specialties,\\\" said Wilhelms. \\\"She\nknows the specialty products industry very well and has the commitment\nto customer service upon which our customers rely.\\\"</p>\n<p>For more information on the new division, visit www.negwer.com/Products/ or contact Julie Davis at 314.552.0579.</p>\n<p>Founded in 1924, Negwer Materials Inc. supplies building materials\nto general contractors, architects and specialty contractors. Products\ninclude acoustical systems; doors, frames and hardware; exterior wall\nsystems; fasteners and tools; interior wall systems and light gauge\nsteel trusses. Divisions include NMI Associates and Negwer Door\nSystems. Headquartered in St. Louis, Negwer operates 14 locations\nthroughout Missouri, central Illinois and Arkansas. For more\ninformation, visit <a href=\\\"http://www.negwer.com/\\\">www.negwer.com.</a></p>\";s:11:\"field_id_30\";s:134:\"Negwer Materials Inc. has created NM Specialties, a new division that offers a one-stop shop for CSI Division 10 specialty products...\";s:11:\"field_ft_30\";s:0:\"\";s:10:\"category_0\";s:1:\"6\";}'),(43,22,4,1,1206863802,'a:33:{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:\"2008-02-14 09:55 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:29:\"Geotechnology Wins ACEC Award\";s:9:\"url_title\";s:29:\"geotechnology_wins_acec_award\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_26\";s:29:\"Geotechnology Wins ACEC Award\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_27\";s:0:\"\";s:11:\"field_ft_27\";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:3370:\"<p>Geotechnology Inc. has received a \\\"Grand Award\\\" from ACEC-Missouri\n(American Council of Engineering Companies) for its Subsurface Utility\nEngineering (SUE) program for MoDot\\\'s Safe and Sound Bridge Improvement\nProgram.</p>\n<p>Geotechnology implemented a complex Subsurface Utility Engineering\n(SUE) program as part of MoDOT\\\'s Safe and Sound Bridge Improvement\nProgram, one of the first design-build projects for MoDOT.</p>\n<p>The SUE project resulted in comprehensive utility maps for 226\nbridges located throughout 20 counties in Missouri -- all developed in\nonly 70 days from notice to proceed.</p>\n<p>The purpose of this project was two-fold: 1) To provide the two\nproposing design-build teams for the Safe and Sound Bridge Improvement\nProgram with comprehensive site utility information that affects\nestimating, scheduling and prioritizing sites for the bridge program;\nand 2) To provide the awarded team with the necessary utility\ninformation needed to design and construct around or incorporate into\ntheir rehabilitation plan, which will result in safer project execution\nand will likely result in lower overall budgets.</p>\n<p>The challenge of this project was the scheduling and maneuvering of\nfield crews in order to provide MoDOT with an immense amount of site\ninformation in a very short time. The proposal timeline and development\nwere dependent upon the utility map deliverable. To provide MoDOT with\ncomprehensive utility maps for each of the 226 bridge sites,\nGeotechnology applied Subsurface Utility Engineering (SUE), a\ncombination of techniques used for documenting the location of\nsubsurface utilities prior to construction. SUE is performed to various\nQuality Levels based on the amount of effort performed which can\ninclude a combination of record searches, geophysical surveys, and air\nexcavation. SUE can provide precise horizontal and vertical locations,\nthree dimensional data, and accuracy set to 15mm vertically to the top\nof the utility. Geotechnology implemented Quality Level B SUE services\nby performing geophysical surveying, designating and mapping of\nutilities at each of the 226 bridge sites.</p>\n<p>SUE is a significant tool for a construction project for a few reasons.\nSUE helps eliminate unexpected conflicts with utilities, because the\nexact location of virtually all utilities is known and accurately shown\non the construction plans. Unnecessary utility relocations are avoided,\nbecause accurate utility information is available to designers early\nenough in the development of a project to design around many potential\nconflicts. Safety is enhanced. When excavation or grading work can be\nshifted away from existing utilities, there is less possibility of\ndamage to a utility that might result in personal injury and property\ndamage.</p>\n<p>For this project, Geotechnology implemented a tactical approach,\ncoordinating six production geophysical crews, one quality control\ngeophysical crew, and six different land survey crews from three\ndifferent subcontractors. Due to logistical efforts, strong project\nmanagement, responsible field crews and quick-thinking support staff,\nthe field work was completed in just 12 days. All 226 utility maps were\nsubmitted by the February 1, 2007 deadline and MoDOT was enabled with\ncomprehensive site-specific information that helped keep the Safe and\nSound Bridge Program on track.</p>\";s:11:\"field_id_30\";s:223:\"Geotechnology Inc. has received a \\\"Grand Award\\\" from ACEC-Missouri (American Council of Engineering Companies) for its Subsurface Utility Engineering (SUE) program for MoDot\\\'s Safe and Sound Bridge Improvement Program...\";s:11:\"field_ft_30\";s:4:\"none\";s:10:\"category_0\";s:1:\"6\";}'),(44,23,4,1,1206863925,'a:33:{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:\"2008-02-14 09:56 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:94:\"Mitchell and Hugeback Architects Changes Name to M+H Architects, Announces Project Completions\";s:9:\"url_title\";s:45:\"mitchell_and_hugeback_architects_changes_name\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_26\";s:94:\"Mitchell and Hugeback Architects Changes Name to M+H Architects, Announces Project Completions\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_27\";s:0:\"\";s:11:\"field_ft_27\";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:1428:\"<p>Mitchell and Hugeback Architects, Inc., has changed its name to  M+H Architects and moved to Creve Coeur Corporate Center I.</p>\n<p>M+H has recently completed the following projects:</p>\n<h3>Churches/Schools:</h3>\n<ul>\n<li>A new church for First Christian Church of Washington, MO</li>\n<li>St. John Lutheran Church Next Generation Center, Ellisville, MO (children\\\'s ministry and day school addition)</li>\n<li>A new education building for Ballwin Baptist Church, Ballwin, MO</li>\n<li>Church building addition for Immacolata Church, Richmond Heights, MO. New school addition now underway.</li>\n</ul>\n<h3>Distribution Facilities:</h3>\n<ul>\n<li>New speculative distribution facilities: Westway I and Westway III,\nGateway Commerce Center, Edwardsville, IL. M+H has also been released\nto proceed with Phase II for Westway III.</li>\n<li>New distribution and retail facility for Musician\\\'s Friend, Kansas City, MO</li>\n<li>REI Distribution Facility in Bedford, PA (Certified Silver LEED)</li>\n<li>Crate &amp; Barrel Expansion in Cranbury Township, NJ.</li>\n</ul>\n<h3>Office Facilities:</h3>\n<ul>\n<li>New offices and operations facility for Cuivre River Electric Cooperative, Lake Saint Louis, MO</li>\n</ul>\n<h3>Community Centers:</h3>\n<ul>\n<li>Renovations at the Jewish Community Center, Marilyn Fox Building.\nAlso, currently underway are renovations and additions to the Jewish\nCommunity Center\\\'s main campus facility.</li>\n</ul>\";s:11:\"field_id_30\";s:125:\"Mitchell and Hugeback Architects, Inc., has changed its name to M+H Architects and moved to Creve Coeur Corporate Center I...\";s:11:\"field_ft_30\";s:4:\"none\";s:10:\"category_0\";s:1:\"6\";}'),(45,24,4,1,1206864376,'a:33:{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:\"2008-02-05 10:05 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:32:\"New Hires at Vessel Architecture\";s:9:\"url_title\";s:32:\"new_hires_at_vessel_architecture\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_26\";s:32:\"New Hires at Vessel Architecture\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_27\";s:0:\"\";s:11:\"field_ft_27\";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:645:\"<p><strong>Vessel Architecture</strong> has announced three new staff additions:</p>\n<p><strong>Roger Manwaring</strong> is assuming a prominent role as project manager.\nHis experience has primarily been in prototype retail architecture. He\nwill have responsibility for a host of projects including construction\nadministration for the ongoing phased masterplan in Las Cruces, NM.</p>\n<p><strong>Jason Goff</strong> will serve as a project architect. Goff\\\'s experience\nlies in site planning, space programming, and architectural design and\nillustratio.</p>\n<p><strong>Leslie Fisher</strong> has joined the company as executive administrator.</p>\";s:11:\"field_id_30\";s:62:\"Vessel Architecture has announced three new staff additions...\";s:11:\"field_ft_30\";s:4:\"none\";s:10:\"category_0\";s:1:\"7\";}'),(46,25,4,1,1206864430,'a:33:{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 10:06 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:40:\"Franquemont and Cochran Join Haberberger\";s:9:\"url_title\";s:40:\"franquemont_and_cochran_join_haberberger\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_26\";s:40:\"Franquemont and Cochran Join Haberberger\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_27\";s:0:\"\";s:11:\"field_ft_27\";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:1504:\"<p>Mechanical contracting firm Haberberger, Inc. today announced the\nrecent addition of Dan Franquemont and Jaime Cochran to the\nAffton-based company. Franquemont has been hired as purchasing manager,\nand Cochran joins as a dispatcher.</p>\n<p>Originally from North Carolina, Franquemont currently resides in\nChesterfield, Mo. and brings to Haberberger more than 20 years of\ncontracting experience. He has previously held a number of upper level\ncontracting positions at several companies in North Carolina, including\nAssociated Mechanical Constructors, Inc., Metric Constructors, Inc. and\nCentury Contractors, Inc., where he contributed to a 12-year company\ngrowth of $170 million. Most recently, Franquemont served as a senior\nestimator and contract administrator for Journey Construction\nManagement Services.</p>\n<p>Cochran, who resides in O\\\'Fallon, MO, has been hired to serve as the\ndispatcher for the service department. In this capacity, she processes\nservice requests and purchase orders, oversees the dispatching service\ntechnicians and updates maintenance contracts. Prior to her position at\nHaberberger, Cochran was employed by SystemAire as a dispatcher.</p>\n<p>Haberberger, Inc. is a 60-year-old, contracting company offering\ncomplete HVAC installation, customized maintenance programs, process\npiping, piping fabrication, refrigeration and energy management\nservices to a variety of industrial and commercial customers. For more\ninformation, visit them online at www.haberbergerinc.com.</p>\";s:11:\"field_id_30\";s:149:\"Mechanical contracting firm Haberberger, Inc. today announced the recent addition of Dan Franquemont and Jaime Cochran to the Affton-based company...\";s:11:\"field_ft_30\";s:4:\"none\";s:10:\"category_0\";s:1:\"7\";}'),(47,26,4,1,1206864488,'a:33:{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 10:07 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:55:\"Clayco Adds Bruns to Marketing and Communications Group\";s:9:\"url_title\";s:55:\"clayco_adds_bruns_to_marketing_and_communications_group\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_26\";s:55:\"Clayco Adds Bruns to Marketing and Communications Group\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_27\";s:0:\"\";s:11:\"field_ft_27\";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:684:\"<p>Allison Bruns has joined Clayco Inc. as a market research and development/communications specialist.</p>\n<p>In her new position, Bruns is responsible for developing market\nresearch, media monitoring and various forms of written communication\nfor Clayco\\\'s marketing and communications group.</p>\n<p>Bruns previously served as a senior specialist for Fleishman-Hillard\nInternational Communications, where she performed a variety of specific\nresearch tasks. She holds a bachelor\\\'s degree in political science,\nphilosophy and religion with a minor in international studies from\nTruman State University. She is a steering committee board member for\nUnited Way\\\'s Gen Next Program.</p>\";s:11:\"field_id_30\";s:102:\"Allison Bruns has joined Clayco Inc. as a market research and development/communications specialist...\";s:11:\"field_ft_30\";s:4:\"none\";s:10:\"category_0\";s:1:\"7\";}'),(48,22,4,1,1206864661,'a:35:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:2:\"22\";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:\"2008-02-14 09:55 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:\"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:29:\"Geotechnology Wins ACEC Award\";s:9:\"url_title\";s:29:\"geotechnology_wins_acec_award\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_26\";s:29:\"Geotechnology Wins ACEC Award\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_27\";s:0:\"\";s:11:\"field_ft_27\";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:3370:\"<p>Geotechnology Inc. has received a \\\"Grand Award\\\" from ACEC-Missouri\n(American Council of Engineering Companies) for its Subsurface Utility\nEngineering (SUE) program for MoDot\\\'s Safe and Sound Bridge Improvement\nProgram.</p>\n<p>Geotechnology implemented a complex Subsurface Utility Engineering\n(SUE) program as part of MoDOT\\\'s Safe and Sound Bridge Improvement\nProgram, one of the first design-build projects for MoDOT.</p>\n<p>The SUE project resulted in comprehensive utility maps for 226\nbridges located throughout 20 counties in Missouri -- all developed in\nonly 70 days from notice to proceed.</p>\n<p>The purpose of this project was two-fold: 1) To provide the two\nproposing design-build teams for the Safe and Sound Bridge Improvement\nProgram with comprehensive site utility information that affects\nestimating, scheduling and prioritizing sites for the bridge program;\nand 2) To provide the awarded team with the necessary utility\ninformation needed to design and construct around or incorporate into\ntheir rehabilitation plan, which will result in safer project execution\nand will likely result in lower overall budgets.</p>\n<p>The challenge of this project was the scheduling and maneuvering of\nfield crews in order to provide MoDOT with an immense amount of site\ninformation in a very short time. The proposal timeline and development\nwere dependent upon the utility map deliverable. To provide MoDOT with\ncomprehensive utility maps for each of the 226 bridge sites,\nGeotechnology applied Subsurface Utility Engineering (SUE), a\ncombination of techniques used for documenting the location of\nsubsurface utilities prior to construction. SUE is performed to various\nQuality Levels based on the amount of effort performed which can\ninclude a combination of record searches, geophysical surveys, and air\nexcavation. SUE can provide precise horizontal and vertical locations,\nthree dimensional data, and accuracy set to 15mm vertically to the top\nof the utility. Geotechnology implemented Quality Level B SUE services\nby performing geophysical surveying, designating and mapping of\nutilities at each of the 226 bridge sites.</p>\n<p>SUE is a significant tool for a construction project for a few reasons.\nSUE helps eliminate unexpected conflicts with utilities, because the\nexact location of virtually all utilities is known and accurately shown\non the construction plans. Unnecessary utility relocations are avoided,\nbecause accurate utility information is available to designers early\nenough in the development of a project to design around many potential\nconflicts. Safety is enhanced. When excavation or grading work can be\nshifted away from existing utilities, there is less possibility of\ndamage to a utility that might result in personal injury and property\ndamage.</p>\n<p>For this project, Geotechnology implemented a tactical approach,\ncoordinating six production geophysical crews, one quality control\ngeophysical crew, and six different land survey crews from three\ndifferent subcontractors. Due to logistical efforts, strong project\nmanagement, responsible field crews and quick-thinking support staff,\nthe field work was completed in just 12 days. All 226 utility maps were\nsubmitted by the February 1, 2007 deadline and MoDOT was enabled with\ncomprehensive site-specific information that helped keep the Safe and\nSound Bridge Program on track.</p>\";s:11:\"field_id_30\";s:223:\"Geotechnology Inc. has received a \\\"Grand Award\\\" from ACEC-Missouri (American Council of Engineering Companies) for its Subsurface Utility Engineering (SUE) program for MoDot\\\'s Safe and Sound Bridge Improvement Program...\";s:11:\"field_ft_30\";s:4:\"none\";s:10:\"category_0\";s:1:\"5\";s:10:\"category_1\";s:1:\"6\";}'),(49,27,4,1,1206865273,'a:33:{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:\"2008-02-05 10:19 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:72:\"NAWIC and MOWITT Host Activities to Celebrate Women in Construction Week\";s:9:\"url_title\";s:72:\"nawic_and_mowitt_host_activities_to_celebrate_women_in_construction_week\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_26\";s:72:\"NAWIC and MOWITT Host Activities to Celebrate Women in Construction Week\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_27\";s:0:\"\";s:11:\"field_ft_27\";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:2873:\"<p>The St. Louis chapter of National Association of Women in Construction\n(NAWIC) is partnering with Missouri Women In Trades (MOWIT) to\ncelebrate Women in Construction (WIC) Week March 2-8 with a variety of\nactivities.</p>\n<p>March 3, the Construction Careers Center (CCC) will host a speed\nnetworking forum for it\\\'s female students to learn more about the many\ncareers in the construction industry from women working in those\ncareers. After networking, guests will enjoy lunch while students model\nthe Carhartt for Women\\\'s clothing line. St. Louis City Mayor Francis\nSlay has been invited to attend the event.</p>\n<p>March 4 and 5, NAWIC and MOWIT members will provide information\nabout construction careers to the St. Louis Public Schools students at\nthe SLPS annual career fair.</p>\n<p>March 6 \\\"Women in Construction will Work Together to Stomp Out\nHunger\\\" by participating in the seventh annual \\\"St. Louis CANstruction\\\"\nevent at St. Louis Mills Mall.</p>\n<p>March 8, tradeswomen will help junior girl scouts earn their Ms Fix\nBadge at the Carpenter\\\'s Joint Apprenticeship Training School. The girl\nscouts will also build a stool that will be donated to Habitat for\nHumanity St. Louis\\\'s Women Build.</p>\n<p>The National Association of Women in Construction promotes Women in\nConstruction Week nationally to raise awareness of the possibilities\nthe construction industry holds for potential employees. The theme this\nyear is \\\"Building Pathways to Success.\\\" For 11 years, the focus of this\nweek has been to spotlight women in the construction industry and for\nmembers to reach out and give back to their community.</p>\n<p>\\\"NAWIC members and chapters are either implementing or helping with\nthe majority of successful programs aimed at enhancing the success of\nwomen in the construction industry,\\\" says Dede Hughes, NAWIC\\\'s EVP,\n\\\"that is our core purpose. On this week our members attempt to raise\nawareness of all women in construction.\\\"</p>\n<p>Anyone interested in participating in events with local chapters is\nwelcome to contact Teresa Willis at 314/680-1973 for more information.</p>\n<hr />\n<p><em>About the National Association of Women in Construction:</em> Founded\nin Fort Worth, Texas In 1955, NAWIC serves approximately 5,500 members\nin nearly 200 chapters in the United States. The Association has\ninternational affiliates in South Africa, New Zealand, Australia,\nCanada, and the United Kingdom. For more information please visit <a href=\\\"http://www.nawic.org/\\\"> www.nawic.org</a> . Questions can be directed to Marketing Director Ralph Gill at 817/877-5551.</p>\n<hr />\n<p><em>About Missouri Women In Trades:</em>Missouri Women In Trades promotes\neconomic empowerment for women through careers in the building trades.\nFor more information please visit <a href=\\\"http://www.mowit.org/\\\">www.mowit.org</a> or call Teresa Willis, 314/680-1973.</p>\";s:11:\"field_id_30\";s:218:\"The St. Louis chapter of National Association of Women in Construction (NAWIC) is partnering with Missouri Women In Trades (MOWIT) to celebrate Women in Construction (WIC) Week March 2-8 with a variety of activities...\";s:11:\"field_ft_30\";s:4:\"none\";s:10:\"category_0\";s:1:\"5\";}'),(50,28,4,1,1206865574,'a:33:{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 10:25 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:68:\"ACI Soliciting Information on Notable Concrete Use in St. Louis Area\";s:9:\"url_title\";s:67:\"aci_soliciting_information_on_notable_concrete_use_in_st_louis_area\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_26\";s:68:\"ACI Soliciting Information on Notable Concrete Use in St. Louis Area\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_27\";s:0:\"\";s:11:\"field_ft_27\";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:1496:\"<p>The American Concrete Institute (ACI) will hold its international\nconvention in St. Louis from Nov. 2-8. In preparation the local ACI\nCommittee 124 is preparing a compendium of notable concrete in the\nMetropolitan St. Louis area for distribution at the convention.</p>\n<p>The committee is soliticiting thumbnail images and brief\ndescriptions of notable concrete (cast-in-place, precast,\npost-tensioned, FRP, masonry, tilt-up, etc.) in all types of uses:\nbuildings, monuments, pavement, silos, bridges, crypts, furniture,\nretaining walls, utility poles, tanks, sculpture, culverts, plazas, and\nany other interesting use.</p>\n<p>Significance may be historical, aesthetic, functional, structural,\nconstruction-related, unusual use or application, or simply personal\naffection.</p>\n<p>Requirements for submission:</p>\n<ul>\n<li>name and location of submission (Location information should be sufficient to enable discovery by reader.);</li>\n<li>thumbnail image [photograph, drawing, or sketch] that is not copyrighted;</li>\n<li>one or two sentence description that establishes significance;</li>\n<li>submitter\\\'s name, title, organization, city and state, telephone, and e-mail.</li>\n</ul>\n<p>Submit all information in electronic format (postcard-size image as JPEG or TIFF file, text in email or as MSWord document).</p>\n<p>Deadline: Submissions by May 1, 2008.</p>\n<p>Send to: Michael J. Paul, Duffield Associates, 211 North 13th Street, Suite 704, Philadelphia, PA, 19107; tel. 215.545.7295.</p>\";s:11:\"field_id_30\";s:231:\"The American Concrete Institute (ACI) will hold its international convention in St. Louis from Nov. 2-8. In preparation the local ACI Committee 124 is preparing a compendium of notable concrete in the Metropolitan St. Louis area...\";s:11:\"field_ft_30\";s:4:\"none\";s:10:\"category_0\";s:1:\"5\";}'),(76,29,2,1,1208029855,'a:31:{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:\"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: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:11:\"field_id_13\";s:0:\"\";s:10:\"field_id_6\";s:0:\"\";s:10:\"field_ft_6\";s:4:\"none\";s:10:\"field_id_7\";s:0:\"\";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: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_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:\"15\";}'),(52,30,4,2,1207024769,'a:33:{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:\"2008-03-31 06:37 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:50:\"MoDOT releases 2008 construction map for St. Louis\";s:9:\"url_title\";s:49:\"modot_releases_2008_construction_map_for_st_louis\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_26\";s:50:\"MoDOT releases 2008 construction map for St. Louis\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_27\";s:169:\"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...\";s:11:\"field_ft_27\";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:1080:\"<p><span style=\\\"color: #000000; font-size: 13px; line-height: normal;\\\">\n<p style=\\\"font-size: 10pt; font-family: Verdana, Arial, \\\'San Serif\\\';\\\">The Missouri Department of Transportation has just released the St. Louis 2008 construction map. This map outlines the locations, impacts and timeframes for all the planned construction for the St. Louis area through 2008. It also includes construction in St. Charles, Franklin and Jefferson counties.</p>\n<p style=\\\"font-size: 10pt; font-family: Verdana, Arial, \\\'San Serif\\\';\\\">Drivers who would like a copy of the new map can stop by the District Office, 1590 Woodlake Drive in Chesterfield, or the Transportation Management Office, 14301 South Outer 40 Road in Chesterfield between 7:30 a.m. and 4 p.m. Additionally, drivers can call MoDOT customer service at 1-888-ASK-MODOT or online at&nbsp;<a href=\\\"http://www.modot.org/stlouis/links/contactus.htm\\\" style=\\\"text-decoration: underline; font-size: 10pt; font-family: Verdana, Arial, \\\'San Serif\\\'; color: red;\\\">www.modot.org/stlouis/links/contactus.htm.</a></p>\n</span></p>\";s:11:\"field_id_30\";s:169:\"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...\";s:11:\"field_ft_30\";s:4:\"none\";s:10:\"category_0\";s:1:\"4\";}'),(53,30,4,2,1207024807,'a:34:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:2:\"30\";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:\"2008-02-14 06:37 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:50:\"MoDOT releases 2008 construction map for St. Louis\";s:9:\"url_title\";s:49:\"modot_releases_2008_construction_map_for_st_louis\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_26\";s:50:\"MoDOT releases 2008 construction map for St. Louis\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_27\";s:169:\"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...\";s:11:\"field_ft_27\";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:1080:\"<p><span style=\\\"color: #000000; font-size: 13px; line-height: normal;\\\">\n<p style=\\\"font-size: 10pt; font-family: Verdana, Arial, \\\'San Serif\\\';\\\">The Missouri Department of Transportation has just released the St. Louis 2008 construction map. This map outlines the locations, impacts and timeframes for all the planned construction for the St. Louis area through 2008. It also includes construction in St. Charles, Franklin and Jefferson counties.</p>\n<p style=\\\"font-size: 10pt; font-family: Verdana, Arial, \\\'San Serif\\\';\\\">Drivers who would like a copy of the new map can stop by the District Office, 1590 Woodlake Drive in Chesterfield, or the Transportation Management Office, 14301 South Outer 40 Road in Chesterfield between 7:30 a.m. and 4 p.m. Additionally, drivers can call MoDOT customer service at 1-888-ASK-MODOT or online at&nbsp;<a href=\\\"http://www.modot.org/stlouis/links/contactus.htm\\\" style=\\\"text-decoration: underline; font-size: 10pt; font-family: Verdana, Arial, \\\'San Serif\\\'; color: red;\\\">www.modot.org/stlouis/links/contactus.htm.</a></p>\n</span></p>\";s:11:\"field_id_30\";s:169:\"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...\";s:11:\"field_ft_30\";s:4:\"none\";s:10:\"category_0\";s:1:\"4\";}'),(77,29,2,1,1208034444,'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:\"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: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:\"15\";}'),(78,21,4,1,1208035165,'a:34:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:2:\"21\";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:\"2008-02-17 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:\"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:34:\"Negwer Adds New Materials Division\";s:9:\"url_title\";s:34:\"negwer_adds_new_materials_division\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_26\";s:34:\"Negwer Adds New Materials Division\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_30\";s:134:\"Negwer Materials Inc. has created NM Specialties, a new division that offers a one-stop shop for CSI Division 10 specialty products...\";s:11:\"field_ft_30\";s:0:\"\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_44\";s:134:\"Negwer Materials Inc. has created NM Specialties, a new division that offers a one-stop shop for CSI Division 10 specialty products...\";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:2043:\"<p>Negwer Materials Inc. has created NM Specialties, a new division that\noffers a one-stop shop for CSI Division 10 specialty products such as\ntoilet compartments, bumper guards, protective wall coverings and fire\nprotection specialties.</p>\n<p>\\\"We are launching NM Specialties specifically to meet the product\nneeds of our clients,\\\" said Pete Wilhelms, vice president of marketing\nand product development. \\\"We now offer a complete list of products for\nan entire commercialbuilding project and continue to offer a\nknowledgeable staff that is available to help our clients every step of\nthe way.We\\\'ve also named Julie Davis as our lead for the division. With\nher 13 years of experience working with specialtyproducts, we are\nconfident she will be a knowledgeable resource for our clients.\\\"</p>\n<p>Based in St. Louis, Davis was an integral part of starting up NM\nSpecialties. She also is responsible for inventory,managing stock lists\nand bidding items for the new division. She previously served as the\nowner of A Perfect FiPromotional Products, where she handled the\nday-to-day operations, including sales, customer service,\npurchasing,bookkeeping and production.</p>\n<p>\\\"Julie is a great fit to manage NM Specialties,\\\" said Wilhelms. \\\"She\nknows the specialty products industry very well and has the commitment\nto customer service upon which our customers rely.\\\"</p>\n<p>For more information on the new division, visit www.negwer.com/Products/ or contact Julie Davis at 314.552.0579.</p>\n<p>Founded in 1924, Negwer Materials Inc. supplies building materials\nto general contractors, architects and specialty contractors. Products\ninclude acoustical systems; doors, frames and hardware; exterior wall\nsystems; fasteners and tools; interior wall systems and light gauge\nsteel trusses. Divisions include NMI Associates and Negwer Door\nSystems. Headquartered in St. Louis, Negwer operates 14 locations\nthroughout Missouri, central Illinois and Arkansas. For more\ninformation, visit <a href=\\\"http://www.negwer.com/\\\">www.negwer.com.</a></p>\";s:10:\"category_0\";s:1:\"6\";}'),(79,26,4,1,1208035177,'a:34:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:2:\"26\";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:\"2008-01-24 10:07 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: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:55:\"Clayco Adds Bruns to Marketing and Communications Group\";s:9:\"url_title\";s:55:\"clayco_adds_bruns_to_marketing_and_communications_group\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_26\";s:55:\"Clayco Adds Bruns to Marketing and Communications Group\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_30\";s:102:\"Allison Bruns has joined Clayco Inc. as a market research and development/communications specialist...\";s:11:\"field_ft_30\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_44\";s:102:\"Allison Bruns has joined Clayco Inc. as a market research and development/communications specialist...\";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:684:\"<p>Allison Bruns has joined Clayco Inc. as a market research and development/communications specialist.</p>\n<p>In her new position, Bruns is responsible for developing market\nresearch, media monitoring and various forms of written communication\nfor Clayco\\\'s marketing and communications group.</p>\n<p>Bruns previously served as a senior specialist for Fleishman-Hillard\nInternational Communications, where she performed a variety of specific\nresearch tasks. She holds a bachelor\\\'s degree in political science,\nphilosophy and religion with a minor in international studies from\nTruman State University. She is a steering committee board member for\nUnited Way\\\'s Gen Next Program.</p>\";s:10:\"category_0\";s:1:\"7\";}'),(80,28,4,1,1208035184,'a:34:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:2:\"28\";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:\"2008-01-30 10:25 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: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:68:\"ACI Soliciting Information on Notable Concrete Use in St. Louis Area\";s:9:\"url_title\";s:67:\"aci_soliciting_information_on_notable_concrete_use_in_st_louis_area\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_26\";s:68:\"ACI Soliciting Information on Notable Concrete Use in St. Louis Area\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_30\";s:231:\"The American Concrete Institute (ACI) will hold its international convention in St. Louis from Nov. 2-8. In preparation the local ACI Committee 124 is preparing a compendium of notable concrete in the Metropolitan St. Louis area...\";s:11:\"field_ft_30\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_44\";s:231:\"The American Concrete Institute (ACI) will hold its international convention in St. Louis from Nov. 2-8. In preparation the local ACI Committee 124 is preparing a compendium of notable concrete in the Metropolitan St. Louis area...\";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:1496:\"<p>The American Concrete Institute (ACI) will hold its international\nconvention in St. Louis from Nov. 2-8. In preparation the local ACI\nCommittee 124 is preparing a compendium of notable concrete in the\nMetropolitan St. Louis area for distribution at the convention.</p>\n<p>The committee is soliticiting thumbnail images and brief\ndescriptions of notable concrete (cast-in-place, precast,\npost-tensioned, FRP, masonry, tilt-up, etc.) in all types of uses:\nbuildings, monuments, pavement, silos, bridges, crypts, furniture,\nretaining walls, utility poles, tanks, sculpture, culverts, plazas, and\nany other interesting use.</p>\n<p>Significance may be historical, aesthetic, functional, structural,\nconstruction-related, unusual use or application, or simply personal\naffection.</p>\n<p>Requirements for submission:</p>\n<ul>\n<li>name and location of submission (Location information should be sufficient to enable discovery by reader.);</li>\n<li>thumbnail image [photograph, drawing, or sketch] that is not copyrighted;</li>\n<li>one or two sentence description that establishes significance;</li>\n<li>submitter\\\'s name, title, organization, city and state, telephone, and e-mail.</li>\n</ul>\n<p>Submit all information in electronic format (postcard-size image as JPEG or TIFF file, text in email or as MSWord document).</p>\n<p>Deadline: Submissions by May 1, 2008.</p>\n<p>Send to: Michael J. Paul, Duffield Associates, 211 North 13th Street, Suite 704, Philadelphia, PA, 19107; tel. 215.545.7295.</p>\";s:10:\"category_0\";s:1:\"5\";}'),(81,25,4,1,1208035193,'a:34:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:2:\"25\";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:\"2008-02-03 10:06 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: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:40:\"Franquemont and Cochran Join Haberberger\";s:9:\"url_title\";s:40:\"franquemont_and_cochran_join_haberberger\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_26\";s:40:\"Franquemont and Cochran Join Haberberger\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_30\";s:149:\"Mechanical contracting firm Haberberger, Inc. today announced the recent addition of Dan Franquemont and Jaime Cochran to the Affton-based company...\";s:11:\"field_ft_30\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_44\";s:149:\"Mechanical contracting firm Haberberger, Inc. today announced the recent addition of Dan Franquemont and Jaime Cochran to the Affton-based company...\";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:1504:\"<p>Mechanical contracting firm Haberberger, Inc. today announced the\nrecent addition of Dan Franquemont and Jaime Cochran to the\nAffton-based company. Franquemont has been hired as purchasing manager,\nand Cochran joins as a dispatcher.</p>\n<p>Originally from North Carolina, Franquemont currently resides in\nChesterfield, Mo. and brings to Haberberger more than 20 years of\ncontracting experience. He has previously held a number of upper level\ncontracting positions at several companies in North Carolina, including\nAssociated Mechanical Constructors, Inc., Metric Constructors, Inc. and\nCentury Contractors, Inc., where he contributed to a 12-year company\ngrowth of $170 million. Most recently, Franquemont served as a senior\nestimator and contract administrator for Journey Construction\nManagement Services.</p>\n<p>Cochran, who resides in O\\\'Fallon, MO, has been hired to serve as the\ndispatcher for the service department. In this capacity, she processes\nservice requests and purchase orders, oversees the dispatching service\ntechnicians and updates maintenance contracts. Prior to her position at\nHaberberger, Cochran was employed by SystemAire as a dispatcher.</p>\n<p>Haberberger, Inc. is a 60-year-old, contracting company offering\ncomplete HVAC installation, customized maintenance programs, process\npiping, piping fabrication, refrigeration and energy management\nservices to a variety of industrial and commercial customers. For more\ninformation, visit them online at www.haberbergerinc.com.</p>\";s:10:\"category_0\";s:1:\"7\";}'),(56,31,2,1,1207123522,'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:\"2008-04-01 10:03 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:35:\"2007 Concrete Council Award Winners\";s:9:\"url_title\";s:35:\"2007_concrete_council_award_winners\";s:4:\"save\";s:10:\"Quick Save\";s:10:\"field_id_5\";s:35:\"2007 Concrete Council Award Winners\";s:10:\"field_ft_5\";s:4:\"none\";s:11:\"field_id_13\";s:0:\"\";s:10:\"field_id_6\";s:0:\"\";s:10:\"field_ft_6\";s:4:\"none\";s:10:\"field_id_7\";s:0:\"\";s:10:\"field_ft_7\";s:4:\"none\";s:10:\"field_id_8\";s:5999:\"<h2>Casino Queen Black Jack Bar at Cardinals Stadium</h2>\n<p><strong>Project Owner: </strong>St. Louis Cardinals</p>\n<p><strong>Project Architect: </strong>KAI Design &amp; Build</p>\n<p><strong>Contractor:</strong> Ahal Contracting Company</p>\n<p>&nbsp;</p>\n<h2>Industrial Aid, Inc.</h2>\n<p><strong>Project Owner:</strong> Industrial Aid, Inc.</p>\n<p>Project Architect: Arcturis</p>\n<p>Project Engineer(s): Heideman + Associates, MEP/FP Engineers<br />Larson Engineering,Structural Engineers<br />Doering Engineering, Civil Engineer<br /><br />General Contractor: Arcturis<br /><br />Ready Mix Supplier: Breckenridge Material Company<br /><br />Subcontractor: Ahal Contracting Co.<br /><br />Central Underground Garage: Washington University<br /><br /><br /><br />Project Owner: Washington University<br /><br />Project Architect: Mackey Mitchell Associates<br /><br />Project Engineer(s): Desmond<br /><br />General Contractor:Clayco<br /><br />Ready Mix Supplier: Metro/Kienstra<br /><br />Subcontractor: Concrete Strategies, Rebar Specialists, Vee Jay<br />QC/QA Firm: PSI Testing<br /><br />Casino Queen<br /><br /><br /><br />Project Owner: Casino Queen<br /><br />Project Architect: Kuhlman Design Group<br /><br />Project Engineer(s): Woolpert Inc. (civil); Manley Brothers (marine)<br /><br />Tilt-Up: Alper - Audi<br /><br />General Contractor: Clayco/Legacy LLC Joint Venture<br /><br />Ready Mix Supplier: Upchurch<br /><br />Subcontractor: JLR Concrete, Rebar Specialists<br /><br />QC/QA Firm: SCI<br /><br />Hazelwood Middle Schools<br />(Central, North, Southeast, and West)<br /><br /><br /><br />Project Owner: Hazelwood School District<br /><br />Project Architect: Hazelwood Central: PB Americas, Inc. Hazelwood North and Southeast: Bond Wolfe Architects, Inc. Hazelwood West: TRi Architects<br /><br />Project Engineer(s): Hazelwood Central: Civil (PB Americas, Inc.), Structural (SSE, Inc.) Hazelwood North and Southeast: Civil (Civil Design Consultants,Inc.), Structural (McGinnis &amp; Associates) Hazelwood West: Civil (Civil Design, Inc.), Structural (KPFF Consulting Engineering) All four schools: M.E.P.FP. (ZAK Systems, Inc.), Landscape (PB Americas, Inc.), Food Service (The Geiger Group)<br /><br />Construction Manager: S.M. Wilson (all four schools)<br /><br />Ready Mix Supplier: Hazelwood Central : Riley Ready Mix &amp; Materials, Inc. Hazelwood North and Southeast: Raneri Hazelwood West: Riley Ready Mix &amp; Materials, Inc.<br /><br />Tilt-Up Subcontractor: Hazelwood Central: Fenix Construction Company Hazelwood North and Southeast: Fenix Construction Company Hazelwood West: Fenix Construction Company<br /><br />QC/QA Firm: Midwest Testing (all four schools)<br /><br />4545 Lindell<br /><br /><br /><br />Project Owner: Conrad Properties<br /><br />Project Architect: Saur &amp; Associates<br /><br />Project Engineer(s): KPFF<br /><br />General Contractor: Alberici Constructors<br /><br />Ready Mix Supplier: Rainari B Decks and Five Star B Vertical Structure<br /><br />Subcontractor: Horizontal Slabs: CECO Horizontal Flatwork: Vee-Jay Cement Contracting Company Vertical Structure: Alberici Constructors<br /><br />QC/QA Firm: Midwest Testing<br /><br />Route 367, St. Louis County Freeway Conversion<br /><br /><br /><br />Project Owner: MoDOT<br /><br />Project Architect: HDR Engineering, Inc.<br /><br />Project Engineer(s): Crawford Murphy &amp; Tilly, Inc.<br /><br />General Contractor: Fred Weber, Inc.<br /><br />Ready Mix Supplier: Breckenridge Material Company<br /><br />Subcontractor: Gerstner Electric, Collins &amp; Hermann Vertical Structure: Alberici Constructors<br /><br />QC/QA Firm: Fred Weber, Inc. (QC), CMT Engineering (QA)<br /><br />Holcim Entrance Paving Project<br /><br /><br /><br />Project Owner: Holcim (US) Inc.<br /><br />Project Engineer(s): TransSystems Corp.<br /><br />General Contractor: WashingtonGroup/Alberici Joint Venture<br /><br />Ready Mix Supplier: Fred Weber, Inc.<br /><br />QC/QA Firm: Fred Weber, Inc. - WGA/JV<br /><br />Moolah Parking Structure<br /><br /><br /><br />Project Owner: Moolah Parking, LLC Owner: Amrit &amp; Amy Gill<br /><br />Project Architect: HKW Architects<br /><br />Project Engineer(s): Bob D. Campbell &amp; Co., Inc.<br /><br />General Contractor: B.S.I. Constructors, Inc. Pre-Cast Supplier: Rinker Materials<br /><br />QC/QA Firm: B.S.I. Constructors, Inc.<br /><br />Holcim (US) Silos<br /><br /><br /><br />Project Owner: Holcim (US) Inc.<br /><br />Project Engineer(s): T.E. Ibberson<br /><br />General Contractor: MC-Industrial Inc.<br /><br />Ready Mix Supplier: Metro Materials<br /><br />Subcontractor: Brundage Bone Concrete Pumping<br /><br />QC/QA Firm: Professional Service Industries<br /><br />St. Clare Catholic Church, O\\\'Fallon, Illinois<br /><br /><br /><br />Project Owner: St. Clare Catholic Church<br /><br />Project Architect: BCDM Architects<br /><br />Project Engineer(s): LJB Inc., Kirkham, Micheal and Associates<br /><br />General Contractor: The Korte Company<br /><br />Ready Mix Supplier: Illini Concrete<br /><br />Subcontractor: CR Venier<br /><br />QC/QA Firm: SCI Engineering<br /><br />Logan College of Chiropractic:<br />Campus Upgrades and William D. Purser DC Center<br /><br /><br /><br />Project Owner: Logan University Programs College of Chiropractic<br /><br />Project Architect: TR,i Archtiects<br /><br />Project Engineer(s): KPFF Consulting Engineers<br /><br />General Contractor: SM Wilson<br /><br />Ready Mix Supplier: Kienstra Ready Mix Concrete<br /><br />Subcontractor: Foundation: Heritage Concrete Flatwork: Ahal Contracting Co.<br /><br />QC/QA Firm: TR,i Architects<br /><br />The Chesterfield Family Aquatic Center Improvements<br /><br /><br /><br />Project Owner: The City of Chesterfield<br /><br />Project Architect: Kimley-Horn &amp; Assoc Architects<br /><br />General Contractor: Capri Pool &amp; Aquatics Flatwork<br /><br />Contractor: Vee-Jay Cement<br /><br />Ready Mix Supplier: Ready Mix Supplier</p>\";s:10:\"field_id_9\";s:0:\"\";s:10:\"field_ft_9\";s:4:\"none\";s:11:\"field_id_42\";s:0:\"\";s:11:\"field_id_43\";s:0:\"\";s:11:\"field_ft_43\";s:4:\"none\";}'),(57,31,2,1,1207123833,'a:29:{s:9:\"weblog_id\";s:1:\"2\";s:8:\"entry_id\";s:2:\"31\";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:\"2008-04-01 10:03 PM\";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:35:\"2007 Concrete Council Award Winners\";s:9:\"url_title\";s:35:\"2007_concrete_council_award_winners\";s:4:\"save\";s:10:\"Quick Save\";s:10:\"field_id_5\";s:35:\"2007 Concrete Council Award Winners\";s:10:\"field_ft_5\";s:4:\"none\";s:11:\"field_id_13\";s:0:\"\";s:10:\"field_id_6\";s:0:\"\";s:10:\"field_ft_6\";s:4:\"none\";s:10:\"field_id_7\";s:0:\"\";s:10:\"field_ft_7\";s:4:\"none\";s:10:\"field_id_8\";s:6261:\"<h2><br /></h2>\n<h2>Casino Queen Black Jack Bar at Cardinals Stadium<strong></strong></h2>\n<p><strong>Project Owner: </strong>St. Louis Cardinals</p>\n<p><strong>Project Architect: </strong>KAI Design &amp; Build</p>\n<p><strong>Contractor:</strong> Ahal Contracting Company</p>\n<p>&nbsp;</p>\n<h2>Industrial Aid, Inc.</h2>\n<p><strong>Project Owner:</strong> Industrial Aid, Inc.</p>\n<p><strong>Project Architect:</strong> Arcturis</p>\n<p><strong>Project Engineer(s): </strong>Heideman + Associates, MEP/FP Engineers<br />Larson Engineering,Structural Engineers<br />Doering Engineering, Civil Engineer</p>\n<p><strong>General Contractor:</strong> Arcturis</p>\n<p><strong>Ready Mix Supplier: </strong>Breckenridge Material Company<strong></strong></p>\n<p><strong>Subcontractor: </strong>Ahal Contracting Co.<br /></p>\n<h2>Central Underground Garage: Washington University</h2>\n<p><strong>Project Owner:</strong> Washington University</p>\n<p><strong>Project Architect: </strong>Mackey Mitchell Associates</p>\n<p><strong>Project Engineer(s): </strong>Desmond</p>\n<p><strong>General Contractor:</strong> Clayco</p>\n<p><strong>Ready Mix Supplier: </strong>Metro/Kienstra</p>\n<p><strong>Subcontractor: </strong>Concrete Strategies, Rebar Specialists, Vee Jay</p>\n<p><strong>QC/QA Firm: </strong>PSI Testing</p>\n<p>&nbsp;</p>\n<h2>Casino Queen</h2>\n<p><strong>Project Owner:</strong> Casino Queen</p>\n<p><strong>Project Architect:</strong> Kuhlman Design Group</p>\n<p><strong>Project Engineer(s):</strong> Woolpert Inc. (civil); Manley Brothers (marine)</p>\n<p><strong>Tilt-Up: </strong>Alper - Audi</p>\n<p><strong>General Contractor: </strong>Clayco/Legacy LLC Joint Venture</p>\n<p><strong>Ready Mix Supplier:</strong> Upchurch</p>\n<p><strong>Subcontractor: </strong>JLR Concrete, Rebar Specialists</p>\n<p><strong>QC/QA Firm: </strong>SCI</p>\n<p>&nbsp;</p>\n<h2>Hazelwood Middle Schools</h2>\n<p>(Central, North, Southeast, and West)</p>\n<p>Project Owner: Hazelwood School District</p>\n<p>Project Architect: Hazelwood Central: PB Americas, Inc. Hazelwood North and Southeast: Bond Wolfe Architects, Inc. Hazelwood West: TRi Architects</p>\n<p>Project Engineer(s): Hazelwood Central: Civil (PB Americas, Inc.), Structural (SSE, Inc.) Hazelwood North and Southeast: Civil (Civil Design Consultants,Inc.), Structural (McGinnis &amp; Associates) Hazelwood West: Civil (Civil Design, Inc.), Structural (KPFF Consulting Engineering) All four schools: M.E.P.FP. (ZAK Systems, Inc.), Landscape (PB Americas, Inc.), Food Service (The Geiger Group)</p>\n<p>Construction Manager: S.M. Wilson (all four schools)</p>\n<p>Ready Mix Supplier: Hazelwood Central : Riley Ready Mix &amp; Materials, Inc. Hazelwood North and Southeast: Raneri Hazelwood West: Riley Ready Mix &amp; Materials, Inc.</p>\n<p>Tilt-Up Subcontractor: Hazelwood Central: Fenix Construction Company Hazelwood North and Southeast: Fenix Construction Company Hazelwood West: Fenix Construction Company</p>\n<p>QC/QA Firm: Midwest Testing (all four schools)</p>\n<p>&nbsp;</p>\n<h2>4545 Lindell</h2>\n<p>Project Owner: Conrad Properties</p>\n<p>Project Architect: Saur &amp; Associates</p>\n<p>Project Engineer(s): KPFF</p>\n<p>General Contractor: Alberici Constructors</p>\n<p>Ready Mix Supplier: Rainari B Decks and Five Star B Vertical Structure</p>\n<p>Subcontractor: Horizontal Slabs: CECO Horizontal Flatwork: Vee-Jay Cement Contracting Company Vertical Structure: Alberici Constructors</p>\n<p>C/QA Firm: Midwest Testing<br /></p>\n<h2>Route 367, St. Louis County Freeway Conversion</h2>\n<p><br /><br />Project Owner: MoDOT<br /><br />Project Architect: HDR Engineering, Inc.<br /><br />Project Engineer(s): Crawford Murphy &amp; Tilly, Inc.<br /><br />General Contractor: Fred Weber, Inc.<br /><br />Ready Mix Supplier: Breckenridge Material Company<br /><br />Subcontractor: Gerstner Electric, Collins &amp; Hermann Vertical Structure: Alberici Constructors<br /><br />QC/QA Firm: Fred Weber, Inc. (QC), CMT Engineering (QA)<br /><br />Holcim Entrance Paving Project<br /><br /><br /><br />Project Owner: Holcim (US) Inc.<br /><br />Project Engineer(s): TransSystems Corp.<br /><br />General Contractor: WashingtonGroup/Alberici Joint Venture<br /><br />Ready Mix Supplier: Fred Weber, Inc.<br /><br />QC/QA Firm: Fred Weber, Inc. - WGA/JV<br /><br />Moolah Parking Structure<br /><br /><br /><br />Project Owner: Moolah Parking, LLC Owner: Amrit &amp; Amy Gill<br /><br />Project Architect: HKW Architects<br /><br />Project Engineer(s): Bob D. Campbell &amp; Co., Inc.<br /><br />General Contractor: B.S.I. Constructors, Inc. Pre-Cast Supplier: Rinker Materials<br /><br />QC/QA Firm: B.S.I. Constructors, Inc.<br /><br />Holcim (US) Silos<br /><br /><br /><br />Project Owner: Holcim (US) Inc.<br /><br />Project Engineer(s): T.E. Ibberson<br /><br />General Contractor: MC-Industrial Inc.<br /><br />Ready Mix Supplier: Metro Materials<br /><br />Subcontractor: Brundage Bone Concrete Pumping<br /><br />QC/QA Firm: Professional Service Industries<br /><br />St. Clare Catholic Church, O\\\'Fallon, Illinois<br /><br /><br /><br />Project Owner: St. Clare Catholic Church<br /><br />Project Architect: BCDM Architects<br /><br />Project Engineer(s): LJB Inc., Kirkham, Micheal and Associates<br /><br />General Contractor: The Korte Company<br /><br />Ready Mix Supplier: Illini Concrete<br /><br />Subcontractor: CR Venier<br /><br />QC/QA Firm: SCI Engineering<br /><br />Logan College of Chiropractic:<br />Campus Upgrades and William D. Purser DC Center<br /><br /><br /><br />Project Owner: Logan University Programs College of Chiropractic<br /><br />Project Architect: TR,i Archtiects<br /><br />Project Engineer(s): KPFF Consulting Engineers<br /><br />General Contractor: SM Wilson<br /><br />Ready Mix Supplier: Kienstra Ready Mix Concrete<br /><br />Subcontractor: Foundation: Heritage Concrete Flatwork: Ahal Contracting Co.<br /><br />QC/QA Firm: TR,i Architects<br /><br />The Chesterfield Family Aquatic Center Improvements<br /><br /><br /><br />Project Owner: The City of Chesterfield<br /><br />Project Architect: Kimley-Horn &amp; Assoc Architects<br /><br />General Contractor: Capri Pool &amp; Aquatics Flatwork<br /><br />Contractor: Vee-Jay Cement<br /><br />Ready Mix Supplier: Ready Mix Supplier</p>\";s:10:\"field_id_9\";s:0:\"\";s:10:\"field_ft_9\";s:4:\"none\";s:11:\"field_id_42\";s:0:\"\";s:11:\"field_id_43\";s:0:\"\";s:11:\"field_ft_43\";s:4:\"none\";}'),(58,31,2,1,1207124041,'a:29:{s:9:\"weblog_id\";s:1:\"2\";s:8:\"entry_id\";s:2:\"31\";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:\"2008-04-01 10:03 PM\";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:35:\"2007 Concrete Council Award Winners\";s:9:\"url_title\";s:35:\"2007_concrete_council_award_winners\";s:4:\"save\";s:10:\"Quick Save\";s:10:\"field_id_5\";s:35:\"2007 Concrete Council Award Winners\";s:10:\"field_ft_5\";s:4:\"none\";s:11:\"field_id_13\";s:0:\"\";s:10:\"field_id_6\";s:0:\"\";s:10:\"field_ft_6\";s:4:\"none\";s:10:\"field_id_7\";s:0:\"\";s:10:\"field_ft_7\";s:4:\"none\";s:10:\"field_id_8\";s:6089:\"<h2><br /></h2>\n<h2>Casino Queen Black Jack Bar at Cardinals Stadium<strong></strong></h2>\n<p><strong>Project Owner: </strong>St. Louis Cardinals</p>\n<p><strong>Project Architect: </strong>KAI Design &amp; Build</p>\n<p><strong>Contractor:</strong> Ahal Contracting Company</p>\n<p>&nbsp;</p>\n<h2>Industrial Aid, Inc.</h2>\n<p><strong>Project Owner:</strong> Industrial Aid, Inc.</p>\n<p><strong>Project Architect:</strong> Arcturis</p>\n<p><strong>Project Engineer(s): </strong>Heideman + Associates, MEP/FP Engineers<br />Larson Engineering,Structural Engineers<br />Doering Engineering, Civil Engineer</p>\n<p><strong>General Contractor:</strong> Arcturis</p>\n<p><strong>Ready Mix Supplier: </strong>Breckenridge Material Company<strong></strong></p>\n<p><strong>Subcontractor: </strong>Ahal Contracting Co.</p>\n<h2>Central Underground Garage: Washington University</h2>\n<p><strong>Project Owner:</strong> Washington University</p>\n<p><strong>Project Architect: </strong>Mackey Mitchell Associates</p>\n<p><strong>Project Engineer(s): </strong>Desmond</p>\n<p><strong>General Contractor:</strong> Clayco</p>\n<p><strong>Ready Mix Supplier: </strong>Metro/Kienstra</p>\n<p><strong>Subcontractor: </strong>Concrete Strategies, Rebar Specialists, Vee Jay</p>\n<p><strong>QC/QA Firm: </strong>PSI Testing</p>\n<p>&nbsp;</p>\n<h2>Casino Queen</h2>\n<p><strong>Project Owner:</strong> Casino Queen</p>\n<p><strong>Project Architect:</strong> Kuhlman Design Group</p>\n<p><strong>Project Engineer(s):</strong> Woolpert Inc. (civil); Manley Brothers (marine)</p>\n<p><strong>Tilt-Up: </strong>Alper - Audi</p>\n<p><strong>General Contractor: </strong>Clayco/Legacy LLC Joint Venture</p>\n<p><strong>Ready Mix Supplier:</strong> Upchurch</p>\n<p><strong>Subcontractor: </strong>JLR Concrete, Rebar Specialists</p>\n<p><strong>QC/QA Firm: </strong>SCI</p>\n<p>&nbsp;</p>\n<h2>Hazelwood Middle Schools</h2>\n<p>(Central, North, Southeast, and West)</p>\n<p>Project Owner: Hazelwood School District</p>\n<p>Project Architect: Hazelwood Central: PB Americas, Inc. Hazelwood North and Southeast: Bond Wolfe Architects, Inc. Hazelwood West: TRi Architects</p>\n<p>Project Engineer(s): Hazelwood Central: Civil (PB Americas, Inc.), Structural (SSE, Inc.) Hazelwood North and Southeast: Civil (Civil Design Consultants,Inc.), Structural (McGinnis &amp; Associates) Hazelwood West: Civil (Civil Design, Inc.), Structural (KPFF Consulting Engineering) All four schools: M.E.P.FP. (ZAK Systems, Inc.), Landscape (PB Americas, Inc.), Food Service (The Geiger Group)</p>\n<p>Construction Manager: S.M. Wilson (all four schools)</p>\n<p>Ready Mix Supplier: Hazelwood Central : Riley Ready Mix &amp; Materials, Inc. Hazelwood North and Southeast: Raneri Hazelwood West: Riley Ready Mix &amp; Materials, Inc.</p>\n<p>Tilt-Up Subcontractor: Hazelwood Central: Fenix Construction Company Hazelwood North and Southeast: Fenix Construction Company Hazelwood West: Fenix Construction Company</p>\n<p>QC/QA Firm: Midwest Testing (all four schools)</p>\n<p>&nbsp;</p>\n<h2>4545 Lindell</h2>\n<p>Project Owner: Conrad Properties</p>\n<p>Project Architect: Saur &amp; Associates</p>\n<p>Project Engineer(s): KPFF</p>\n<p>General Contractor: Alberici Constructors</p>\n<p>Ready Mix Supplier: Rainari B Decks and Five Star B Vertical Structure</p>\n<p>Subcontractor: Horizontal Slabs: CECO Horizontal Flatwork: Vee-Jay Cement Contracting Company Vertical Structure: Alberici Constructors</p>\n<p>C/QA Firm: Midwest Testing</p>\n<p>&nbsp;</p>\n<h2>Route 367, St. Louis County Freeway Conversion</h2>\n<p>Project Owner: MoDOT</p>\n<p>Project Architect: HDR Engineering, Inc.</p>\n<p>Project Engineer(s): Crawford Murphy &amp; Tilly, Inc.</p>\n<p>General Contractor: Fred Weber, Inc.</p>\n<p>Ready Mix Supplier: Breckenridge Material Company</p>\n<p>Subcontractor: Gerstner Electric, Collins &amp; Hermann Vertical Structure: Alberici Constructors</p>\n<p>QC/QA Firm: Fred Weber, Inc. (QC), CMT Engineering (QA)</p>\n<p>&nbsp;</p>\n<h2>Holcim Entrance Paving Project</h2>\n<p>Project Owner: Holcim (US) Inc.</p>\n<p>Project Engineer(s): TransSystems Corp.</p>\n<p>General Contractor: WashingtonGroup/Alberici Joint Venture</p>\n<p>Ready Mix Supplier: Fred Weber, Inc.</p>\n<p>QC/QA Firm: Fred Weber, Inc. - WGA/JV</p>\n<p>&nbsp;</p>\n<h2>Moolah Parking Structure</h2>\n<p>Project Owner: Moolah Parking, LLC Owner: Amrit &amp; Amy Gill</p>\n<p>Project Architect: HKW Architects</p>\n<p>Project Engineer(s): Bob D. Campbell &amp; Co., Inc.</p>\n<p>General Contractor: B.S.I. Constructors, Inc. Pre-Cast Supplier: Rinker Materials</p>\n<p>QC/QA Firm: B.S.I. Constructors, Inc.</p>\n<p>&nbsp;</p>\n<h2>Holcim (US) Silos</h2>\n<p>Project Owner: Holcim (US) Inc.</p>\n<p>Project Engineer(s): T.E. Ibberson</p>\n<p>General Contractor: MC-Industrial Inc.</p>\n<p>Ready Mix Supplier: Metro Materials</p>\n<p>Subcontractor: Brundage Bone Concrete Pumping</p>\n<p>QC/QA Firm: Professional Service Industries</p>\n<p>&nbsp;</p>\n<h2>St. Clare Catholic Church, O\\\'Fallon, Illinois</h2>\n<p>Project Owner: St. Clare Catholic Church</p>\n<p>Project Architect: BCDM Architects</p>\n<p>Project Engineer(s): LJB Inc., Kirkham, Micheal and Associates</p>\n<p>General Contractor: The Korte Company</p>\n<p>Ready Mix Supplier: Illini Concrete</p>\n<p>Subcontractor: CR Venier</p>\n<p>QC/QA Firm: SCI Engineering</p>\n<p>&nbsp;</p>\n<h2>Logan College of Chiropractic:</h2>\n<p>Campus Upgrades and William D. Purser DC Center</p>\n<p>Project Owner: Logan University Programs College of Chiropractic</p>\n<p>Project Architect: TR,i Archtiects</p>\n<p>Project Engineer(s): KPFF Consulting Engineers</p>\n<p>General Contractor: SM Wilson</p>\n<p>Ready Mix Supplier: Kienstra Ready Mix Concrete</p>\n<p>Subcontractor: Foundation: Heritage Concrete Flatwork: Ahal Contracting Co.</p>\n<p>QC/QA Firm: TR,i Architects</p>\n<p>&nbsp;</p>\n<h2>The Chesterfield Family Aquatic Center Improvements</h2>\n<p>Project Owner: The City of Chesterfield</p>\n<p>Project Architect: Kimley-Horn &amp; Assoc Architects</p>\n<p>General Contractor: Capri Pool &amp; Aquatics Flatwork</p>\n<p>Contractor: Vee-Jay Cement</p>\n<p>Ready Mix Supplier: Ready Mix Supplier</p>\";s:10:\"field_id_9\";s:0:\"\";s:10:\"field_ft_9\";s:4:\"none\";s:11:\"field_id_42\";s:0:\"\";s:11:\"field_id_43\";s:0:\"\";s:11:\"field_ft_43\";s:4:\"none\";}'),(59,31,2,1,1207124977,'a:29:{s:9:\"weblog_id\";s:1:\"2\";s:8:\"entry_id\";s:2:\"31\";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:\"2008-04-01 10:03 PM\";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:35:\"2007 Concrete Council Award Winners\";s:9:\"url_title\";s:35:\"2007_concrete_council_award_winners\";s:6:\"submit\";s:6:\"Submit\";s:10:\"field_id_5\";s:35:\"2007 Concrete Council Award Winners\";s:10:\"field_ft_5\";s:4:\"none\";s:11:\"field_id_13\";s:0:\"\";s:10:\"field_id_6\";s:0:\"\";s:10:\"field_ft_6\";s:4:\"none\";s:10:\"field_id_7\";s:0:\"\";s:10:\"field_ft_7\";s:4:\"none\";s:10:\"field_id_8\";s:6487:\"<h2><img height=\\\"264\\\" src=\\\"/images/uploads/features/2007_concrete_winners/concwinhd.jpg\\\" width=\\\"400\\\" /></h2>\n<h2>Casino Queen Black Jack Bar at Cardinals Stadium</h2>\n<p><img class=\\\"image-left\\\" height=\\\"79\\\" src=\\\"/images/uploads/features/2007_concrete_winners/casinoqueen.jpg\\\" style=\\\"float: left;\\\" width=\\\"144\\\" /><strong>Project Owner: </strong>St. Louis Cardinals</p>\n<p><strong>Project Architect: </strong>KAI Design &amp; Build</p>\n<p><strong>Contractor:</strong> Ahal Contracting Company</p>\n<p>&nbsp;</p>\n<h2>Industrial Aid, Inc.</h2>\n<p><img class=\\\"image-left\\\" height=\\\"79\\\" src=\\\"/images/uploads/features/2007_concrete_winners/industrialaid.jpg\\\" style=\\\"float: left;\\\" width=\\\"144\\\" /><strong>Project Owner:</strong> Industrial Aid, Inc.</p>\n<p><strong>Project Architect:</strong> Arcturis</p>\n<p><strong>Project Engineer(s): </strong>Heideman + Associates, MEP/FP Engineers<br />Larson Engineering,Structural Engineers<br />Doering Engineering, Civil Engineer</p>\n<p><strong>General Contractor:</strong> Arcturis</p>\n<p><strong>Ready Mix Supplier: </strong>Breckenridge Material Company<strong></strong></p>\n<p><strong>Subcontractor: </strong>Ahal Contracting Co.</p>\n<p>&nbsp;</p>\n<h2>Central Underground Garage: Washington University</h2>\n<p><strong>Project Owner:</strong> Washington University</p>\n<p><strong>Project Architect: </strong>Mackey Mitchell Associates</p>\n<p><strong>Project Engineer(s): </strong>Desmond</p>\n<p><strong>General Contractor:</strong> Clayco</p>\n<p><strong>Ready Mix Supplier: </strong>Metro/Kienstra</p>\n<p><strong>Subcontractor: </strong>Concrete Strategies, Rebar Specialists, Vee Jay</p>\n<p><strong>QC/QA Firm: </strong>PSI Testing</p>\n<p>&nbsp;</p>\n<h2>Casino Queen</h2>\n<p><strong>Project Owner:</strong> Casino Queen</p>\n<p><strong>Project Architect:</strong> Kuhlman Design Group</p>\n<p><strong>Project Engineer(s):</strong> Woolpert Inc. (civil); Manley Brothers (marine)</p>\n<p><strong>Tilt-Up: </strong>Alper - Audi</p>\n<p><strong>General Contractor: </strong>Clayco/Legacy LLC Joint Venture</p>\n<p><strong>Ready Mix Supplier:</strong> Upchurch</p>\n<p><strong>Subcontractor: </strong>JLR Concrete, Rebar Specialists</p>\n<p><strong>QC/QA Firm: </strong>SCI</p>\n<p>&nbsp;</p>\n<h2>Hazelwood Middle Schools</h2>\n<p>(Central, North, Southeast, and West)</p>\n<p>Project Owner: Hazelwood School District</p>\n<p>Project Architect: Hazelwood Central: PB Americas, Inc. Hazelwood North and Southeast: Bond Wolfe Architects, Inc. Hazelwood West: TRi Architects</p>\n<p>Project Engineer(s): Hazelwood Central: Civil (PB Americas, Inc.), Structural (SSE, Inc.) Hazelwood North and Southeast: Civil (Civil Design Consultants,Inc.), Structural (McGinnis &amp; Associates) Hazelwood West: Civil (Civil Design, Inc.), Structural (KPFF Consulting Engineering) All four schools: M.E.P.FP. (ZAK Systems, Inc.), Landscape (PB Americas, Inc.), Food Service (The Geiger Group)</p>\n<p>Construction Manager: S.M. Wilson (all four schools)</p>\n<p>Ready Mix Supplier: Hazelwood Central : Riley Ready Mix &amp; Materials, Inc. Hazelwood North and Southeast: Raneri Hazelwood West: Riley Ready Mix &amp; Materials, Inc.</p>\n<p>Tilt-Up Subcontractor: Hazelwood Central: Fenix Construction Company Hazelwood North and Southeast: Fenix Construction Company Hazelwood West: Fenix Construction Company</p>\n<p>QC/QA Firm: Midwest Testing (all four schools)</p>\n<p>&nbsp;</p>\n<h2>4545 Lindell</h2>\n<p>Project Owner: Conrad Properties</p>\n<p>Project Architect: Saur &amp; Associates</p>\n<p>Project Engineer(s): KPFF</p>\n<p>General Contractor: Alberici Constructors</p>\n<p>Ready Mix Supplier: Rainari B Decks and Five Star B Vertical Structure</p>\n<p>Subcontractor: Horizontal Slabs: CECO Horizontal Flatwork: Vee-Jay Cement Contracting Company Vertical Structure: Alberici Constructors</p>\n<p>C/QA Firm: Midwest Testing</p>\n<p>&nbsp;</p>\n<h2>Route 367, St. Louis County Freeway Conversion</h2>\n<p>Project Owner: MoDOT</p>\n<p>Project Architect: HDR Engineering, Inc.</p>\n<p>Project Engineer(s): Crawford Murphy &amp; Tilly, Inc.</p>\n<p>General Contractor: Fred Weber, Inc.</p>\n<p>Ready Mix Supplier: Breckenridge Material Company</p>\n<p>Subcontractor: Gerstner Electric, Collins &amp; Hermann Vertical Structure: Alberici Constructors</p>\n<p>QC/QA Firm: Fred Weber, Inc. (QC), CMT Engineering (QA)</p>\n<p>&nbsp;</p>\n<h2>Holcim Entrance Paving Project</h2>\n<p>Project Owner: Holcim (US) Inc.</p>\n<p>Project Engineer(s): TransSystems Corp.</p>\n<p>General Contractor: WashingtonGroup/Alberici Joint Venture</p>\n<p>Ready Mix Supplier: Fred Weber, Inc.</p>\n<p>QC/QA Firm: Fred Weber, Inc. - WGA/JV</p>\n<p>&nbsp;</p>\n<h2>Moolah Parking Structure</h2>\n<p>Project Owner: Moolah Parking, LLC Owner: Amrit &amp; Amy Gill</p>\n<p>Project Architect: HKW Architects</p>\n<p>Project Engineer(s): Bob D. Campbell &amp; Co., Inc.</p>\n<p>General Contractor: B.S.I. Constructors, Inc. Pre-Cast Supplier: Rinker Materials</p>\n<p>QC/QA Firm: B.S.I. Constructors, Inc.</p>\n<p>&nbsp;</p>\n<h2>Holcim (US) Silos</h2>\n<p>Project Owner: Holcim (US) Inc.</p>\n<p>Project Engineer(s): T.E. Ibberson</p>\n<p>General Contractor: MC-Industrial Inc.</p>\n<p>Ready Mix Supplier: Metro Materials</p>\n<p>Subcontractor: Brundage Bone Concrete Pumping</p>\n<p>QC/QA Firm: Professional Service Industries</p>\n<p>&nbsp;</p>\n<h2>St. Clare Catholic Church, O\\\'Fallon, Illinois</h2>\n<p>Project Owner: St. Clare Catholic Church</p>\n<p>Project Architect: BCDM Architects</p>\n<p>Project Engineer(s): LJB Inc., Kirkham, Micheal and Associates</p>\n<p>General Contractor: The Korte Company</p>\n<p>Ready Mix Supplier: Illini Concrete</p>\n<p>Subcontractor: CR Venier</p>\n<p>QC/QA Firm: SCI Engineering</p>\n<p>&nbsp;</p>\n<h2>Logan College of Chiropractic:</h2>\n<p>Campus Upgrades and William D. Purser DC Center</p>\n<p>Project Owner: Logan University Programs College of Chiropractic</p>\n<p>Project Architect: TR,i Archtiects</p>\n<p>Project Engineer(s): KPFF Consulting Engineers</p>\n<p>General Contractor: SM Wilson</p>\n<p>Ready Mix Supplier: Kienstra Ready Mix Concrete</p>\n<p>Subcontractor: Foundation: Heritage Concrete Flatwork: Ahal Contracting Co.</p>\n<p>QC/QA Firm: TR,i Architects</p>\n<p>&nbsp;</p>\n<h2>The Chesterfield Family Aquatic Center Improvements</h2>\n<p>Project Owner: The City of Chesterfield</p>\n<p>Project Architect: Kimley-Horn &amp; Assoc Architects</p>\n<p>General Contractor: Capri Pool &amp; Aquatics Flatwork</p>\n<p>Contractor: Vee-Jay Cement</p>\n<p>Ready Mix Supplier: Ready Mix Supplier</p>\";s:10:\"field_id_9\";s:0:\"\";s:10:\"field_ft_9\";s:4:\"none\";s:11:\"field_id_42\";s:0:\"\";s:11:\"field_id_43\";s:0:\"\";s:11:\"field_ft_43\";s:4:\"none\";}'),(60,32,2,1,1207125028,'a:29:{s:9:\"weblog_id\";s:1:\"2\";s:8:\"entry_id\";s:0:\"\";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 10:03 PM\";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:34:\"2007 Finishing Touch Award Winners\";s:9:\"url_title\";s:34:\"2007_finishing_touch_award_winners\";s:6:\"submit\";s:6:\"Submit\";s:10:\"field_id_5\";s:34:\"2007 Finishing Touch Award Winners\";s:10:\"field_ft_5\";s:4:\"none\";s:11:\"field_id_13\";s:0:\"\";s:10:\"field_id_6\";s:0:\"\";s:10:\"field_ft_6\";s:4:\"none\";s:10:\"field_id_7\";s:0:\"\";s:10:\"field_ft_7\";s:4:\"none\";s:10:\"field_id_8\";s:6382:\"<h2></h2>\n<h2>Casino Queen Black Jack Bar at Cardinals Stadium</h2>\n<p><img class=\\\"image-left\\\" height=\\\"79\\\" src=\\\"/images/uploads/features/2007_concrete_winners/casinoqueen.jpg\\\" style=\\\"float: left;\\\" width=\\\"144\\\" /><strong>Project Owner: </strong>St. Louis Cardinals</p>\n<p><strong>Project Architect: </strong>KAI Design &amp; Build</p>\n<p><strong>Contractor:</strong> Ahal Contracting Company</p>\n<p>&nbsp;</p>\n<h2>Industrial Aid, Inc.</h2>\n<p><img class=\\\"image-left\\\" height=\\\"79\\\" src=\\\"/images/uploads/features/2007_concrete_winners/industrialaid.jpg\\\" style=\\\"float: left;\\\" width=\\\"144\\\" /><strong>Project Owner:</strong> Industrial Aid, Inc.</p>\n<p><strong>Project Architect:</strong> Arcturis</p>\n<p><strong>Project Engineer(s): </strong>Heideman + Associates, MEP/FP Engineers<br />Larson Engineering,Structural Engineers<br />Doering Engineering, Civil Engineer</p>\n<p><strong>General Contractor:</strong> Arcturis</p>\n<p><strong>Ready Mix Supplier: </strong>Breckenridge Material Company<strong></strong></p>\n<p><strong>Subcontractor: </strong>Ahal Contracting Co.</p>\n<p>&nbsp;</p>\n<h2>Central Underground Garage: Washington University</h2>\n<p><strong>Project Owner:</strong> Washington University</p>\n<p><strong>Project Architect: </strong>Mackey Mitchell Associates</p>\n<p><strong>Project Engineer(s): </strong>Desmond</p>\n<p><strong>General Contractor:</strong> Clayco</p>\n<p><strong>Ready Mix Supplier: </strong>Metro/Kienstra</p>\n<p><strong>Subcontractor: </strong>Concrete Strategies, Rebar Specialists, Vee Jay</p>\n<p><strong>QC/QA Firm: </strong>PSI Testing</p>\n<p>&nbsp;</p>\n<h2>Casino Queen</h2>\n<p><strong>Project Owner:</strong> Casino Queen</p>\n<p><strong>Project Architect:</strong> Kuhlman Design Group</p>\n<p><strong>Project Engineer(s):</strong> Woolpert Inc. (civil); Manley Brothers (marine)</p>\n<p><strong>Tilt-Up: </strong>Alper - Audi</p>\n<p><strong>General Contractor: </strong>Clayco/Legacy LLC Joint Venture</p>\n<p><strong>Ready Mix Supplier:</strong> Upchurch</p>\n<p><strong>Subcontractor: </strong>JLR Concrete, Rebar Specialists</p>\n<p><strong>QC/QA Firm: </strong>SCI</p>\n<p>&nbsp;</p>\n<h2>Hazelwood Middle Schools</h2>\n<p>(Central, North, Southeast, and West)</p>\n<p>Project Owner: Hazelwood School District</p>\n<p>Project Architect: Hazelwood Central: PB Americas, Inc. Hazelwood North and Southeast: Bond Wolfe Architects, Inc. Hazelwood West: TRi Architects</p>\n<p>Project Engineer(s): Hazelwood Central: Civil (PB Americas, Inc.), Structural (SSE, Inc.) Hazelwood North and Southeast: Civil (Civil Design Consultants,Inc.), Structural (McGinnis &amp; Associates) Hazelwood West: Civil (Civil Design, Inc.), Structural (KPFF Consulting Engineering) All four schools: M.E.P.FP. (ZAK Systems, Inc.), Landscape (PB Americas, Inc.), Food Service (The Geiger Group)</p>\n<p>Construction Manager: S.M. Wilson (all four schools)</p>\n<p>Ready Mix Supplier: Hazelwood Central : Riley Ready Mix &amp; Materials, Inc. Hazelwood North and Southeast: Raneri Hazelwood West: Riley Ready Mix &amp; Materials, Inc.</p>\n<p>Tilt-Up Subcontractor: Hazelwood Central: Fenix Construction Company Hazelwood North and Southeast: Fenix Construction Company Hazelwood West: Fenix Construction Company</p>\n<p>QC/QA Firm: Midwest Testing (all four schools)</p>\n<p>&nbsp;</p>\n<h2>4545 Lindell</h2>\n<p>Project Owner: Conrad Properties</p>\n<p>Project Architect: Saur &amp; Associates</p>\n<p>Project Engineer(s): KPFF</p>\n<p>General Contractor: Alberici Constructors</p>\n<p>Ready Mix Supplier: Rainari B Decks and Five Star B Vertical Structure</p>\n<p>Subcontractor: Horizontal Slabs: CECO Horizontal Flatwork: Vee-Jay Cement Contracting Company Vertical Structure: Alberici Constructors</p>\n<p>C/QA Firm: Midwest Testing</p>\n<p>&nbsp;</p>\n<h2>Route 367, St. Louis County Freeway Conversion</h2>\n<p>Project Owner: MoDOT</p>\n<p>Project Architect: HDR Engineering, Inc.</p>\n<p>Project Engineer(s): Crawford Murphy &amp; Tilly, Inc.</p>\n<p>General Contractor: Fred Weber, Inc.</p>\n<p>Ready Mix Supplier: Breckenridge Material Company</p>\n<p>Subcontractor: Gerstner Electric, Collins &amp; Hermann Vertical Structure: Alberici Constructors</p>\n<p>QC/QA Firm: Fred Weber, Inc. (QC), CMT Engineering (QA)</p>\n<p>&nbsp;</p>\n<h2>Holcim Entrance Paving Project</h2>\n<p>Project Owner: Holcim (US) Inc.</p>\n<p>Project Engineer(s): TransSystems Corp.</p>\n<p>General Contractor: WashingtonGroup/Alberici Joint Venture</p>\n<p>Ready Mix Supplier: Fred Weber, Inc.</p>\n<p>QC/QA Firm: Fred Weber, Inc. - WGA/JV</p>\n<p>&nbsp;</p>\n<h2>Moolah Parking Structure</h2>\n<p>Project Owner: Moolah Parking, LLC Owner: Amrit &amp; Amy Gill</p>\n<p>Project Architect: HKW Architects</p>\n<p>Project Engineer(s): Bob D. Campbell &amp; Co., Inc.</p>\n<p>General Contractor: B.S.I. Constructors, Inc. Pre-Cast Supplier: Rinker Materials</p>\n<p>QC/QA Firm: B.S.I. Constructors, Inc.</p>\n<p>&nbsp;</p>\n<h2>Holcim (US) Silos</h2>\n<p>Project Owner: Holcim (US) Inc.</p>\n<p>Project Engineer(s): T.E. Ibberson</p>\n<p>General Contractor: MC-Industrial Inc.</p>\n<p>Ready Mix Supplier: Metro Materials</p>\n<p>Subcontractor: Brundage Bone Concrete Pumping</p>\n<p>QC/QA Firm: Professional Service Industries</p>\n<p>&nbsp;</p>\n<h2>St. Clare Catholic Church, O\\\'Fallon, Illinois</h2>\n<p>Project Owner: St. Clare Catholic Church</p>\n<p>Project Architect: BCDM Architects</p>\n<p>Project Engineer(s): LJB Inc., Kirkham, Micheal and Associates</p>\n<p>General Contractor: The Korte Company</p>\n<p>Ready Mix Supplier: Illini Concrete</p>\n<p>Subcontractor: CR Venier</p>\n<p>QC/QA Firm: SCI Engineering</p>\n<p>&nbsp;</p>\n<h2>Logan College of Chiropractic:</h2>\n<p>Campus Upgrades and William D. Purser DC Center</p>\n<p>Project Owner: Logan University Programs College of Chiropractic</p>\n<p>Project Architect: TR,i Archtiects</p>\n<p>Project Engineer(s): KPFF Consulting Engineers</p>\n<p>General Contractor: SM Wilson</p>\n<p>Ready Mix Supplier: Kienstra Ready Mix Concrete</p>\n<p>Subcontractor: Foundation: Heritage Concrete Flatwork: Ahal Contracting Co.</p>\n<p>QC/QA Firm: TR,i Architects</p>\n<p>&nbsp;</p>\n<h2>The Chesterfield Family Aquatic Center Improvements</h2>\n<p>Project Owner: The City of Chesterfield</p>\n<p>Project Architect: Kimley-Horn &amp; Assoc Architects</p>\n<p>General Contractor: Capri Pool &amp; Aquatics Flatwork</p>\n<p>Contractor: Vee-Jay Cement</p>\n<p>Ready Mix Supplier: Ready Mix Supplier</p>\";s:10:\"field_id_9\";s:0:\"\";s:10:\"field_ft_9\";s:4:\"none\";s:11:\"field_id_42\";s:0:\"\";s:11:\"field_id_43\";s:0:\"\";s:11:\"field_ft_43\";s:4:\"none\";}'),(61,33,2,1,1207125070,'a:29:{s:9:\"weblog_id\";s:1:\"2\";s:8:\"entry_id\";s:0:\"\";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 10:03 PM\";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:27:\"2007 Keystone Award Winners\";s:9:\"url_title\";s:27:\"2007_keystone_award_winners\";s:6:\"submit\";s:6:\"Submit\";s:10:\"field_id_5\";s:27:\"2007 Keystone Award Winners\";s:10:\"field_ft_5\";s:4:\"none\";s:11:\"field_id_13\";s:0:\"\";s:10:\"field_id_6\";s:0:\"\";s:10:\"field_ft_6\";s:4:\"none\";s:10:\"field_id_7\";s:0:\"\";s:10:\"field_ft_7\";s:4:\"none\";s:10:\"field_id_8\";s:6382:\"<h2></h2>\n<h2>Casino Queen Black Jack Bar at Cardinals Stadium</h2>\n<p><img class=\\\"image-left\\\" height=\\\"79\\\" src=\\\"/images/uploads/features/2007_concrete_winners/casinoqueen.jpg\\\" style=\\\"float: left;\\\" width=\\\"144\\\" /><strong>Project Owner: </strong>St. Louis Cardinals</p>\n<p><strong>Project Architect: </strong>KAI Design &amp; Build</p>\n<p><strong>Contractor:</strong> Ahal Contracting Company</p>\n<p>&nbsp;</p>\n<h2>Industrial Aid, Inc.</h2>\n<p><img class=\\\"image-left\\\" height=\\\"79\\\" src=\\\"/images/uploads/features/2007_concrete_winners/industrialaid.jpg\\\" style=\\\"float: left;\\\" width=\\\"144\\\" /><strong>Project Owner:</strong> Industrial Aid, Inc.</p>\n<p><strong>Project Architect:</strong> Arcturis</p>\n<p><strong>Project Engineer(s): </strong>Heideman + Associates, MEP/FP Engineers<br />Larson Engineering,Structural Engineers<br />Doering Engineering, Civil Engineer</p>\n<p><strong>General Contractor:</strong> Arcturis</p>\n<p><strong>Ready Mix Supplier: </strong>Breckenridge Material Company<strong></strong></p>\n<p><strong>Subcontractor: </strong>Ahal Contracting Co.</p>\n<p>&nbsp;</p>\n<h2>Central Underground Garage: Washington University</h2>\n<p><strong>Project Owner:</strong> Washington University</p>\n<p><strong>Project Architect: </strong>Mackey Mitchell Associates</p>\n<p><strong>Project Engineer(s): </strong>Desmond</p>\n<p><strong>General Contractor:</strong> Clayco</p>\n<p><strong>Ready Mix Supplier: </strong>Metro/Kienstra</p>\n<p><strong>Subcontractor: </strong>Concrete Strategies, Rebar Specialists, Vee Jay</p>\n<p><strong>QC/QA Firm: </strong>PSI Testing</p>\n<p>&nbsp;</p>\n<h2>Casino Queen</h2>\n<p><strong>Project Owner:</strong> Casino Queen</p>\n<p><strong>Project Architect:</strong> Kuhlman Design Group</p>\n<p><strong>Project Engineer(s):</strong> Woolpert Inc. (civil); Manley Brothers (marine)</p>\n<p><strong>Tilt-Up: </strong>Alper - Audi</p>\n<p><strong>General Contractor: </strong>Clayco/Legacy LLC Joint Venture</p>\n<p><strong>Ready Mix Supplier:</strong> Upchurch</p>\n<p><strong>Subcontractor: </strong>JLR Concrete, Rebar Specialists</p>\n<p><strong>QC/QA Firm: </strong>SCI</p>\n<p>&nbsp;</p>\n<h2>Hazelwood Middle Schools</h2>\n<p>(Central, North, Southeast, and West)</p>\n<p>Project Owner: Hazelwood School District</p>\n<p>Project Architect: Hazelwood Central: PB Americas, Inc. Hazelwood North and Southeast: Bond Wolfe Architects, Inc. Hazelwood West: TRi Architects</p>\n<p>Project Engineer(s): Hazelwood Central: Civil (PB Americas, Inc.), Structural (SSE, Inc.) Hazelwood North and Southeast: Civil (Civil Design Consultants,Inc.), Structural (McGinnis &amp; Associates) Hazelwood West: Civil (Civil Design, Inc.), Structural (KPFF Consulting Engineering) All four schools: M.E.P.FP. (ZAK Systems, Inc.), Landscape (PB Americas, Inc.), Food Service (The Geiger Group)</p>\n<p>Construction Manager: S.M. Wilson (all four schools)</p>\n<p>Ready Mix Supplier: Hazelwood Central : Riley Ready Mix &amp; Materials, Inc. Hazelwood North and Southeast: Raneri Hazelwood West: Riley Ready Mix &amp; Materials, Inc.</p>\n<p>Tilt-Up Subcontractor: Hazelwood Central: Fenix Construction Company Hazelwood North and Southeast: Fenix Construction Company Hazelwood West: Fenix Construction Company</p>\n<p>QC/QA Firm: Midwest Testing (all four schools)</p>\n<p>&nbsp;</p>\n<h2>4545 Lindell</h2>\n<p>Project Owner: Conrad Properties</p>\n<p>Project Architect: Saur &amp; Associates</p>\n<p>Project Engineer(s): KPFF</p>\n<p>General Contractor: Alberici Constructors</p>\n<p>Ready Mix Supplier: Rainari B Decks and Five Star B Vertical Structure</p>\n<p>Subcontractor: Horizontal Slabs: CECO Horizontal Flatwork: Vee-Jay Cement Contracting Company Vertical Structure: Alberici Constructors</p>\n<p>C/QA Firm: Midwest Testing</p>\n<p>&nbsp;</p>\n<h2>Route 367, St. Louis County Freeway Conversion</h2>\n<p>Project Owner: MoDOT</p>\n<p>Project Architect: HDR Engineering, Inc.</p>\n<p>Project Engineer(s): Crawford Murphy &amp; Tilly, Inc.</p>\n<p>General Contractor: Fred Weber, Inc.</p>\n<p>Ready Mix Supplier: Breckenridge Material Company</p>\n<p>Subcontractor: Gerstner Electric, Collins &amp; Hermann Vertical Structure: Alberici Constructors</p>\n<p>QC/QA Firm: Fred Weber, Inc. (QC), CMT Engineering (QA)</p>\n<p>&nbsp;</p>\n<h2>Holcim Entrance Paving Project</h2>\n<p>Project Owner: Holcim (US) Inc.</p>\n<p>Project Engineer(s): TransSystems Corp.</p>\n<p>General Contractor: WashingtonGroup/Alberici Joint Venture</p>\n<p>Ready Mix Supplier: Fred Weber, Inc.</p>\n<p>QC/QA Firm: Fred Weber, Inc. - WGA/JV</p>\n<p>&nbsp;</p>\n<h2>Moolah Parking Structure</h2>\n<p>Project Owner: Moolah Parking, LLC Owner: Amrit &amp; Amy Gill</p>\n<p>Project Architect: HKW Architects</p>\n<p>Project Engineer(s): Bob D. Campbell &amp; Co., Inc.</p>\n<p>General Contractor: B.S.I. Constructors, Inc. Pre-Cast Supplier: Rinker Materials</p>\n<p>QC/QA Firm: B.S.I. Constructors, Inc.</p>\n<p>&nbsp;</p>\n<h2>Holcim (US) Silos</h2>\n<p>Project Owner: Holcim (US) Inc.</p>\n<p>Project Engineer(s): T.E. Ibberson</p>\n<p>General Contractor: MC-Industrial Inc.</p>\n<p>Ready Mix Supplier: Metro Materials</p>\n<p>Subcontractor: Brundage Bone Concrete Pumping</p>\n<p>QC/QA Firm: Professional Service Industries</p>\n<p>&nbsp;</p>\n<h2>St. Clare Catholic Church, O\\\'Fallon, Illinois</h2>\n<p>Project Owner: St. Clare Catholic Church</p>\n<p>Project Architect: BCDM Architects</p>\n<p>Project Engineer(s): LJB Inc., Kirkham, Micheal and Associates</p>\n<p>General Contractor: The Korte Company</p>\n<p>Ready Mix Supplier: Illini Concrete</p>\n<p>Subcontractor: CR Venier</p>\n<p>QC/QA Firm: SCI Engineering</p>\n<p>&nbsp;</p>\n<h2>Logan College of Chiropractic:</h2>\n<p>Campus Upgrades and William D. Purser DC Center</p>\n<p>Project Owner: Logan University Programs College of Chiropractic</p>\n<p>Project Architect: TR,i Archtiects</p>\n<p>Project Engineer(s): KPFF Consulting Engineers</p>\n<p>General Contractor: SM Wilson</p>\n<p>Ready Mix Supplier: Kienstra Ready Mix Concrete</p>\n<p>Subcontractor: Foundation: Heritage Concrete Flatwork: Ahal Contracting Co.</p>\n<p>QC/QA Firm: TR,i Architects</p>\n<p>&nbsp;</p>\n<h2>The Chesterfield Family Aquatic Center Improvements</h2>\n<p>Project Owner: The City of Chesterfield</p>\n<p>Project Architect: Kimley-Horn &amp; Assoc Architects</p>\n<p>General Contractor: Capri Pool &amp; Aquatics Flatwork</p>\n<p>Contractor: Vee-Jay Cement</p>\n<p>Ready Mix Supplier: Ready Mix Supplier</p>\";s:10:\"field_id_9\";s:0:\"\";s:10:\"field_ft_9\";s:4:\"none\";s:11:\"field_id_42\";s:0:\"\";s:11:\"field_id_43\";s:0:\"\";s:11:\"field_ft_43\";s:4:\"none\";}'),(372,150,2,2,1213987522,'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:\"2008-06-20 07:53 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:25:\"An Evening  of Excellence\";s:9:\"url_title\";s:24:\"an_evening_of_excellence\";s:6:\"submit\";s:6:\"Submit\";s:10:\"field_id_5\";s:24:\"An Evening of Excellence\";s:10:\"field_ft_5\";s:4:\"none\";s:10:\"field_id_9\";s:343:\"Excellence in many forms - scholarship, volunteerism, design, construction, collaboration, and contribution to the community – was recognized on Thursday evening  at  the 19th annual CNR Regional Excellence Awards and St. Louis Chapter, National Association of Women in Construction recognition awards,  held at the Randall Gallery downtown.\";s:10:\"field_ft_9\";s:4:\"none\";s:11:\"field_id_13\";s:0:\"\";s:10:\"field_id_7\";s:26:\"Regional Excellence, Aon, \";s:10:\"field_ft_7\";s:4:\"none\";s:10:\"field_id_8\";s:2563:\"<p>Excellence in many forms&nbsp;-\n scholarship, volunteerism, design, construction, collaboration, and contribution to the community &ndash; was recognized on Thursday evening&nbsp; at&nbsp; the 19th annual CNR Regional Excellence Awards and St. Louis Chapter, National Association of Women in Construction recognition awards,&nbsp; held at the Randall Gallery downtown.</p>\n<p><img alt=\\\"Awards\\\" class=\\\"image-left\\\" height=\\\"303\\\" src=\\\"/images/uploads/awards.jpg\\\" style=\\\"float: left;\\\" width=\\\"266\\\" />Aon, a national leader in construction risk management services, sponsored the event for the first time. Lori Goltermann, president of Aon Missouri, said that Aon\\\'s sponsorship&nbsp; was a recognition of Aon\\\'s commitment to the St. Louis construction industry. Goltermann noted that on a national basis Aon also sponsors the Associated&nbsp; General Contractors of America\\\'s \\\"Build America\\\" awards. Earlier this year Tarlton was presented a Build America award at the&nbsp; AGC national convention for the Moosylvania Marketing project, located&nbsp; in Maplewood. Moosylvania was also a recipient of a Regional Excellence&nbsp; Award Thursday.</p>\n<p>\\\"Green construction\\\" was a theme among the projects selected by\njudges for 2008 CNR Regional Excellence Awards. Seven of the eight projects incorporated major commitments to sustainable,\nenergy-conserving construction and operation in their building\nprograms.<br /><br />The winners of the Regional Excellence Awards for this year are: Cardinal Glennon Children\\\'s Expansion; <br />Doisy\nResearch Center at St. Louis University; Express Scripts; Frieze Harley\nDavidson; Kerr Foundation; Monsanto Data Center; Moosylvania Marketing;\nand St. Louis Community College at Wildwood. <br /><br />The judges were\nSarah Tetley of PGAV Architects, president, St. Louis Chapter, American\nInstitute of Architects; Price Marr, manager, strategic sourcing,\nAmeren; George Azzani, president, Kaiser Electric; Stephen Bannes,\nprofessor and program director, graduate studies in construction\nmanagement, Washington University; Rick Lodewyck, president, CDG\nEngineers; and Terry Simpson, senior project manager, Northstar\nManagement Co. The\nstated purpose of the awards, now in their 19th year, is to recognize\nprojects completed in the last year that \\\"in sum, demonstrate\nexcellence in design, excellence in construction, and a positive\ncontribution to the St. Louis community.\\\" Awards are presented to the\ndesigner the general contractor/construction manager, and the owner for\neach project.</p>\n<p>&nbsp;</p>\";s:11:\"field_id_42\";s:28:\"/images/uploads/awards_1.jpg\";s:11:\"field_id_43\";s:0:\"\";s:11:\"field_ft_43\";s:4:\"none\";s:10:\"category_0\";s:2:\"15\";}'),(373,143,2,2,1213987691,'a:29:{s:9:\"weblog_id\";s:1:\"2\";s:8:\"entry_id\";s:3:\"143\";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:\"2008-06-17 08:33 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:\"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:46:\"Transportation Shocks Heading for Construction\";s:9:\"url_title\";s:46:\"transportation_shocks_heading_for_construction\";s:6:\"submit\";s:6:\"Update\";s:10:\"field_id_5\";s:46:\"Transportation Shocks Heading for Construction\";s:10:\"field_ft_5\";s:4:\"none\";s:10:\"field_id_9\";s:160:\"Contractors and suppliers trying to get a handle on the cost of moving construction materials and equipment across the country took a double hit in\nrecent days.\";s:10:\"field_ft_9\";s:4:\"none\";s:11:\"field_id_13\";s:1:\"9\";s:10:\"field_id_7\";s:37:\"fuel, transportation, materials costs\";s:10:\"field_ft_7\";s:4:\"none\";s:10:\"field_id_8\";s:2122:\"<p>Contractors and suppliers trying to get a handle on the cost of moving construction materials and equipment across the country took a double hit in recent days.<br /><br /><img alt=\\\"Transportation\\\" class=\\\"image-left\\\" height=\\\"303\\\" src=\\\"/images/uploads/transportation.jpg\\\" style=\\\"float: left;\\\" width=\\\"266\\\" />Crude oil futures on July 16 hit a new record approaching $140 per barrel, despite a promise by Saudi Arabia to boost production, according to the Associated Press.</p>\n<p>Depending on where material is coming from, rail lines may no longer offer an alternative to the rising cost of moving material by truck. Rail lines across the country were already operating at capacity before disaster struck in Iowa. Rail shipments across that state have been virtually halted by washed-out track and the collapse of two major bridges, according to the Des<br />Moines Register. <br /><br />The Union Pacific Railroad reported that both its north-south and east-west lines were out of service. The shutdown has implications for national traffic because the east-west line across Iowa is the railroad\\\'s main route from Chicago to the Pacific Coast. The Burlington Northern Santa Fe Railway also expects to lose its main east-west line when the Des Moines River flooding reaches Ottumwa, according to the newspaper.</p>\n<p align=\\\"left\\\">The high cost of fuel has eclipsed\nIraq as the second highest ranking issue on Gallup\\\'s monthly \\\"Most\nImportant Problem\\\" list, after roughly tying Iraq at No. 2 in May, and\nranking third prior to that. The 25% citing fuel and energy prices in\nJune as the nation\\\'s top problem is up from 17% in May and 6% in\nJanuary.</p>\n<p align=\\\"center\\\"><img src=\\\"http://media.gallup.com/poll/graphs/080617MIP1_lsknfdu4w.gif\\\" /></p>\n<p>According to the June 9-12 Gallup Poll, the economy/jobs retains its\nposition as No. 1, with the percentage of Americans citing the overall\neconomic climate exceeding 40% for the fifth straight month.\nTop-of-mind concern about the Iraq conflict, now 20%, is down slightly\nfrom the start of the year, and is much lower than it was a year ago.</p>\";s:11:\"field_id_42\";s:34:\"/images/uploads/transportation.jpg\";s:11:\"field_id_43\";s:0:\"\";s:11:\"field_ft_43\";s:4:\"none\";s:10:\"category_0\";s:2:\"16\";}'),(374,150,2,2,1213987803,'a:29:{s:9:\"weblog_id\";s:1:\"2\";s:8:\"entry_id\";s:3:\"150\";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:\"2008-06-20 07:53 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:25:\"An Evening  of Excellence\";s:9:\"url_title\";s:24:\"an_evening_of_excellence\";s:6:\"submit\";s:6:\"Update\";s:10:\"field_id_5\";s:24:\"An Evening of Excellence\";s:10:\"field_ft_5\";s:4:\"none\";s:10:\"field_id_9\";s:349:\"Excellence in many forms - scholarship, volunteerism, design, construction, collaboration, and contribution to the community - was recognized on Thursday evening  at  the 19th annual CNR/Aon Regional Excellence Awards and the St. Louis Chapter, National Association of Women in Construction recognition awards,  held at the Randall Gallery downtown.\";s:10:\"field_ft_9\";s:4:\"none\";s:11:\"field_id_13\";s:0:\"\";s:10:\"field_id_7\";s:26:\"Regional Excellence, Aon, \";s:10:\"field_ft_7\";s:4:\"none\";s:10:\"field_id_8\";s:2563:\"<p>Excellence in many forms&nbsp;-\n scholarship, volunteerism, design, construction, collaboration, and contribution to the community &ndash; was recognized on Thursday evening&nbsp; at&nbsp; the 19th annual CNR Regional Excellence Awards and St. Louis Chapter, National Association of Women in Construction recognition awards,&nbsp; held at the Randall Gallery downtown.</p>\n<p><img alt=\\\"Awards\\\" class=\\\"image-left\\\" height=\\\"303\\\" src=\\\"/images/uploads/awards.jpg\\\" style=\\\"float: left;\\\" width=\\\"266\\\" />Aon, a national leader in construction risk management services, sponsored the event for the first time. Lori Goltermann, president of Aon Missouri, said that Aon\\\'s sponsorship&nbsp; was a recognition of Aon\\\'s commitment to the St. Louis construction industry. Goltermann noted that on a national basis Aon also sponsors the Associated&nbsp; General Contractors of America\\\'s \\\"Build America\\\" awards. Earlier this year Tarlton was presented a Build America award at the&nbsp; AGC national convention for the Moosylvania Marketing project, located&nbsp; in Maplewood. Moosylvania was also a recipient of a Regional Excellence&nbsp; Award Thursday.</p>\n<p>\\\"Green construction\\\" was a theme among the projects selected by\njudges for 2008 CNR Regional Excellence Awards. Seven of the eight projects incorporated major commitments to sustainable,\nenergy-conserving construction and operation in their building\nprograms.<br /><br />The winners of the Regional Excellence Awards for this year are: Cardinal Glennon Children\\\'s Expansion; <br />Doisy\nResearch Center at St. Louis University; Express Scripts; Frieze Harley\nDavidson; Kerr Foundation; Monsanto Data Center; Moosylvania Marketing;\nand St. Louis Community College at Wildwood. <br /><br />The judges were\nSarah Tetley of PGAV Architects, president, St. Louis Chapter, American\nInstitute of Architects; Price Marr, manager, strategic sourcing,\nAmeren; George Azzani, president, Kaiser Electric; Stephen Bannes,\nprofessor and program director, graduate studies in construction\nmanagement, Washington University; Rick Lodewyck, president, CDG\nEngineers; and Terry Simpson, senior project manager, Northstar\nManagement Co. The\nstated purpose of the awards, now in their 19th year, is to recognize\nprojects completed in the last year that \\\"in sum, demonstrate\nexcellence in design, excellence in construction, and a positive\ncontribution to the St. Louis community.\\\" Awards are presented to the\ndesigner the general contractor/construction manager, and the owner for\neach project.</p>\n<p>&nbsp;</p>\";s:11:\"field_id_42\";s:28:\"/images/uploads/awards_1.jpg\";s:11:\"field_id_43\";s:0:\"\";s:11:\"field_ft_43\";s:4:\"none\";s:10:\"category_0\";s:2:\"15\";}'),(128,60,2,2,1210798226,'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:4:\"save\";s:10:\"Quick Save\";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:7724:\"<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.<br /></p>\";s:11:\"field_id_42\";s:0:\"\";s:11:\"field_id_43\";s:0:\"\";s:11:\"field_ft_43\";s:4:\"none\";}'),(63,29,2,1,1207126635,'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: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:11:\"field_id_13\";s:0:\"\";s:10:\"field_id_6\";s:0:\"\";s:10:\"field_ft_6\";s:4:\"none\";s:10:\"field_id_7\";s:0:\"\";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: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_42\";s:61:\"http://www.stlouiscnr.com/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\";}'),(64,29,2,1,1207126811,'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: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:11:\"field_id_13\";s:0:\"\";s:10:\"field_id_6\";s:0:\"\";s:10:\"field_ft_6\";s:4:\"none\";s:10:\"field_id_7\";s:0:\"\";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: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_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\";}'),(65,31,2,1,1207128716,'a:31:{s:9:\"weblog_id\";s:1:\"2\";s:8:\"entry_id\";s:2:\"31\";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 10:03 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:35:\"2007 Concrete Council Award Winners\";s:9:\"url_title\";s:35:\"2007_concrete_council_award_winners\";s:6:\"submit\";s:6:\"Update\";s:10:\"field_id_5\";s:35:\"2007 Concrete Council Award Winners\";s:10:\"field_ft_5\";s:4:\"none\";s:11:\"field_id_13\";s:0:\"\";s:10:\"field_id_6\";s:0:\"\";s:10:\"field_ft_6\";s:4:\"none\";s:10:\"field_id_7\";s:0:\"\";s:10:\"field_ft_7\";s:4:\"none\";s:10:\"field_id_8\";s:6487:\"<h2><img height=\\\"264\\\" src=\\\"/images/uploads/features/2007_concrete_winners/concwinhd.jpg\\\" width=\\\"400\\\" /></h2>\n<h2>Casino Queen Black Jack Bar at Cardinals Stadium</h2>\n<p><img class=\\\"image-left\\\" height=\\\"79\\\" src=\\\"/images/uploads/features/2007_concrete_winners/casinoqueen.jpg\\\" style=\\\"float: left;\\\" width=\\\"144\\\" /><strong>Project Owner: </strong>St. Louis Cardinals</p>\n<p><strong>Project Architect: </strong>KAI Design &amp; Build</p>\n<p><strong>Contractor:</strong> Ahal Contracting Company</p>\n<p>&nbsp;</p>\n<h2>Industrial Aid, Inc.</h2>\n<p><img class=\\\"image-left\\\" height=\\\"79\\\" src=\\\"/images/uploads/features/2007_concrete_winners/industrialaid.jpg\\\" style=\\\"float: left;\\\" width=\\\"144\\\" /><strong>Project Owner:</strong> Industrial Aid, Inc.</p>\n<p><strong>Project Architect:</strong> Arcturis</p>\n<p><strong>Project Engineer(s): </strong>Heideman + Associates, MEP/FP Engineers<br />Larson Engineering,Structural Engineers<br />Doering Engineering, Civil Engineer</p>\n<p><strong>General Contractor:</strong> Arcturis</p>\n<p><strong>Ready Mix Supplier: </strong>Breckenridge Material Company<strong></strong></p>\n<p><strong>Subcontractor: </strong>Ahal Contracting Co.</p>\n<p>&nbsp;</p>\n<h2>Central Underground Garage: Washington University</h2>\n<p><strong>Project Owner:</strong> Washington University</p>\n<p><strong>Project Architect: </strong>Mackey Mitchell Associates</p>\n<p><strong>Project Engineer(s): </strong>Desmond</p>\n<p><strong>General Contractor:</strong> Clayco</p>\n<p><strong>Ready Mix Supplier: </strong>Metro/Kienstra</p>\n<p><strong>Subcontractor: </strong>Concrete Strategies, Rebar Specialists, Vee Jay</p>\n<p><strong>QC/QA Firm: </strong>PSI Testing</p>\n<p>&nbsp;</p>\n<h2>Casino Queen</h2>\n<p><strong>Project Owner:</strong> Casino Queen</p>\n<p><strong>Project Architect:</strong> Kuhlman Design Group</p>\n<p><strong>Project Engineer(s):</strong> Woolpert Inc. (civil); Manley Brothers (marine)</p>\n<p><strong>Tilt-Up: </strong>Alper - Audi</p>\n<p><strong>General Contractor: </strong>Clayco/Legacy LLC Joint Venture</p>\n<p><strong>Ready Mix Supplier:</strong> Upchurch</p>\n<p><strong>Subcontractor: </strong>JLR Concrete, Rebar Specialists</p>\n<p><strong>QC/QA Firm: </strong>SCI</p>\n<p>&nbsp;</p>\n<h2>Hazelwood Middle Schools</h2>\n<p>(Central, North, Southeast, and West)</p>\n<p>Project Owner: Hazelwood School District</p>\n<p>Project Architect: Hazelwood Central: PB Americas, Inc. Hazelwood North and Southeast: Bond Wolfe Architects, Inc. Hazelwood West: TRi Architects</p>\n<p>Project Engineer(s): Hazelwood Central: Civil (PB Americas, Inc.), Structural (SSE, Inc.) Hazelwood North and Southeast: Civil (Civil Design Consultants,Inc.), Structural (McGinnis &amp; Associates) Hazelwood West: Civil (Civil Design, Inc.), Structural (KPFF Consulting Engineering) All four schools: M.E.P.FP. (ZAK Systems, Inc.), Landscape (PB Americas, Inc.), Food Service (The Geiger Group)</p>\n<p>Construction Manager: S.M. Wilson (all four schools)</p>\n<p>Ready Mix Supplier: Hazelwood Central : Riley Ready Mix &amp; Materials, Inc. Hazelwood North and Southeast: Raneri Hazelwood West: Riley Ready Mix &amp; Materials, Inc.</p>\n<p>Tilt-Up Subcontractor: Hazelwood Central: Fenix Construction Company Hazelwood North and Southeast: Fenix Construction Company Hazelwood West: Fenix Construction Company</p>\n<p>QC/QA Firm: Midwest Testing (all four schools)</p>\n<p>&nbsp;</p>\n<h2>4545 Lindell</h2>\n<p>Project Owner: Conrad Properties</p>\n<p>Project Architect: Saur &amp; Associates</p>\n<p>Project Engineer(s): KPFF</p>\n<p>General Contractor: Alberici Constructors</p>\n<p>Ready Mix Supplier: Rainari B Decks and Five Star B Vertical Structure</p>\n<p>Subcontractor: Horizontal Slabs: CECO Horizontal Flatwork: Vee-Jay Cement Contracting Company Vertical Structure: Alberici Constructors</p>\n<p>C/QA Firm: Midwest Testing</p>\n<p>&nbsp;</p>\n<h2>Route 367, St. Louis County Freeway Conversion</h2>\n<p>Project Owner: MoDOT</p>\n<p>Project Architect: HDR Engineering, Inc.</p>\n<p>Project Engineer(s): Crawford Murphy &amp; Tilly, Inc.</p>\n<p>General Contractor: Fred Weber, Inc.</p>\n<p>Ready Mix Supplier: Breckenridge Material Company</p>\n<p>Subcontractor: Gerstner Electric, Collins &amp; Hermann Vertical Structure: Alberici Constructors</p>\n<p>QC/QA Firm: Fred Weber, Inc. (QC), CMT Engineering (QA)</p>\n<p>&nbsp;</p>\n<h2>Holcim Entrance Paving Project</h2>\n<p>Project Owner: Holcim (US) Inc.</p>\n<p>Project Engineer(s): TransSystems Corp.</p>\n<p>General Contractor: WashingtonGroup/Alberici Joint Venture</p>\n<p>Ready Mix Supplier: Fred Weber, Inc.</p>\n<p>QC/QA Firm: Fred Weber, Inc. - WGA/JV</p>\n<p>&nbsp;</p>\n<h2>Moolah Parking Structure</h2>\n<p>Project Owner: Moolah Parking, LLC Owner: Amrit &amp; Amy Gill</p>\n<p>Project Architect: HKW Architects</p>\n<p>Project Engineer(s): Bob D. Campbell &amp; Co., Inc.</p>\n<p>General Contractor: B.S.I. Constructors, Inc. Pre-Cast Supplier: Rinker Materials</p>\n<p>QC/QA Firm: B.S.I. Constructors, Inc.</p>\n<p>&nbsp;</p>\n<h2>Holcim (US) Silos</h2>\n<p>Project Owner: Holcim (US) Inc.</p>\n<p>Project Engineer(s): T.E. Ibberson</p>\n<p>General Contractor: MC-Industrial Inc.</p>\n<p>Ready Mix Supplier: Metro Materials</p>\n<p>Subcontractor: Brundage Bone Concrete Pumping</p>\n<p>QC/QA Firm: Professional Service Industries</p>\n<p>&nbsp;</p>\n<h2>St. Clare Catholic Church, O\\\'Fallon, Illinois</h2>\n<p>Project Owner: St. Clare Catholic Church</p>\n<p>Project Architect: BCDM Architects</p>\n<p>Project Engineer(s): LJB Inc., Kirkham, Micheal and Associates</p>\n<p>General Contractor: The Korte Company</p>\n<p>Ready Mix Supplier: Illini Concrete</p>\n<p>Subcontractor: CR Venier</p>\n<p>QC/QA Firm: SCI Engineering</p>\n<p>&nbsp;</p>\n<h2>Logan College of Chiropractic:</h2>\n<p>Campus Upgrades and William D. Purser DC Center</p>\n<p>Project Owner: Logan University Programs College of Chiropractic</p>\n<p>Project Architect: TR,i Archtiects</p>\n<p>Project Engineer(s): KPFF Consulting Engineers</p>\n<p>General Contractor: SM Wilson</p>\n<p>Ready Mix Supplier: Kienstra Ready Mix Concrete</p>\n<p>Subcontractor: Foundation: Heritage Concrete Flatwork: Ahal Contracting Co.</p>\n<p>QC/QA Firm: TR,i Architects</p>\n<p>&nbsp;</p>\n<h2>The Chesterfield Family Aquatic Center Improvements</h2>\n<p>Project Owner: The City of Chesterfield</p>\n<p>Project Architect: Kimley-Horn &amp; Assoc Architects</p>\n<p>General Contractor: Capri Pool &amp; Aquatics Flatwork</p>\n<p>Contractor: Vee-Jay Cement</p>\n<p>Ready Mix Supplier: Ready Mix Supplier</p>\";s:10:\"field_id_9\";s:0:\"\";s:10:\"field_ft_9\";s:4:\"none\";s:11:\"field_id_42\";s:0:\"\";s:11:\"field_id_43\";s:0:\"\";s:11:\"field_ft_43\";s:4:\"none\";s:10:\"category_0\";s:2:\"16\";}'),(66,32,2,1,1207128732,'a:31:{s:9:\"weblog_id\";s:1:\"2\";s:8:\"entry_id\";s:2:\"32\";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 10:03 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:34:\"2007 Finishing Touch Award Winners\";s:9:\"url_title\";s:34:\"2007_finishing_touch_award_winners\";s:6:\"submit\";s:6:\"Update\";s:10:\"field_id_5\";s:34:\"2007 Finishing Touch Award Winners\";s:10:\"field_ft_5\";s:4:\"none\";s:11:\"field_id_13\";s:0:\"\";s:10:\"field_id_6\";s:0:\"\";s:10:\"field_ft_6\";s:4:\"none\";s:10:\"field_id_7\";s:0:\"\";s:10:\"field_ft_7\";s:4:\"none\";s:10:\"field_id_8\";s:6382:\"<h2></h2>\n<h2>Casino Queen Black Jack Bar at Cardinals Stadium</h2>\n<p><img class=\\\"image-left\\\" height=\\\"79\\\" src=\\\"/images/uploads/features/2007_concrete_winners/casinoqueen.jpg\\\" style=\\\"float: left;\\\" width=\\\"144\\\" /><strong>Project Owner: </strong>St. Louis Cardinals</p>\n<p><strong>Project Architect: </strong>KAI Design &amp; Build</p>\n<p><strong>Contractor:</strong> Ahal Contracting Company</p>\n<p>&nbsp;</p>\n<h2>Industrial Aid, Inc.</h2>\n<p><img class=\\\"image-left\\\" height=\\\"79\\\" src=\\\"/images/uploads/features/2007_concrete_winners/industrialaid.jpg\\\" style=\\\"float: left;\\\" width=\\\"144\\\" /><strong>Project Owner:</strong> Industrial Aid, Inc.</p>\n<p><strong>Project Architect:</strong> Arcturis</p>\n<p><strong>Project Engineer(s): </strong>Heideman + Associates, MEP/FP Engineers<br />Larson Engineering,Structural Engineers<br />Doering Engineering, Civil Engineer</p>\n<p><strong>General Contractor:</strong> Arcturis</p>\n<p><strong>Ready Mix Supplier: </strong>Breckenridge Material Company<strong></strong></p>\n<p><strong>Subcontractor: </strong>Ahal Contracting Co.</p>\n<p>&nbsp;</p>\n<h2>Central Underground Garage: Washington University</h2>\n<p><strong>Project Owner:</strong> Washington University</p>\n<p><strong>Project Architect: </strong>Mackey Mitchell Associates</p>\n<p><strong>Project Engineer(s): </strong>Desmond</p>\n<p><strong>General Contractor:</strong> Clayco</p>\n<p><strong>Ready Mix Supplier: </strong>Metro/Kienstra</p>\n<p><strong>Subcontractor: </strong>Concrete Strategies, Rebar Specialists, Vee Jay</p>\n<p><strong>QC/QA Firm: </strong>PSI Testing</p>\n<p>&nbsp;</p>\n<h2>Casino Queen</h2>\n<p><strong>Project Owner:</strong> Casino Queen</p>\n<p><strong>Project Architect:</strong> Kuhlman Design Group</p>\n<p><strong>Project Engineer(s):</strong> Woolpert Inc. (civil); Manley Brothers (marine)</p>\n<p><strong>Tilt-Up: </strong>Alper - Audi</p>\n<p><strong>General Contractor: </strong>Clayco/Legacy LLC Joint Venture</p>\n<p><strong>Ready Mix Supplier:</strong> Upchurch</p>\n<p><strong>Subcontractor: </strong>JLR Concrete, Rebar Specialists</p>\n<p><strong>QC/QA Firm: </strong>SCI</p>\n<p>&nbsp;</p>\n<h2>Hazelwood Middle Schools</h2>\n<p>(Central, North, Southeast, and West)</p>\n<p>Project Owner: Hazelwood School District</p>\n<p>Project Architect: Hazelwood Central: PB Americas, Inc. Hazelwood North and Southeast: Bond Wolfe Architects, Inc. Hazelwood West: TRi Architects</p>\n<p>Project Engineer(s): Hazelwood Central: Civil (PB Americas, Inc.), Structural (SSE, Inc.) Hazelwood North and Southeast: Civil (Civil Design Consultants,Inc.), Structural (McGinnis &amp; Associates) Hazelwood West: Civil (Civil Design, Inc.), Structural (KPFF Consulting Engineering) All four schools: M.E.P.FP. (ZAK Systems, Inc.), Landscape (PB Americas, Inc.), Food Service (The Geiger Group)</p>\n<p>Construction Manager: S.M. Wilson (all four schools)</p>\n<p>Ready Mix Supplier: Hazelwood Central : Riley Ready Mix &amp; Materials, Inc. Hazelwood North and Southeast: Raneri Hazelwood West: Riley Ready Mix &amp; Materials, Inc.</p>\n<p>Tilt-Up Subcontractor: Hazelwood Central: Fenix Construction Company Hazelwood North and Southeast: Fenix Construction Company Hazelwood West: Fenix Construction Company</p>\n<p>QC/QA Firm: Midwest Testing (all four schools)</p>\n<p>&nbsp;</p>\n<h2>4545 Lindell</h2>\n<p>Project Owner: Conrad Properties</p>\n<p>Project Architect: Saur &amp; Associates</p>\n<p>Project Engineer(s): KPFF</p>\n<p>General Contractor: Alberici Constructors</p>\n<p>Ready Mix Supplier: Rainari B Decks and Five Star B Vertical Structure</p>\n<p>Subcontractor: Horizontal Slabs: CECO Horizontal Flatwork: Vee-Jay Cement Contracting Company Vertical Structure: Alberici Constructors</p>\n<p>C/QA Firm: Midwest Testing</p>\n<p>&nbsp;</p>\n<h2>Route 367, St. Louis County Freeway Conversion</h2>\n<p>Project Owner: MoDOT</p>\n<p>Project Architect: HDR Engineering, Inc.</p>\n<p>Project Engineer(s): Crawford Murphy &amp; Tilly, Inc.</p>\n<p>General Contractor: Fred Weber, Inc.</p>\n<p>Ready Mix Supplier: Breckenridge Material Company</p>\n<p>Subcontractor: Gerstner Electric, Collins &amp; Hermann Vertical Structure: Alberici Constructors</p>\n<p>QC/QA Firm: Fred Weber, Inc. (QC), CMT Engineering (QA)</p>\n<p>&nbsp;</p>\n<h2>Holcim Entrance Paving Project</h2>\n<p>Project Owner: Holcim (US) Inc.</p>\n<p>Project Engineer(s): TransSystems Corp.</p>\n<p>General Contractor: WashingtonGroup/Alberici Joint Venture</p>\n<p>Ready Mix Supplier: Fred Weber, Inc.</p>\n<p>QC/QA Firm: Fred Weber, Inc. - WGA/JV</p>\n<p>&nbsp;</p>\n<h2>Moolah Parking Structure</h2>\n<p>Project Owner: Moolah Parking, LLC Owner: Amrit &amp; Amy Gill</p>\n<p>Project Architect: HKW Architects</p>\n<p>Project Engineer(s): Bob D. Campbell &amp; Co., Inc.</p>\n<p>General Contractor: B.S.I. Constructors, Inc. Pre-Cast Supplier: Rinker Materials</p>\n<p>QC/QA Firm: B.S.I. Constructors, Inc.</p>\n<p>&nbsp;</p>\n<h2>Holcim (US) Silos</h2>\n<p>Project Owner: Holcim (US) Inc.</p>\n<p>Project Engineer(s): T.E. Ibberson</p>\n<p>General Contractor: MC-Industrial Inc.</p>\n<p>Ready Mix Supplier: Metro Materials</p>\n<p>Subcontractor: Brundage Bone Concrete Pumping</p>\n<p>QC/QA Firm: Professional Service Industries</p>\n<p>&nbsp;</p>\n<h2>St. Clare Catholic Church, O\\\'Fallon, Illinois</h2>\n<p>Project Owner: St. Clare Catholic Church</p>\n<p>Project Architect: BCDM Architects</p>\n<p>Project Engineer(s): LJB Inc., Kirkham, Micheal and Associates</p>\n<p>General Contractor: The Korte Company</p>\n<p>Ready Mix Supplier: Illini Concrete</p>\n<p>Subcontractor: CR Venier</p>\n<p>QC/QA Firm: SCI Engineering</p>\n<p>&nbsp;</p>\n<h2>Logan College of Chiropractic:</h2>\n<p>Campus Upgrades and William D. Purser DC Center</p>\n<p>Project Owner: Logan University Programs College of Chiropractic</p>\n<p>Project Architect: TR,i Archtiects</p>\n<p>Project Engineer(s): KPFF Consulting Engineers</p>\n<p>General Contractor: SM Wilson</p>\n<p>Ready Mix Supplier: Kienstra Ready Mix Concrete</p>\n<p>Subcontractor: Foundation: Heritage Concrete Flatwork: Ahal Contracting Co.</p>\n<p>QC/QA Firm: TR,i Architects</p>\n<p>&nbsp;</p>\n<h2>The Chesterfield Family Aquatic Center Improvements</h2>\n<p>Project Owner: The City of Chesterfield</p>\n<p>Project Architect: Kimley-Horn &amp; Assoc Architects</p>\n<p>General Contractor: Capri Pool &amp; Aquatics Flatwork</p>\n<p>Contractor: Vee-Jay Cement</p>\n<p>Ready Mix Supplier: Ready Mix Supplier</p>\";s:10:\"field_id_9\";s:0:\"\";s:10:\"field_ft_9\";s:4:\"none\";s:11:\"field_id_42\";s:0:\"\";s:11:\"field_id_43\";s:0:\"\";s:11:\"field_ft_43\";s:4:\"none\";s:10:\"category_0\";s:2:\"16\";}'),(67,33,2,1,1207128746,'a:31:{s:9:\"weblog_id\";s:1:\"2\";s:8:\"entry_id\";s:2:\"33\";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 10:03 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:27:\"2007 Keystone Award Winners\";s:9:\"url_title\";s:27:\"2007_keystone_award_winners\";s:6:\"submit\";s:6:\"Update\";s:10:\"field_id_5\";s:27:\"2007 Keystone Award Winners\";s:10:\"field_ft_5\";s:4:\"none\";s:11:\"field_id_13\";s:0:\"\";s:10:\"field_id_6\";s:0:\"\";s:10:\"field_ft_6\";s:4:\"none\";s:10:\"field_id_7\";s:0:\"\";s:10:\"field_ft_7\";s:4:\"none\";s:10:\"field_id_8\";s:6382:\"<h2></h2>\n<h2>Casino Queen Black Jack Bar at Cardinals Stadium</h2>\n<p><img class=\\\"image-left\\\" height=\\\"79\\\" src=\\\"/images/uploads/features/2007_concrete_winners/casinoqueen.jpg\\\" style=\\\"float: left;\\\" width=\\\"144\\\" /><strong>Project Owner: </strong>St. Louis Cardinals</p>\n<p><strong>Project Architect: </strong>KAI Design &amp; Build</p>\n<p><strong>Contractor:</strong> Ahal Contracting Company</p>\n<p>&nbsp;</p>\n<h2>Industrial Aid, Inc.</h2>\n<p><img class=\\\"image-left\\\" height=\\\"79\\\" src=\\\"/images/uploads/features/2007_concrete_winners/industrialaid.jpg\\\" style=\\\"float: left;\\\" width=\\\"144\\\" /><strong>Project Owner:</strong> Industrial Aid, Inc.</p>\n<p><strong>Project Architect:</strong> Arcturis</p>\n<p><strong>Project Engineer(s): </strong>Heideman + Associates, MEP/FP Engineers<br />Larson Engineering,Structural Engineers<br />Doering Engineering, Civil Engineer</p>\n<p><strong>General Contractor:</strong> Arcturis</p>\n<p><strong>Ready Mix Supplier: </strong>Breckenridge Material Company<strong></strong></p>\n<p><strong>Subcontractor: </strong>Ahal Contracting Co.</p>\n<p>&nbsp;</p>\n<h2>Central Underground Garage: Washington University</h2>\n<p><strong>Project Owner:</strong> Washington University</p>\n<p><strong>Project Architect: </strong>Mackey Mitchell Associates</p>\n<p><strong>Project Engineer(s): </strong>Desmond</p>\n<p><strong>General Contractor:</strong> Clayco</p>\n<p><strong>Ready Mix Supplier: </strong>Metro/Kienstra</p>\n<p><strong>Subcontractor: </strong>Concrete Strategies, Rebar Specialists, Vee Jay</p>\n<p><strong>QC/QA Firm: </strong>PSI Testing</p>\n<p>&nbsp;</p>\n<h2>Casino Queen</h2>\n<p><strong>Project Owner:</strong> Casino Queen</p>\n<p><strong>Project Architect:</strong> Kuhlman Design Group</p>\n<p><strong>Project Engineer(s):</strong> Woolpert Inc. (civil); Manley Brothers (marine)</p>\n<p><strong>Tilt-Up: </strong>Alper - Audi</p>\n<p><strong>General Contractor: </strong>Clayco/Legacy LLC Joint Venture</p>\n<p><strong>Ready Mix Supplier:</strong> Upchurch</p>\n<p><strong>Subcontractor: </strong>JLR Concrete, Rebar Specialists</p>\n<p><strong>QC/QA Firm: </strong>SCI</p>\n<p>&nbsp;</p>\n<h2>Hazelwood Middle Schools</h2>\n<p>(Central, North, Southeast, and West)</p>\n<p>Project Owner: Hazelwood School District</p>\n<p>Project Architect: Hazelwood Central: PB Americas, Inc. Hazelwood North and Southeast: Bond Wolfe Architects, Inc. Hazelwood West: TRi Architects</p>\n<p>Project Engineer(s): Hazelwood Central: Civil (PB Americas, Inc.), Structural (SSE, Inc.) Hazelwood North and Southeast: Civil (Civil Design Consultants,Inc.), Structural (McGinnis &amp; Associates) Hazelwood West: Civil (Civil Design, Inc.), Structural (KPFF Consulting Engineering) All four schools: M.E.P.FP. (ZAK Systems, Inc.), Landscape (PB Americas, Inc.), Food Service (The Geiger Group)</p>\n<p>Construction Manager: S.M. Wilson (all four schools)</p>\n<p>Ready Mix Supplier: Hazelwood Central : Riley Ready Mix &amp; Materials, Inc. Hazelwood North and Southeast: Raneri Hazelwood West: Riley Ready Mix &amp; Materials, Inc.</p>\n<p>Tilt-Up Subcontractor: Hazelwood Central: Fenix Construction Company Hazelwood North and Southeast: Fenix Construction Company Hazelwood West: Fenix Construction Company</p>\n<p>QC/QA Firm: Midwest Testing (all four schools)</p>\n<p>&nbsp;</p>\n<h2>4545 Lindell</h2>\n<p>Project Owner: Conrad Properties</p>\n<p>Project Architect: Saur &amp; Associates</p>\n<p>Project Engineer(s): KPFF</p>\n<p>General Contractor: Alberici Constructors</p>\n<p>Ready Mix Supplier: Rainari B Decks and Five Star B Vertical Structure</p>\n<p>Subcontractor: Horizontal Slabs: CECO Horizontal Flatwork: Vee-Jay Cement Contracting Company Vertical Structure: Alberici Constructors</p>\n<p>C/QA Firm: Midwest Testing</p>\n<p>&nbsp;</p>\n<h2>Route 367, St. Louis County Freeway Conversion</h2>\n<p>Project Owner: MoDOT</p>\n<p>Project Architect: HDR Engineering, Inc.</p>\n<p>Project Engineer(s): Crawford Murphy &amp; Tilly, Inc.</p>\n<p>General Contractor: Fred Weber, Inc.</p>\n<p>Ready Mix Supplier: Breckenridge Material Company</p>\n<p>Subcontractor: Gerstner Electric, Collins &amp; Hermann Vertical Structure: Alberici Constructors</p>\n<p>QC/QA Firm: Fred Weber, Inc. (QC), CMT Engineering (QA)</p>\n<p>&nbsp;</p>\n<h2>Holcim Entrance Paving Project</h2>\n<p>Project Owner: Holcim (US) Inc.</p>\n<p>Project Engineer(s): TransSystems Corp.</p>\n<p>General Contractor: WashingtonGroup/Alberici Joint Venture</p>\n<p>Ready Mix Supplier: Fred Weber, Inc.</p>\n<p>QC/QA Firm: Fred Weber, Inc. - WGA/JV</p>\n<p>&nbsp;</p>\n<h2>Moolah Parking Structure</h2>\n<p>Project Owner: Moolah Parking, LLC Owner: Amrit &amp; Amy Gill</p>\n<p>Project Architect: HKW Architects</p>\n<p>Project Engineer(s): Bob D. Campbell &amp; Co., Inc.</p>\n<p>General Contractor: B.S.I. Constructors, Inc. Pre-Cast Supplier: Rinker Materials</p>\n<p>QC/QA Firm: B.S.I. Constructors, Inc.</p>\n<p>&nbsp;</p>\n<h2>Holcim (US) Silos</h2>\n<p>Project Owner: Holcim (US) Inc.</p>\n<p>Project Engineer(s): T.E. Ibberson</p>\n<p>General Contractor: MC-Industrial Inc.</p>\n<p>Ready Mix Supplier: Metro Materials</p>\n<p>Subcontractor: Brundage Bone Concrete Pumping</p>\n<p>QC/QA Firm: Professional Service Industries</p>\n<p>&nbsp;</p>\n<h2>St. Clare Catholic Church, O\\\'Fallon, Illinois</h2>\n<p>Project Owner: St. Clare Catholic Church</p>\n<p>Project Architect: BCDM Architects</p>\n<p>Project Engineer(s): LJB Inc., Kirkham, Micheal and Associates</p>\n<p>General Contractor: The Korte Company</p>\n<p>Ready Mix Supplier: Illini Concrete</p>\n<p>Subcontractor: CR Venier</p>\n<p>QC/QA Firm: SCI Engineering</p>\n<p>&nbsp;</p>\n<h2>Logan College of Chiropractic:</h2>\n<p>Campus Upgrades and William D. Purser DC Center</p>\n<p>Project Owner: Logan University Programs College of Chiropractic</p>\n<p>Project Architect: TR,i Archtiects</p>\n<p>Project Engineer(s): KPFF Consulting Engineers</p>\n<p>General Contractor: SM Wilson</p>\n<p>Ready Mix Supplier: Kienstra Ready Mix Concrete</p>\n<p>Subcontractor: Foundation: Heritage Concrete Flatwork: Ahal Contracting Co.</p>\n<p>QC/QA Firm: TR,i Architects</p>\n<p>&nbsp;</p>\n<h2>The Chesterfield Family Aquatic Center Improvements</h2>\n<p>Project Owner: The City of Chesterfield</p>\n<p>Project Architect: Kimley-Horn &amp; Assoc Architects</p>\n<p>General Contractor: Capri Pool &amp; Aquatics Flatwork</p>\n<p>Contractor: Vee-Jay Cement</p>\n<p>Ready Mix Supplier: Ready Mix Supplier</p>\";s:10:\"field_id_9\";s:0:\"\";s:10:\"field_ft_9\";s:4:\"none\";s:11:\"field_id_42\";s:0:\"\";s:11:\"field_id_43\";s:0:\"\";s:11:\"field_ft_43\";s:4:\"none\";s:10:\"category_0\";s:2:\"16\";}'),(68,29,2,1,1207128766,'a:31:{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:\"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: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:11:\"field_id_13\";s:0:\"\";s:10:\"field_id_6\";s:0:\"\";s:10:\"field_ft_6\";s:4:\"none\";s:10:\"field_id_7\";s:0:\"\";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: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_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:\"15\";}'),(69,29,2,1,1207246310,'a:31:{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:\"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: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:11:\"field_id_13\";s:0:\"\";s:10:\"field_id_6\";s:0:\"\";s:10:\"field_ft_6\";s:4:\"none\";s:10:\"field_id_7\";s:0:\"\";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: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_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:\"15\";}'),(70,34,4,2,1207853626,'a:33:{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:\"2008-04-10 08:46 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:64:\"Kaiser Brothers Sell 70 Percent of Stock in Kaiser Electric Inc.\";s:9:\"url_title\";s:63:\"kaiser_brothers_sell_70_percent_of_stock_in_kaiser_electric_inc\";s:6:\"submit\";s:6:\"Submit\";s:11:\"field_id_26\";s:64:\"Kaiser Brothers Sell 70 Percent of Stock in Kaiser Electric Inc.\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_27\";s:0:\"\";s:11:\"field_ft_27\";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:4679:\"<p>For more than 50 years, Kaiser Electric Inc. has been a family-owned\nand run business. But on January 1, the company\\\'s three owners,\nbrothers Robert, James and John Kaiser, sold 70 percent of their stock\nin the company to five long-time and trusted Kaiser employees.</p>\n<p>Robert B. Kaiser founded Kaiser Electric Inc. in 1952 and passed ownership of the company to his sons when he retired in 1988.</p>\n<p>\\\"Since the three Kaiser brothers are each beginning to reach\nretirement age, and there are no second generation Kaisers to take over\nthe company, we thought it was a good time to address succession in the\ncompany,\\\" said Robert Kaiser, 65. \\\"This stock deal was also important\nbecause it allowed us to keep the good employees that we had, while\nproviding them with a tremendous incentive.\\\"</p>\n<p>Executive Vice President of Operations Steve Giacin, 45, holds the\nmajority of the stock in Kaiser Electric at 30 percent. Four employee\nshareholders, and the three Kaiser brothers, now each own 10 percent of\nthe company\\\'s stock:</p>\n<ul>\n<li>Jerry Dorhauer, 43, senior estimator, has been with Kaiser Electric for six years.</li>\n<li>Mike Lundry, 40, CFO (CPA), has been with Kaiser Electric for eight years.</li>\n<li>Mike Murphy, 44, vice-president/project manager, has been with Kaiser Electric for seven years.</li>\n<li>Ken Naumann, 43, vice-president/project manager (PE, RCDD), has been with Kaiser Electric for eight years.</li>\n</ul>\n<p>\\\"The Kaiser family has owned this company for a long time and we\nhave enormous shoes to fill as new owners,\\\" Giacin said. \\\"We are very\naware of the responsibility that comes with maintaining the\nwell-respected image that Kaiser Electric has achieved in this\ncommunity.\\\"</p>\n<p>Giacin, who has worked for Kaiser Electric for 10 years, will\nsucceed George Azzanni as president of the company in January 2009.\nAzzanni, 59, has been with Kaiser Electric for eight years, with more\nthan five years served in the president\\\'s seat.</p>\n<p>\\\"I have served in almost every role in the business other than being\npresident,\\\" Giacin said. \\\"I am very much looking forward to the\npresident\\\'s position with the team that we have in place. I have been\nvery fortunate throughout my career to observe and learn from some key\nindividuals. My goal in the top position will be to continue operating\nand growing the company in the manner it has been done for the past\n50-plus years.\\\"</p>\n<p>Kaiser praised the work that Azzanni has done for Kaiser Electric. Azzanni will remain with the company until his retirement.</p>\n<p>\\\"George\\\'s vision and his ability to assemble an excellent staff has\nbeen a large part of Kaiser\\\'s success and we are excited that he will\ncontinue on our management team after January 2009,\\\"Kaiser said.</p>\n<p>In 2007, Kaiser Electric Inc. generated sales of $34 million in\ncommercial, industrial and communications electrical projects. Major\nprojects have included:</p>\n<ul>\n<li>Lighting of the Gateway Arch</li>\n<li>Cardinal Glennon Children\\\'s Hospital addition/renovation</li>\n<li>Metropolitan Sewer District\\\'s Lower Meramec Lift Station in St. Louis County</li>\n<li>SSM St. Joseph\\\'s Hospital expansion in Lake St. Louis</li>\n<li>St. Charles Community College expansion</li>\n<li>BJC O\\\'Fallon (Progress West)</li>\n<li>Westar Headquarters in St. Charles</li>\n<li>St. Lukes OSB</li>\n<li>Vatterott College, North Park</li>\n<li>Emerson Auditorium</li>\n</ul>\n<p>Kaiser and his brother Jim, 61, will continue to be active in the company until their retirement.</p>\n<p>\\\"Kaiser Electric is fortunate to have a large group of veteran\nproject managers that are the back-bone of the company. Their expertise\nand relationships are invaluable. But, to bring long-term continuity to\nour company, I needed to build the company around our key, younger\nemployees,\\\" Kaiser said. \\\"These five are extraordinary individuals that\nhave great skills in this industry and have done a fabulous job for\nKaiser. I am convinced that this new leadership will enable Kaiser to\ngrow, continue to perform the excellent work that we do for our\ncustomers, and to carry on Kaiser\\\'s reputation for providing a great\nplace to work for its electricians and office staff.\\\"</p>\n<p>Kaiser Electric Inc., based in Fenton, MO, has been providing\nelectrical contracting and engineering services to the St. Louis metro\narea for more than 50 years. The company focuses primarily on\nindustrial, commercial and communications projects and employs about\n155 electricians and 34 staff members and has a fleet of 60 vehicles.\nFor more information visit <a href=\\\"http://www.kaiserelectric.com/\\\">www.kaiserelectric.com</a> or call 636/305-1515.</p>\";s:11:\"field_id_30\";s:269:\"For more than 50 years, Kaiser Electric Inc. has been a family-owned and run business. But on January 1, the company\\\'s three owners, brothers Robert, James and John Kaiser, sold 70 percent of their stock in the company to five long-time and trusted Kaiser employees...\";s:11:\"field_ft_30\";s:4:\"none\";s:10:\"category_0\";s:1:\"4\";}'),(71,34,4,2,1207853787,'a:34:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:2:\"34\";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:\"2008-02-05 08:46 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: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:64:\"Kaiser Brothers Sell 70 Percent of Stock in Kaiser Electric Inc.\";s:9:\"url_title\";s:63:\"kaiser_brothers_sell_70_percent_of_stock_in_kaiser_electric_inc\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_26\";s:64:\"Kaiser Brothers Sell 70 Percent of Stock in Kaiser Electric Inc.\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_27\";s:0:\"\";s:11:\"field_ft_27\";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:4679:\"<p>For more than 50 years, Kaiser Electric Inc. has been a family-owned\nand run business. But on January 1, the company\\\'s three owners,\nbrothers Robert, James and John Kaiser, sold 70 percent of their stock\nin the company to five long-time and trusted Kaiser employees.</p>\n<p>Robert B. Kaiser founded Kaiser Electric Inc. in 1952 and passed ownership of the company to his sons when he retired in 1988.</p>\n<p>\\\"Since the three Kaiser brothers are each beginning to reach\nretirement age, and there are no second generation Kaisers to take over\nthe company, we thought it was a good time to address succession in the\ncompany,\\\" said Robert Kaiser, 65. \\\"This stock deal was also important\nbecause it allowed us to keep the good employees that we had, while\nproviding them with a tremendous incentive.\\\"</p>\n<p>Executive Vice President of Operations Steve Giacin, 45, holds the\nmajority of the stock in Kaiser Electric at 30 percent. Four employee\nshareholders, and the three Kaiser brothers, now each own 10 percent of\nthe company\\\'s stock:</p>\n<ul>\n<li>Jerry Dorhauer, 43, senior estimator, has been with Kaiser Electric for six years.</li>\n<li>Mike Lundry, 40, CFO (CPA), has been with Kaiser Electric for eight years.</li>\n<li>Mike Murphy, 44, vice-president/project manager, has been with Kaiser Electric for seven years.</li>\n<li>Ken Naumann, 43, vice-president/project manager (PE, RCDD), has been with Kaiser Electric for eight years.</li>\n</ul>\n<p>\\\"The Kaiser family has owned this company for a long time and we\nhave enormous shoes to fill as new owners,\\\" Giacin said. \\\"We are very\naware of the responsibility that comes with maintaining the\nwell-respected image that Kaiser Electric has achieved in this\ncommunity.\\\"</p>\n<p>Giacin, who has worked for Kaiser Electric for 10 years, will\nsucceed George Azzanni as president of the company in January 2009.\nAzzanni, 59, has been with Kaiser Electric for eight years, with more\nthan five years served in the president\\\'s seat.</p>\n<p>\\\"I have served in almost every role in the business other than being\npresident,\\\" Giacin said. \\\"I am very much looking forward to the\npresident\\\'s position with the team that we have in place. I have been\nvery fortunate throughout my career to observe and learn from some key\nindividuals. My goal in the top position will be to continue operating\nand growing the company in the manner it has been done for the past\n50-plus years.\\\"</p>\n<p>Kaiser praised the work that Azzanni has done for Kaiser Electric. Azzanni will remain with the company until his retirement.</p>\n<p>\\\"George\\\'s vision and his ability to assemble an excellent staff has\nbeen a large part of Kaiser\\\'s success and we are excited that he will\ncontinue on our management team after January 2009,\\\"Kaiser said.</p>\n<p>In 2007, Kaiser Electric Inc. generated sales of $34 million in\ncommercial, industrial and communications electrical projects. Major\nprojects have included:</p>\n<ul>\n<li>Lighting of the Gateway Arch</li>\n<li>Cardinal Glennon Children\\\'s Hospital addition/renovation</li>\n<li>Metropolitan Sewer District\\\'s Lower Meramec Lift Station in St. Louis County</li>\n<li>SSM St. Joseph\\\'s Hospital expansion in Lake St. Louis</li>\n<li>St. Charles Community College expansion</li>\n<li>BJC O\\\'Fallon (Progress West)</li>\n<li>Westar Headquarters in St. Charles</li>\n<li>St. Lukes OSB</li>\n<li>Vatterott College, North Park</li>\n<li>Emerson Auditorium</li>\n</ul>\n<p>Kaiser and his brother Jim, 61, will continue to be active in the company until their retirement.</p>\n<p>\\\"Kaiser Electric is fortunate to have a large group of veteran\nproject managers that are the back-bone of the company. Their expertise\nand relationships are invaluable. But, to bring long-term continuity to\nour company, I needed to build the company around our key, younger\nemployees,\\\" Kaiser said. \\\"These five are extraordinary individuals that\nhave great skills in this industry and have done a fabulous job for\nKaiser. I am convinced that this new leadership will enable Kaiser to\ngrow, continue to perform the excellent work that we do for our\ncustomers, and to carry on Kaiser\\\'s reputation for providing a great\nplace to work for its electricians and office staff.\\\"</p>\n<p>Kaiser Electric Inc., based in Fenton, MO, has been providing\nelectrical contracting and engineering services to the St. Louis metro\narea for more than 50 years. The company focuses primarily on\nindustrial, commercial and communications projects and employs about\n155 electricians and 34 staff members and has a fleet of 60 vehicles.\nFor more information visit <a href=\\\"http://www.kaiserelectric.com/\\\">www.kaiserelectric.com</a> or call 636/305-1515.</p>\";s:11:\"field_id_30\";s:269:\"For more than 50 years, Kaiser Electric Inc. has been a family-owned and run business. But on January 1, the company\\\'s three owners, brothers Robert, James and John Kaiser, sold 70 percent of their stock in the company to five long-time and trusted Kaiser employees...\";s:11:\"field_ft_30\";s:4:\"none\";s:10:\"category_0\";s:1:\"6\";}'),(72,29,2,2,1207854639,'a:31:{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:\"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: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:11:\"field_id_13\";s:0:\"\";s:10:\"field_id_6\";s:0:\"\";s:10:\"field_ft_6\";s:4:\"none\";s:10:\"field_id_7\";s:0:\"\";s:10:\"field_ft_7\";s:4:\"none\";s:10:\"field_id_8\";s:7494:\"<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><img class=\\\"image-right\\\" height=\\\"303\\\" src=\\\"/images/uploads/features/feature.jpg\\\" style=\\\"float: right;\\\" width=\\\"266\\\" />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: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_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:\"15\";}'),(73,29,2,2,1207854673,'a:31:{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:\"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: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:11:\"field_id_13\";s:0:\"\";s:10:\"field_id_6\";s:0:\"\";s:10:\"field_ft_6\";s:4:\"none\";s:10:\"field_id_7\";s:0:\"\";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: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_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:\"15\";}'),(74,16,5,1,1207905884,'a:27:{s:9:\"weblog_id\";s:1:\"5\";s:8:\"entry_id\";s:2:\"16\";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:\"2008-03-29 01:59 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:2:\"17\";}s:9:\"author_id\";s:1:\"1\";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:22:\"Complimentary Geometry\";s:9:\"url_title\";s:22:\"complimentary_geometry\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_20\";s:22:\"Complimentary Geometry\";s:11:\"field_ft_20\";s:4:\"none\";s:11:\"field_id_25\";s:0:\"\";s:11:\"field_id_21\";s:0:\"\";s:11:\"field_ft_21\";s:4:\"none\";s:11:\"field_id_22\";s:0:\"\";s:11:\"field_ft_22\";s:4:\"none\";s:11:\"field_id_23\";s:917:\"<p>Pinnacle Entertainment says that its newest casino and luxury resort,\nLumi&eacute;re Place Casino and Hotels, is inspired by the Gateway Arch. The\nhotel, which had a scheduled opening of Dec. 19, rises nearly 300 feet\ninto the St. Louis skyline.</p>\n<p>The 19-story hotel tower accommodates 200 luxury guest rooms within\nits glass and steel walls, which are framed by a dramatic, illuminated\nlight box. This architectural feature will have a unique presence in\nthe skyline and will compliment the geometry of the nearby Arch.</p>\n<p>Pinnacle tapped the Las Vegas architecture firm responsible for the\nMirage and Bellagio. Marnell Corrao Associates utilized a cutting-edge\nglazing system, creating the light box effect.</p>\n<p>The light box is made possible by literally \\\"stitching\\\" the glass to\nthe concrete structure of the hotel, creating a sparkling effect\nreflecting in the sun and a bookend to the Arch.</p>\";s:11:\"field_id_24\";s:0:\"\";s:10:\"category_0\";s:2:\"17\";}'),(75,29,2,1,1208029796,'a:31:{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:\"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: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:11:\"field_id_13\";s:1:\"5\";s:10:\"field_id_6\";s:0:\"\";s:10:\"field_ft_6\";s:4:\"none\";s:10:\"field_id_7\";s:0:\"\";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: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_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:\"15\";}'),(82,34,4,1,1208035201,'a:34:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:2:\"34\";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:\"2008-02-05 08:46 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: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:64:\"Kaiser Brothers Sell 70 Percent of Stock in Kaiser Electric Inc.\";s:9:\"url_title\";s:63:\"kaiser_brothers_sell_70_percent_of_stock_in_kaiser_electric_inc\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_26\";s:64:\"Kaiser Brothers Sell 70 Percent of Stock in Kaiser Electric Inc.\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_30\";s:269:\"For more than 50 years, Kaiser Electric Inc. has been a family-owned and run business. But on January 1, the company\\\'s three owners, brothers Robert, James and John Kaiser, sold 70 percent of their stock in the company to five long-time and trusted Kaiser employees...\";s:11:\"field_ft_30\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_44\";s:269:\"For more than 50 years, Kaiser Electric Inc. has been a family-owned and run business. But on January 1, the company\\\'s three owners, brothers Robert, James and John Kaiser, sold 70 percent of their stock in the company to five long-time and trusted Kaiser employees...\";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:4679:\"<p>For more than 50 years, Kaiser Electric Inc. has been a family-owned\nand run business. But on January 1, the company\\\'s three owners,\nbrothers Robert, James and John Kaiser, sold 70 percent of their stock\nin the company to five long-time and trusted Kaiser employees.</p>\n<p>Robert B. Kaiser founded Kaiser Electric Inc. in 1952 and passed ownership of the company to his sons when he retired in 1988.</p>\n<p>\\\"Since the three Kaiser brothers are each beginning to reach\nretirement age, and there are no second generation Kaisers to take over\nthe company, we thought it was a good time to address succession in the\ncompany,\\\" said Robert Kaiser, 65. \\\"This stock deal was also important\nbecause it allowed us to keep the good employees that we had, while\nproviding them with a tremendous incentive.\\\"</p>\n<p>Executive Vice President of Operations Steve Giacin, 45, holds the\nmajority of the stock in Kaiser Electric at 30 percent. Four employee\nshareholders, and the three Kaiser brothers, now each own 10 percent of\nthe company\\\'s stock:</p>\n<ul>\n<li>Jerry Dorhauer, 43, senior estimator, has been with Kaiser Electric for six years.</li>\n<li>Mike Lundry, 40, CFO (CPA), has been with Kaiser Electric for eight years.</li>\n<li>Mike Murphy, 44, vice-president/project manager, has been with Kaiser Electric for seven years.</li>\n<li>Ken Naumann, 43, vice-president/project manager (PE, RCDD), has been with Kaiser Electric for eight years.</li>\n</ul>\n<p>\\\"The Kaiser family has owned this company for a long time and we\nhave enormous shoes to fill as new owners,\\\" Giacin said. \\\"We are very\naware of the responsibility that comes with maintaining the\nwell-respected image that Kaiser Electric has achieved in this\ncommunity.\\\"</p>\n<p>Giacin, who has worked for Kaiser Electric for 10 years, will\nsucceed George Azzanni as president of the company in January 2009.\nAzzanni, 59, has been with Kaiser Electric for eight years, with more\nthan five years served in the president\\\'s seat.</p>\n<p>\\\"I have served in almost every role in the business other than being\npresident,\\\" Giacin said. \\\"I am very much looking forward to the\npresident\\\'s position with the team that we have in place. I have been\nvery fortunate throughout my career to observe and learn from some key\nindividuals. My goal in the top position will be to continue operating\nand growing the company in the manner it has been done for the past\n50-plus years.\\\"</p>\n<p>Kaiser praised the work that Azzanni has done for Kaiser Electric. Azzanni will remain with the company until his retirement.</p>\n<p>\\\"George\\\'s vision and his ability to assemble an excellent staff has\nbeen a large part of Kaiser\\\'s success and we are excited that he will\ncontinue on our management team after January 2009,\\\"Kaiser said.</p>\n<p>In 2007, Kaiser Electric Inc. generated sales of $34 million in\ncommercial, industrial and communications electrical projects. Major\nprojects have included:</p>\n<ul>\n<li>Lighting of the Gateway Arch</li>\n<li>Cardinal Glennon Children\\\'s Hospital addition/renovation</li>\n<li>Metropolitan Sewer District\\\'s Lower Meramec Lift Station in St. Louis County</li>\n<li>SSM St. Joseph\\\'s Hospital expansion in Lake St. Louis</li>\n<li>St. Charles Community College expansion</li>\n<li>BJC O\\\'Fallon (Progress West)</li>\n<li>Westar Headquarters in St. Charles</li>\n<li>St. Lukes OSB</li>\n<li>Vatterott College, North Park</li>\n<li>Emerson Auditorium</li>\n</ul>\n<p>Kaiser and his brother Jim, 61, will continue to be active in the company until their retirement.</p>\n<p>\\\"Kaiser Electric is fortunate to have a large group of veteran\nproject managers that are the back-bone of the company. Their expertise\nand relationships are invaluable. But, to bring long-term continuity to\nour company, I needed to build the company around our key, younger\nemployees,\\\" Kaiser said. \\\"These five are extraordinary individuals that\nhave great skills in this industry and have done a fabulous job for\nKaiser. I am convinced that this new leadership will enable Kaiser to\ngrow, continue to perform the excellent work that we do for our\ncustomers, and to carry on Kaiser\\\'s reputation for providing a great\nplace to work for its electricians and office staff.\\\"</p>\n<p>Kaiser Electric Inc., based in Fenton, MO, has been providing\nelectrical contracting and engineering services to the St. Louis metro\narea for more than 50 years. The company focuses primarily on\nindustrial, commercial and communications projects and employs about\n155 electricians and 34 staff members and has a fleet of 60 vehicles.\nFor more information visit <a href=\\\"http://www.kaiserelectric.com/\\\">www.kaiserelectric.com</a> or call 636/305-1515.</p>\";s:10:\"category_0\";s:1:\"6\";}'),(83,24,4,1,1208035208,'a:34:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:2:\"24\";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:\"2008-02-05 10:05 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: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:\"New Hires at Vessel Architecture\";s:9:\"url_title\";s:32:\"new_hires_at_vessel_architecture\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_26\";s:32:\"New Hires at Vessel Architecture\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_30\";s:62:\"Vessel Architecture has announced three new staff additions...\";s:11:\"field_ft_30\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_44\";s:62:\"Vessel Architecture has announced three new staff additions...\";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:645:\"<p><strong>Vessel Architecture</strong> has announced three new staff additions:</p>\n<p><strong>Roger Manwaring</strong> is assuming a prominent role as project manager.\nHis experience has primarily been in prototype retail architecture. He\nwill have responsibility for a host of projects including construction\nadministration for the ongoing phased masterplan in Las Cruces, NM.</p>\n<p><strong>Jason Goff</strong> will serve as a project architect. Goff\\\'s experience\nlies in site planning, space programming, and architectural design and\nillustratio.</p>\n<p><strong>Leslie Fisher</strong> has joined the company as executive administrator.</p>\";s:10:\"category_0\";s:1:\"7\";}'),(84,27,4,1,1208035215,'a:34:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:2:\"27\";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:\"2008-02-05 10:19 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: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:72:\"NAWIC and MOWITT Host Activities to Celebrate Women in Construction Week\";s:9:\"url_title\";s:72:\"nawic_and_mowitt_host_activities_to_celebrate_women_in_construction_week\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_26\";s:72:\"NAWIC and MOWITT Host Activities to Celebrate Women in Construction Week\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_30\";s:218:\"The St. Louis chapter of National Association of Women in Construction (NAWIC) is partnering with Missouri Women In Trades (MOWIT) to celebrate Women in Construction (WIC) Week March 2-8 with a variety of activities...\";s:11:\"field_ft_30\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_44\";s:218:\"The St. Louis chapter of National Association of Women in Construction (NAWIC) is partnering with Missouri Women In Trades (MOWIT) to celebrate Women in Construction (WIC) Week March 2-8 with a variety of activities...\";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:2873:\"<p>The St. Louis chapter of National Association of Women in Construction\n(NAWIC) is partnering with Missouri Women In Trades (MOWIT) to\ncelebrate Women in Construction (WIC) Week March 2-8 with a variety of\nactivities.</p>\n<p>March 3, the Construction Careers Center (CCC) will host a speed\nnetworking forum for it\\\'s female students to learn more about the many\ncareers in the construction industry from women working in those\ncareers. After networking, guests will enjoy lunch while students model\nthe Carhartt for Women\\\'s clothing line. St. Louis City Mayor Francis\nSlay has been invited to attend the event.</p>\n<p>March 4 and 5, NAWIC and MOWIT members will provide information\nabout construction careers to the St. Louis Public Schools students at\nthe SLPS annual career fair.</p>\n<p>March 6 \\\"Women in Construction will Work Together to Stomp Out\nHunger\\\" by participating in the seventh annual \\\"St. Louis CANstruction\\\"\nevent at St. Louis Mills Mall.</p>\n<p>March 8, tradeswomen will help junior girl scouts earn their Ms Fix\nBadge at the Carpenter\\\'s Joint Apprenticeship Training School. The girl\nscouts will also build a stool that will be donated to Habitat for\nHumanity St. Louis\\\'s Women Build.</p>\n<p>The National Association of Women in Construction promotes Women in\nConstruction Week nationally to raise awareness of the possibilities\nthe construction industry holds for potential employees. The theme this\nyear is \\\"Building Pathways to Success.\\\" For 11 years, the focus of this\nweek has been to spotlight women in the construction industry and for\nmembers to reach out and give back to their community.</p>\n<p>\\\"NAWIC members and chapters are either implementing or helping with\nthe majority of successful programs aimed at enhancing the success of\nwomen in the construction industry,\\\" says Dede Hughes, NAWIC\\\'s EVP,\n\\\"that is our core purpose. On this week our members attempt to raise\nawareness of all women in construction.\\\"</p>\n<p>Anyone interested in participating in events with local chapters is\nwelcome to contact Teresa Willis at 314/680-1973 for more information.</p>\n<hr />\n<p><em>About the National Association of Women in Construction:</em> Founded\nin Fort Worth, Texas In 1955, NAWIC serves approximately 5,500 members\nin nearly 200 chapters in the United States. The Association has\ninternational affiliates in South Africa, New Zealand, Australia,\nCanada, and the United Kingdom. For more information please visit <a href=\\\"http://www.nawic.org/\\\"> www.nawic.org</a> . Questions can be directed to Marketing Director Ralph Gill at 817/877-5551.</p>\n<hr />\n<p><em>About Missouri Women In Trades:</em>Missouri Women In Trades promotes\neconomic empowerment for women through careers in the building trades.\nFor more information please visit <a href=\\\"http://www.mowit.org/\\\">www.mowit.org</a> or call Teresa Willis, 314/680-1973.</p>\";s:10:\"category_0\";s:1:\"5\";}'),(85,30,4,1,1208035221,'a:34:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:2:\"30\";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:\"2008-02-14 06:37 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:50:\"MoDOT releases 2008 construction map for St. Louis\";s:9:\"url_title\";s:49:\"modot_releases_2008_construction_map_for_st_louis\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_26\";s:50:\"MoDOT releases 2008 construction map for St. Louis\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_30\";s:169:\"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...\";s:11:\"field_ft_30\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_44\";s:169:\"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...\";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:1080:\"<p><span style=\\\"font-size: 13px; line-height: normal; color: #000000;\\\">\n<p style=\\\"font-size: 10pt; font-family: Verdana, Arial, \\\'San Serif\\\';\\\">The Missouri Department of Transportation has just released the St. Louis 2008 construction map. This map outlines the locations, impacts and timeframes for all the planned construction for the St. Louis area through 2008. It also includes construction in St. Charles, Franklin and Jefferson counties.</p>\n<p style=\\\"font-size: 10pt; font-family: Verdana, Arial, \\\'San Serif\\\';\\\">Drivers who would like a copy of the new map can stop by the District Office, 1590 Woodlake Drive in Chesterfield, or the Transportation Management Office, 14301 South Outer 40 Road in Chesterfield between 7:30 a.m. and 4 p.m. Additionally, drivers can call MoDOT customer service at 1-888-ASK-MODOT or online at&nbsp;<a href=\\\"http://www.modot.org/stlouis/links/contactus.htm\\\" style=\\\"text-decoration: underline; font-size: 10pt; font-family: Verdana, Arial, \\\'San Serif\\\'; color: red;\\\">www.modot.org/stlouis/links/contactus.htm.</a></p>\n</span></p>\";s:10:\"category_0\";s:1:\"4\";}'),(86,20,4,1,1208035228,'a:34:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:2:\"20\";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:\"2008-02-14 07:36 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: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:46:\"MHTC awards local projects at February meeting\";s:9:\"url_title\";s:46:\"mhtc_awards_local_projects_at_february_meeting\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_26\";s:46:\"MHTC awards local projects at February meeting\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_30\";s:217:\"The Missouri Highways and Transportation Commission (MHTC) awarded several St. Louis project at its February 6 meeting. Approximately $7.5 million was awarded to contractors for various roadway improvement projects...\";s:11:\"field_ft_30\";s:0:\"\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_44\";s:217:\"The Missouri Highways and Transportation Commission (MHTC) awarded several St. Louis project at its February 6 meeting. Approximately $7.5 million was awarded to contractors for various roadway improvement projects...\";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:3123:\"<p>The Missouri Highways and Transportation Commission (MHTC) awarded\nseveral St. Louis project at its February 6 meeting. Approximately $\n7.5 million was awarded to contractors for various roadway improvement\nprojects. All contracts were awarded to the lowest bidder. The projects\ninclude:</p>\n<ul>\n<li><strong>Route 141 at Route 21:</strong> Repairing a landslide on Route 141 at\nRoute 21. This project was awarded to Jokerst Paving and Contracting\nCompany (Festus, MO) for $33,389.65. <em>This project is expected to begin in May 2008 and should be complete by August 2008.</em></li>\n<li><strong> Route 61 over Joachim Creek:</strong> Bridge improvements on Route\n61 over Joachim Creek. This project was awarded to Thomas Industrial\nCoatings (Pevely, MO) for $660,000. <em>This project is expected to begin in March 2008 and should be complete by July 2008.</em></li>\n<li><strong>Various sections of Route 100 and Route 50:</strong> Pavement\ntreatment on Route 100 from one mile west of St. Louis County line to\nRoute T and Route 50 from east of Gerald to Route 47 South in Union and\nRoute 47 from Miller Drive to Commercial Avenue in St. Clair. This\nproject was awarded to Pace Construction (St. Louis, MO) for\n$3,404,000. <em>This project is expected to begin in March 2008 and should be complete by November 2008.</em></li>\n<li><strong> Route 100 at 0.5 mile east of Route 185 at Little Boeuf Creek:</strong> Replacing the bridge on Route 100 east of Route 185. This project was\nawarded to Pace Construction (St. Louis, MO) for $910,000. <em>This project began in February 2008 and is should be complete by November 2008.</em></li>\n<li><strong>Route 30 at Little Brennan Road:</strong> Adding left turn lanes for\neastbound and westbound Route 30, and extending the box culvert and\nupgrading the signals. This project was awarded to L. Krupp\nConstruction (Ellisville, MO) for $1,079,561.79. <em>This project is expected to begin in March 2008 and should be complete by October 2008.</em></li>\n<li><strong>Various sections of Route 141 and Route 21:</strong> Pavement\ntreatment on Route 141 from north of Route 30 and north of Route HH to\nnorth of Ladue Farm Road and Route 21 from the Meramec River to 1 mile\nsouth of Route 141. This project was awarded to N.B. West Contracting\n(Brentwood, MO) for $1,263,993.15. <em>This project is expected to begin in March 2008 and should be complete by November 2008.</em></li>\n<li><strong>Various locations around St. Louis County:</strong> Mowing and\ntrimming right of way at Interstate 270 from Big Bend to Interstate 55\nto the Mississippi River, Interstate 44 from the Meramec River to the\nRiver Des Peres, and Interstate 55 from Butler Hill Road to Weber Road.\nThis project was awarded to Munie Outdoor Services (Caseyville, IL) for\n$121,772.30. <em>This project was awarded as a one-year contract.</em></li>\n<li><strong>Interstate 55 from Route 30 (Gravois Avenue) to Weber Road:</strong> Mowing and trimming of right of way. This project was awarded to A.U. Innovative Lawns (Mehlville, MO) for $43,860. <em>This project was awarded as a one-year contract.</em></li>\n</ul>\";s:10:\"category_0\";s:1:\"4\";}'),(87,22,4,1,1208035235,'a:35:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:2:\"22\";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:\"2008-02-14 09:55 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:\"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:29:\"Geotechnology Wins ACEC Award\";s:9:\"url_title\";s:29:\"geotechnology_wins_acec_award\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_26\";s:29:\"Geotechnology Wins ACEC Award\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_30\";s:223:\"Geotechnology Inc. has received a \\\"Grand Award\\\" from ACEC-Missouri (American Council of Engineering Companies) for its Subsurface Utility Engineering (SUE) program for MoDot\\\'s Safe and Sound Bridge Improvement Program...\";s:11:\"field_ft_30\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_44\";s:223:\"Geotechnology Inc. has received a \\\"Grand Award\\\" from ACEC-Missouri (American Council of Engineering Companies) for its Subsurface Utility Engineering (SUE) program for MoDot\\\'s Safe and Sound Bridge Improvement Program...\";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:3370:\"<p>Geotechnology Inc. has received a \\\"Grand Award\\\" from ACEC-Missouri\n(American Council of Engineering Companies) for its Subsurface Utility\nEngineering (SUE) program for MoDot\\\'s Safe and Sound Bridge Improvement\nProgram.</p>\n<p>Geotechnology implemented a complex Subsurface Utility Engineering\n(SUE) program as part of MoDOT\\\'s Safe and Sound Bridge Improvement\nProgram, one of the first design-build projects for MoDOT.</p>\n<p>The SUE project resulted in comprehensive utility maps for 226\nbridges located throughout 20 counties in Missouri -- all developed in\nonly 70 days from notice to proceed.</p>\n<p>The purpose of this project was two-fold: 1) To provide the two\nproposing design-build teams for the Safe and Sound Bridge Improvement\nProgram with comprehensive site utility information that affects\nestimating, scheduling and prioritizing sites for the bridge program;\nand 2) To provide the awarded team with the necessary utility\ninformation needed to design and construct around or incorporate into\ntheir rehabilitation plan, which will result in safer project execution\nand will likely result in lower overall budgets.</p>\n<p>The challenge of this project was the scheduling and maneuvering of\nfield crews in order to provide MoDOT with an immense amount of site\ninformation in a very short time. The proposal timeline and development\nwere dependent upon the utility map deliverable. To provide MoDOT with\ncomprehensive utility maps for each of the 226 bridge sites,\nGeotechnology applied Subsurface Utility Engineering (SUE), a\ncombination of techniques used for documenting the location of\nsubsurface utilities prior to construction. SUE is performed to various\nQuality Levels based on the amount of effort performed which can\ninclude a combination of record searches, geophysical surveys, and air\nexcavation. SUE can provide precise horizontal and vertical locations,\nthree dimensional data, and accuracy set to 15mm vertically to the top\nof the utility. Geotechnology implemented Quality Level B SUE services\nby performing geophysical surveying, designating and mapping of\nutilities at each of the 226 bridge sites.</p>\n<p>SUE is a significant tool for a construction project for a few reasons.\nSUE helps eliminate unexpected conflicts with utilities, because the\nexact location of virtually all utilities is known and accurately shown\non the construction plans. Unnecessary utility relocations are avoided,\nbecause accurate utility information is available to designers early\nenough in the development of a project to design around many potential\nconflicts. Safety is enhanced. When excavation or grading work can be\nshifted away from existing utilities, there is less possibility of\ndamage to a utility that might result in personal injury and property\ndamage.</p>\n<p>For this project, Geotechnology implemented a tactical approach,\ncoordinating six production geophysical crews, one quality control\ngeophysical crew, and six different land survey crews from three\ndifferent subcontractors. Due to logistical efforts, strong project\nmanagement, responsible field crews and quick-thinking support staff,\nthe field work was completed in just 12 days. All 226 utility maps were\nsubmitted by the February 1, 2007 deadline and MoDOT was enabled with\ncomprehensive site-specific information that helped keep the Safe and\nSound Bridge Program on track.</p>\";s:10:\"category_0\";s:1:\"5\";s:10:\"category_1\";s:1:\"6\";}'),(88,23,4,1,1208035242,'a:34:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:2:\"23\";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:\"2008-02-14 09:56 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:94:\"Mitchell and Hugeback Architects Changes Name to M+H Architects, Announces Project Completions\";s:9:\"url_title\";s:45:\"mitchell_and_hugeback_architects_changes_name\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_26\";s:94:\"Mitchell and Hugeback Architects Changes Name to M+H Architects, Announces Project Completions\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_30\";s:125:\"Mitchell and Hugeback Architects, Inc., has changed its name to M+H Architects and moved to Creve Coeur Corporate Center I...\";s:11:\"field_ft_30\";s:4:\"none\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_id_44\";s:125:\"Mitchell and Hugeback Architects, Inc., has changed its name to M+H Architects and moved to Creve Coeur Corporate Center I...\";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:1428:\"<p>Mitchell and Hugeback Architects, Inc., has changed its name to  M+H Architects and moved to Creve Coeur Corporate Center I.</p>\n<p>M+H has recently completed the following projects:</p>\n<h3>Churches/Schools:</h3>\n<ul>\n<li>A new church for First Christian Church of Washington, MO</li>\n<li>St. John Lutheran Church Next Generation Center, Ellisville, MO (children\\\'s ministry and day school addition)</li>\n<li>A new education building for Ballwin Baptist Church, Ballwin, MO</li>\n<li>Church building addition for Immacolata Church, Richmond Heights, MO. New school addition now underway.</li>\n</ul>\n<h3>Distribution Facilities:</h3>\n<ul>\n<li>New speculative distribution facilities: Westway I and Westway III,\nGateway Commerce Center, Edwardsville, IL. M+H has also been released\nto proceed with Phase II for Westway III.</li>\n<li>New distribution and retail facility for Musician\\\'s Friend, Kansas City, MO</li>\n<li>REI Distribution Facility in Bedford, PA (Certified Silver LEED)</li>\n<li>Crate &amp; Barrel Expansion in Cranbury Township, NJ.</li>\n</ul>\n<h3>Office Facilities:</h3>\n<ul>\n<li>New offices and operations facility for Cuivre River Electric Cooperative, Lake Saint Louis, MO</li>\n</ul>\n<h3>Community Centers:</h3>\n<ul>\n<li>Renovations at the Jewish Community Center, Marilyn Fox Building.\nAlso, currently underway are renovations and additions to the Jewish\nCommunity Center\\\'s main campus facility.</li>\n</ul>\";s:10:\"category_0\";s:1:\"6\";}'),(89,17,4,1,1208035249,'a:34:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:2:\"17\";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:\"2008-02-17 07:07 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: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:49:\"Industry Leaders Reject Ban on Affirmative Action\";s:9:\"url_title\";s:49:\"industry_leaders_reject_ban_on_affirmative_action\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_26\";s:49:\"Industry Leaders Reject Ban on Affirmative Action\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_30\";s:218:\"St. Louis area construction industry leaders are distancing themselves from a controversial state ballot initiative in the wake of charges that contractors are behind the effort to ban affirmative action in Missouri...\";s:11:\"field_ft_30\";s:0:\"\";s:11:\"field_id_31\";s:1:\"9\";s:11:\"field_id_44\";s:218:\"St. Louis area construction industry leaders are distancing themselves from a controversial state ballot initiative in the wake of charges that contractors are behind the effort to ban affirmative action in Missouri...\";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:7407:\"<p>St. Louis area construction industry leaders are distancing themselves\nfrom a controversial state ballot initiative in the wake of charges\nthat contractors are behind the effort to ban affirmative action in\nMissouri.</p>\n<p>\\\"That is not what we are about,\\\" AGC (Associated General\nContractors) of St. Louis Chairperson Tracy Hart said, referring the\nself-styled \\\"Missouri Civil Rights Initiative,\\\" an affirmative action\nban promoted by Californian Ward Connerly. \\\"We have to continue\ndiversity efforts,\\\" she said. \\\"We need more people in our industry.\\\"\nHart also is president of Tarlton Corp., one of the largest general\ncontracting companies in St. Louis.</p>\n<p>An expose in the winter issue of <em>Ms.</em> magazine alleged that\nlarge contracting companies are the driving force behind Connerly\\\'s\nefforts to ban affirmative action in Missouri, Arizona, Colorado,\nNebraska, and Oklahoma. The magazine\\\'s press release stated that\nConnerly has ties to \\\"the good ole boys network of big contractors that\nwant to shut out women- and minority-owned businesses from competing\nfor government contracts.\\\"</p>\n<p>Connerly first managed a successful state ballot initiative against\naffirmative action in California in 1996, and later followed that up\nwith successful campaigns in Washington state and Michigan. According\nto <em>Ms.</em> Executive Editor Katherine Spillar, early significant seed money for\nthe California campaign came from such construction-industry\norganizations as the Construction Industry Advancement Fund of the AGC\nof California and the California Construction Advancement Program.\nIndeed, at the time, Connerly actually administered those funds, said\nSpillar. Contractors and their organizations ended up contributing\nabout one-sixth of the money Connerly raised for the ballot initiative\nin California, Spillar said, \\\"but they were the big, early boosters.\\\"</p>\n<p>According to <em>Ms.</em>, California\\\'s passage of an affirmative\naction ban was devastating for women- and minority-owned contracting\ncompanies in that state. The article cites a study by the Thelton E.\nHenderson Center for Social Justice at the University of California,\nBerkeley School of Law that concluded that the affirmative action ban\nchopped the caused women- and minority-owned contractor\\\'s share of\nstate department of transportation contracts to fall from 27.7 percent\nto 8.2 percent. Spillar noted that Sacramento-based Granite\nConstruction Inc., which is the largest partner in the joint venture\nteam rebuilding I-64 in St. Louis, long has been active on the AGC\\\'s\nliaison committee with Caltrans, as California\\\'s transportation\ndepartment is called. She added that Granite Construction has ties to\nConnerly through the industry funds he used to run. A call to the\ncorporate communications director at Granite\\\'s Sacramento headquarters\ndid not net a response.</p>\n<p>It is the California experience that forms the basis for the\nmagazine\\\'s allegation that big contractors are behind the push to ban\naffirmative action in Missouri in order to shut out women- and\nminority-owned contractors. Spillar said that Connerly and his American\nCivil Rights Coalition corporation have not yet had to release the\nnames of any of the contributors the Missouri Civil Rights Initiative.\nThe honorary chairman of the Missouri Civil Rights Initiative, however,\nis John Uhlmann, a resident of Shawnee Mission, KS. Uhlmann owns a\ngrocery products company that is based in Kansas City, MO, and an\nadvertising company that specializes in producing ads for conservative\ncauses.</p>\n<p>Local construction leaders say Missouri in 2008 is not California in 1996.</p>\n<p>\\\"We are not involved\\\" in Connerly\\\'s petition, said Jay\nSchultehenrich, executive director of the SITE Improvement Association.\nSITE has a highway and bridge division that represents most of the\nmajor road and bridge contractors in eastern Missouri.</p>\n<p>\\\"We are not for that initiative at all,\\\" said Jim LaMantia,\nexecutive director of PRIDE of St. Louis, a tripartite group that\nincludes representatives of major construction companies, construction\nworker unions, and major users of construction services. The last group\nincludes public agencies and large corporations such as Anheuser-Busch\nand Monsanto. \\\"We know affirmative action is needed,\\\" he added. \\\"We\ndon\\\'t have a meeting without talking about it.\\\"</p>\n<p>LaMantia pointed out that PRIDE is in the second year of a four-year\ncontract with the Missouri Department of Transportation to provide a\ntraining and employment program for minorities in conjunction with the\nrebuilding of I-64. Spillar said such a program could become illegal if\nthe ban on affirmative action passed. The ban in California, she said,\nhas been interpreted to mean that government agencies may not even\nreport statistics by race and gender. \\\"Wherever this petition is coming\nfrom, it is not from any group in PRIDE,\\\" LaMantia said.</p>\n<p>Labor and corporate groups in general are lining up against the\nballot initiative to ban affirmation action. The Kansas City Chamber of\nCommerce issued a condemnation of the petition on February 11, 2008.\nTwo days later, the St. Louis Regional Chamber and Growth Association\nand the Greater St. Louis Building and Construction Trades Council both\nannounced their membership in a statewide effort to defeat the\ninitiative petition and protect diversity, called the We Can Coalition</p>\n<p>Richard Fleming, president and CEO of the Regional Chamber and\nGrowth Association, said, \\\"The region\\\'s business leadership opposes\nattempts to weaken or ban proven policies that promote diversity.\\\" A\nban on affirmative action, he said, would weaken economic development\nefforts by sending the message to corporations and young workers that\n\\\"we do not welcome talent.\\\"</p>\n<p>Jerry Feldhaus, executive secretary-treasurer of the Building and\nConstruction Trades Council, said passage of the initiative petition\n\\\"would destroy all the efforts the building trades and contractors are\nmaking to create opportunities for minorities and women in the\nconstruction industry.\\\" He acknowledged that in the past the industry\nhad problems accepting women and minorities -- 40 years ago,\nconstruction unions went on strike against the federal government\\\'s\nfirst affirmative action order, which applied to the construction of\nthe Arch monument -- but those problems a re \\\"long gone,\\\" he said.\n\\\"With the dramatic need we face for construction workers in the future,\nall efforts to recruit workers are helpful, and affirmative action is\nan important part of that,\\\" he said. Terry Nelson, executive\nsecretary-treasurer of the Carpenters District Council of Greater St.\nLouis, which is not part of the AFL-CIO, also opposes the proposed ban.\n\\\"It is not good for our industry or for minorities or for women,\\\" he\nsaid.</p>\n<p>According to LaMantia, the widespread opposition to the ban is\nunderstandable. At a time when unions and contractors \\\"are bending over\nbackwards to do the right thing\\\" in order to attract women and\nminorities to an industry that desperately needs people, the proposal\nto ban affirmative action \\\"is not helpful,\\\" he said.</p>\n<p>\\\"Personally, I think this (the proposed ban) is really unfortunate,\\\"\nHart added, but she is hopeful that it will fail. \\\"I can\\\'t imagine this\ncommunity not wanting to stay the course (for diversity),\\\" she said.</p>\";s:10:\"category_0\";s:1:\"4\";}'),(90,18,4,1,1208035256,'a:34:{s:9:\"weblog_id\";s:1:\"4\";s:8:\"entry_id\";s:2:\"18\";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:\"2008-02-17 07:20 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: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:\"Construction Starts Weaken Further in January\";s:9:\"url_title\";s:45:\"construction_starts_weaken_further_in_january\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_26\";s:45:\"Construction Starts Weaken Further in January\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_30\";s:221:\"Reed Construction Data announced today that the value of construction starts in January 2008, excluding residential contracts, totaled $21.347 billion, down 13.1 percent from January 2007 and 8.0 percent below December...\";s:11:\"field_ft_30\";s:0:\"\";s:11:\"field_id_31\";s:2:\"19\";s:11:\"field_id_44\";s:221:\"Reed Construction Data announced today that the value of construction starts in January 2008, excluding residential contracts, totaled $21.347 billion, down 13.1 percent from January 2007 and 8.0 percent below December...\";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:2362:\"<p>Reed Construction Data announced today that the value of construction\nstarts in January 2008, excluding residential contracts, totaled\n$21.347 billion, down 13.1 percent from January 2007 and 8.0 percent\nbelow December. Monthly starts totals have been ebbing since October of\nlast year, although starts increased 10.6 percent in full-year 2007\nversus full-year 2006.</p>\n<p>Reed Construction Data expects starts to be slightly lower into the\nsummer and then recover to keep the 2008 total close to the 2007 total.\nCommercial building starts will be the most impacted by the abrupt\nslowdown in Gross Domestic Product (GDP) in the first half of 2008.</p>\n<p>The starts estimates are a summary from Reed Construction Data\\\'s\nproject database. Unreported contract values were estimated using\nRSMeans\\\' building cost models.</p>\n<p>The only significant increases in January were for military\nfacilities, parking garages and hotels. These are not expected to be\npersistent trends. Monthly starts are quite volatile in these three\nsmall markets. The surge in hotel starts follows three weak monthly\nstarts totals which are more indicative of 2008 trends. Both leisure\nand business travel are extremely sensitive to income and are expected\nto weaken more than the balance of the economy in the coming months.</p>\n<p>Commercial starts decreased 15 percent versus December, offsetting a\nlarge gain the previous month. January starts were marginally below the\nOctober-January average. However, office starts fell 34 percent from\nDecember to the lowest total in nearly two years. Developers have\nbecome nervous about 2008 space demand. The financial industry,\nentirely office-based, has shed 100,000 jobs since employment peaked in\nDecember 2006.</p>\n<p>Institutional building starts dropped 3 percent month to month in\nJanuary, but remained 8 percent above last January. However, the year\nto year change is 6 percent, ignoring the volatile military facilities\nmarket. The large education and health care sectors are both weakening.\nStarts of public safety buildings and cultural/religious facilities\nhave not declined.</p>\n<p>Construction starts for heavy/engineering projects declined 13\npercent from last January, including the 2 percent decline from\nDecember. An $800 million decline in miscellaneous projects was offset\nby a similar rise in new highway projects.</p>\";s:10:\"category_0\";s:1:\"4\";}'),(91,16,5,1,1208035314,'a:24:{s:9:\"weblog_id\";s:1:\"5\";s:8:\"entry_id\";s:2:\"16\";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:\"2008-03-29 01:59 PM\";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:\"5\";s:6:\"status\";s:4:\"open\";s:14:\"trackback_urls\";s:0:\"\";s:18:\"versioning_enabled\";s:1:\"y\";s:5:\"title\";s:22:\"Complimentary Geometry\";s:9:\"url_title\";s:22:\"complimentary_geometry\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_20\";s:22:\"Complimentary Geometry\";s:11:\"field_ft_20\";s:4:\"none\";s:11:\"field_id_24\";s:239:\"Pinnacle Entertainment says that its newest casino and luxury resort, Lumiére Place Casino and Hotels, is inspired by the Gateway Arch. The hotel, which had a scheduled opening of Dec. 19, rises nearly 300 feet into the St. Louis skyline.\";s:11:\"field_ft_24\";s:0:\"\";s:11:\"field_id_25\";s:0:\"\";s:11:\"field_id_22\";s:0:\"\";s:11:\"field_ft_22\";s:4:\"none\";s:11:\"field_id_23\";s:917:\"<p>Pinnacle Entertainment says that its newest casino and luxury resort,\nLumi&eacute;re Place Casino and Hotels, is inspired by the Gateway Arch. The\nhotel, which had a scheduled opening of Dec. 19, rises nearly 300 feet\ninto the St. Louis skyline.</p>\n<p>The 19-story hotel tower accommodates 200 luxury guest rooms within\nits glass and steel walls, which are framed by a dramatic, illuminated\nlight box. This architectural feature will have a unique presence in\nthe skyline and will compliment the geometry of the nearby Arch.</p>\n<p>Pinnacle tapped the Las Vegas architecture firm responsible for the\nMirage and Bellagio. Marnell Corrao Associates utilized a cutting-edge\nglazing system, creating the light box effect.</p>\n<p>The light box is made possible by literally \\\"stitching\\\" the glass to\nthe concrete structure of the hotel, creating a sparkling effect\nreflecting in the sun and a bookend to the Arch.</p>\";}'),(92,16,5,1,1208035385,'a:26:{s:9:\"weblog_id\";s:1:\"5\";s:8:\"entry_id\";s:2:\"16\";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:\"2008-03-29 01:59 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:2:\"14\";}s:9:\"author_id\";s:1:\"1\";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:22:\"Complimentary Geometry\";s:9:\"url_title\";s:22:\"complimentary_geometry\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_20\";s:22:\"Complimentary Geometry\";s:11:\"field_ft_20\";s:4:\"none\";s:11:\"field_id_24\";s:239:\"Pinnacle Entertainment says that its newest casino and luxury resort, Lumiére Place Casino and Hotels, is inspired by the Gateway Arch. The hotel, which had a scheduled opening of Dec. 19, rises nearly 300 feet into the St. Louis skyline.\";s:11:\"field_ft_24\";s:0:\"\";s:11:\"field_id_25\";s:0:\"\";s:11:\"field_id_22\";s:0:\"\";s:11:\"field_ft_22\";s:4:\"none\";s:11:\"field_id_23\";s:917:\"<p>Pinnacle Entertainment says that its newest casino and luxury resort,\nLumi&eacute;re Place Casino and Hotels, is inspired by the Gateway Arch. The\nhotel, which had a scheduled opening of Dec. 19, rises nearly 300 feet\ninto the St. Louis skyline.</p>\n<p>The 19-story hotel tower accommodates 200 luxury guest rooms within\nits glass and steel walls, which are framed by a dramatic, illuminated\nlight box. This architectural feature will have a unique presence in\nthe skyline and will compliment the geometry of the nearby Arch.</p>\n<p>Pinnacle tapped the Las Vegas architecture firm responsible for the\nMirage and Bellagio. Marnell Corrao Associates utilized a cutting-edge\nglazing system, creating the light box effect.</p>\n<p>The light box is made possible by literally \\\"stitching\\\" the glass to\nthe concrete structure of the hotel, creating a sparkling effect\nreflecting in the sun and a bookend to the Arch.</p>\";s:10:\"category_0\";s:2:\"14\";}'),(93,16,5,1,1208035509,'a:26:{s:9:\"weblog_id\";s:1:\"5\";s:8:\"entry_id\";s:2:\"16\";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:\"2008-03-29 01:59 PM\";s:15:\"expiration_date\";s:0:\"\";s:23:\"comment_expiration_date\";s:0:\"\";s:8:\"category\";a:1:{i:0;s:2:\"14\";}s:9:\"author_id\";s:1:\"1\";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:22:\"Complimentary Geometry\";s:9:\"url_title\";s:22:\"complimentary_geometry\";s:6:\"submit\";s:6:\"Update\";s:11:\"field_id_20\";s:22:\"Complimentary Geometry\";s:11:\"field_ft_20\";s:4:\"none\";s:11:\"field_id_25\";s:0:\"\";s:11:\"field_id_45\";s:239:\"Pinnacle Entertainment says that its newest casino and luxury resort, Lumiére Place Casino and Hotels, is inspired by the Gateway Arch. The hotel, which had a scheduled opening of Dec. 19, rises nearly 300 feet into the St. Louis skyline.\";s:11:\"field_ft_45\";s:4:\"none\";s:11:\"field_id_22\";s:0:\"\";s:11:\"field_ft_22\";s:4:\"none\";s:11:\"field_id_23\";s:917:\"<p>Pinnacle Entertainment says that its newest casino and luxury resort,\nLumi&eacute;re Place Casino and Hotels, is inspired by the Gateway Arch. The\nhotel, which had a scheduled opening of Dec. 19, rises nearly 300 feet\ninto the St. Louis skyline.</p>\n<p>The 19-story hotel tower accommodates 200 luxury guest rooms within\nits glass and steel walls, which are framed by a dramatic, illuminated\nlight box. This architectural feature will have a unique presence in\nthe skyline and will compliment the geometry of the nearby Arch.</p>\n<p>Pinnacle tapped the Las Vegas architecture firm responsible for the\nMirage and Bellagio. Marnell Corrao Associates utilized a cutting-edge\nglazing system, creating the light box effect.</p>\n<p>The light box is made possible by literally \\\"stitching\\\" the glass to\nthe concrete structure of the hotel, creating a sparkling effect\nreflecting in the sun and a bookend to the Arch.</p>\";s:10:\"category_0\";s:2:\"14\";}'),