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The program was conducted in an effort to reconnect Starbucks associates with the reasons patrons first visited the company\'s stores &ndash; and were now going elsewhere. <br />&nbsp;<br />Starbucks&rsquo; story very closely parallels that of the construction industry over the last decade. In an age of easy credit, the never-ending emergence of strip malls and office buildings paralleled the spread of the green Starbucks logo from Fargo to Beijing.&nbsp; But breakneck expansion comes with a price; in Starbuck&rsquo;s case the price was core values. <br /><br />In 2007, Josh Foster, president of J.E. Foster Building Company said his company built entire stores and/or did tenant finishes for 30 Starbucks locations. In 2008, J.E. Foster, which has been ASA Midwest Council&rsquo;s small GC of the year for six of the last seven years, helped to dismantle eight of the 600 stores that Starbucks shut down last year.&nbsp; &ldquo;There was a guy with a clipboard there, making sure that everything went on the truck,&rdquo; Foster said.&nbsp; Somewhere there&rsquo;s a Raiders of the Lost Ark warehouse piled full of espresso machines. <br /><br />Meanwhile, the same well-communicated reputation for strong relationships and performance that landed Foster so many coffee shops during good times is allowing him to win work away from competitors now. <br /><strong><br />What is Your PROMISE? </strong><br /><br />Foster has driven the performance/relationships message of his brand throughout his company&rsquo;s culture. Thirty years ago, subcontractors asked us to develop brochures and logos to meet the expectations of GCs and owners. Today we get calls for branding strategies and for websites. But, now as then, tactics that have no connection to your core values are doomed to be ineffective. <br /><br />Companies lose sight of their brand at a significant cost to their bottom line. Three years ago Wal-Mart announced a more \"upscale\" approach. It was a fiasco. Now, Wal-Mart is advertising \"Save Money. Live Better,&rdquo; and the tough economic times have actually worked in its favor. <br /><br />To understand the importance of branding and to appreciate its significance to your company, it\'s helpful to understand what a brand is&hellip; and what it isn\'t. <br /><br />The first brands were used to mark game or cattle. Then, artisans and craftsmen began putting their \"brand\" on objects they made.&nbsp; Today, a brand is a promise to consistently meet expectations. Those expectations are not about attributes (four-wheel drive, robust coffee flavor); instead, those expectations are about benefits (the level of service at an Acura dealership, the personalized experience at Starbucks). In the book Married to the Brand, William J. McEwen makes the case that strong brand loyalties are both quantifiable and explainable. Loyalty is not the result of marketing hype: You buy coffee at Starbucks because they remember your name and the way you like your coffee, not because of advertising or because their coffee is &ldquo;better&rdquo; than McDonald&rsquo;s. <br /><br /><strong>The Rewards of Strong Branding</strong><br /><br />Chadwick Communications reports that strong brands command a seven-percent premium on price and make sales 40 percent more effective. Chadwick says that building a brand has more to do with what is communicated than with the product or service itself. <br /><br />Brand alignment must permeate every aspect of your company and extend through the way you communicate and market that identity. There are four \"cornerstones\" for every brand, and understanding them is crucial to success: <br /><br />1.&nbsp; <strong>EXEMPLIFY YOUR BRAND IN EVERYTHING YOU DO.</strong>&nbsp; It&rsquo;s not enough to have a great logo or tagline or an outstanding website. Whether you are known for high-touch service, or for &ldquo;green&rdquo; building knowledge, everything communicated inside and outside of your company should resonate that message. <br /><br />2.<strong> ESTABLISH AND STRENGTHEN YOUR BRAND THROUGH ASSOCIATIONS.</strong> These \"associations\" can be either internal or external. Are you involved in community groups? Do you give thoughtful consideration to the charity events that you sponsor and leverage what you donate to attain maximum visibility? <br /><br />Do you create a sense of &ldquo;belonging to the club&rdquo; by sharing your expertise in certain construction disciplines, techniques, or knowledge through presentations, opt-in newsletters, enews, or participation in Web 2.0 blogs?&nbsp;&nbsp; <br /><br />3. <strong>LET THE CONVERTED PREACH.</strong> This metaphor is borrowed from Sunday morning: You as &ldquo;pastor&rdquo; can \"preach\" to someone all day long, but the way to make a \"convert\" is through the daily practice of a true believer. <br /><br />Better than a great website or brochure is the colleague or customer who tells a friend or colleague about your company in glowing terms. By focusing on communicating your values, maximizing &ldquo;touches&rdquo; in the industry and with customers, you increase the likelihood they will do just that. <br /><br />4. <strong>BACK THE TEAM IN THE FIELD.&nbsp;</strong> Empowerment, enthusiasm and education are the three \"E&rsquo;s\" that form this cornerstone. Turn your company team into ambassadors and salespeople who will speak enthusiastically to their friends and associates.&nbsp; Are your employees empowered to make decisions or spend money when they need to \"find a way to say yes\" and \"make it right\" for a customer? Do you create employee-specific communications, such as a newsletter or website? Do you plan special events that make your field managers and core craftspeople feel part of a team and understand customers&rsquo; experience? <br /><br /><strong>Making Branding a Personal Agenda </strong><br /><br />Great brands are built from the inside out. Your company&rsquo;s brand should be written in your customers\' minds and engraved on your employees\' hearts. Your brand is that One True Thing about your company that\'s blazing in your gut.&nbsp; <br /><br />You can\'t market your way to a great brand: Your \"walk\" must match your \"talk.\" A brand isn\'t a website or a logo embroidered on a shirt: Your company\'s culture brings your brand to life.<br /><em><br />Tom Finan has been the publisher of St. Louis Construction News &amp; Real Estate since 1976. He is the director of business development for Paradowski Creative, a strategic and creative firm located in St. Louis. 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Foster, which has been ASA Midwest Council&rsquo;s small GC of the year for six of the last seven years, helped to dismantle eight of the 600 stores that Starbucks shut down last year.&nbsp; &ldquo;There was a guy with a clipboard there, making sure that everything went on the truck,&rdquo; Foster said.&nbsp; Somewhere there&rsquo;s a Raiders of the Lost Ark warehouse piled full of espresso machines. <br /><br />Meanwhile, the same well-communicated reputation for strong relationships and performance that landed Foster so many coffee shops during good times is allowing him to win work away from competitors now. <br /><strong><br />What is Your PROMISE? </strong><br /><br />Foster has driven the performance/relationships message of his brand throughout his company&rsquo;s culture. Thirty years ago, subcontractors asked us to develop brochures and logos to meet the expectations of GCs and owners. Today we get calls for branding strategies and for websites. But, now as then, tactics that have no connection to your core values are doomed to be ineffective. <br /><br />Companies lose sight of their brand at a significant cost to their bottom line. Three years ago Wal-Mart announced a more \"upscale\" approach. It was a fiasco. Now, Wal-Mart is advertising \"Save Money. Live Better,&rdquo; and the tough economic times have actually worked in its favor. <br /><br />To understand the importance of branding and to appreciate its significance to your company, it\'s helpful to understand what a brand is&hellip; and what it isn\'t. <br /><br />The first brands were used to mark game or cattle. Then, artisans and craftsmen began putting their \"brand\" on objects they made.&nbsp; Today, a brand is a promise to consistently meet expectations. Those expectations are not about attributes (four-wheel drive, robust coffee flavor); instead, those expectations are about benefits (the level of service at an Acura dealership, the personalized experience at Starbucks). In the book Married to the Brand, William J. McEwen makes the case that strong brand loyalties are both quantifiable and explainable. Loyalty is not the result of marketing hype: You buy coffee at Starbucks because they remember your name and the way you like your coffee, not because of advertising or because their coffee is &ldquo;better&rdquo; than McDonald&rsquo;s. <br /><br /><strong>The Rewards of Strong Branding</strong><br /><br />Chadwick Communications reports that strong brands command a seven-percent premium on price and make sales 40 percent more effective. Chadwick says that building a brand has more to do with what is communicated than with the product or service itself. <br /><br />Brand alignment must permeate every aspect of your company and extend through the way you communicate and market that identity. There are four \"cornerstones\" for every brand, and understanding them is crucial to success: <br /><br />1.&nbsp; <strong>EXEMPLIFY YOUR BRAND IN EVERYTHING YOU DO.</strong>&nbsp; It&rsquo;s not enough to have a great logo or tagline or an outstanding website. Whether you are known for high-touch service, or for &ldquo;green&rdquo; building knowledge, everything communicated inside and outside of your company should resonate that message. <br /><br />2.<strong> ESTABLISH AND STRENGTHEN YOUR BRAND THROUGH ASSOCIATIONS.</strong> These \"associations\" can be either internal or external. Are you involved in community groups? Do you give thoughtful consideration to the charity events that you sponsor and leverage what you donate to attain maximum visibility? <br /><br />Do you create a sense of &ldquo;belonging to the club&rdquo; by sharing your expertise in certain construction disciplines, techniques, or knowledge through presentations, opt-in newsletters, enews, or participation in Web 2.0 blogs?&nbsp;&nbsp; <br /><br />3. <strong>LET THE CONVERTED PREACH.</strong> This metaphor is borrowed from Sunday morning: You as &ldquo;pastor&rdquo; can \"preach\" to someone all day long, but the way to make a \"convert\" is through the daily practice of a true believer. <br /><br />Better than a great website or brochure is the colleague or customer who tells a friend or colleague about your company in glowing terms. By focusing on communicating your values, maximizing &ldquo;touches&rdquo; in the industry and with customers, you increase the likelihood they will do just that. <br /><br />4. <strong>BACK THE TEAM IN THE FIELD.&nbsp;</strong> Empowerment, enthusiasm and education are the three \"E&rsquo;s\" that form this cornerstone. Turn your company team into ambassadors and salespeople who will speak enthusiastically to their friends and associates.&nbsp; Are your employees empowered to make decisions or spend money when they need to \"find a way to say yes\" and \"make it right\" for a customer? Do you create employee-specific communications, such as a newsletter or website? Do you plan special events that make your field managers and core craftspeople feel part of a team and understand customers&rsquo; experience? <br /><br /><strong>Making Branding a Personal Agenda </strong><br /><br />Great brands are built from the inside out. Your company&rsquo;s brand should be written in your customers\' minds and engraved on your employees\' hearts. Your brand is that One True Thing about your company that\'s blazing in your gut.&nbsp; <br /><br />You can\'t market your way to a great brand: Your \"walk\" must match your \"talk.\" A brand isn\'t a website or a logo embroidered on a shirt: Your company\'s culture brings your brand to life.<br /><em><br />Tom Finan has been the publisher of St. Louis Construction News &amp; Real Estate since 1976. He is the director of business development for Paradowski Creative, a strategic and creative firm located in St. Louis. 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Equally important, I also give a lot of credit to my field supervision of which many were union carpenters. What impressed me is that these men were well-educated and willing to continue their learning. For many years, our college grads would work under our carpenter superintendents before moving into supervisory positions.</p>\n<p>From a personal standpoint, besides a lot of luck, I believe my willingness to work hard and my ability to visualize the future were keys to my success. In the early days, many firms needed to be located near railways&hellip;so, I bought land along these routes. Eventually, companies wishing to expand would come to me not only to purchase the land but to design and build their buildings. My sixth sense really paid off after World War II (WWII), with regards to the combination of pent-up demand and the growth in the use of automobiles. Land became a precious commodity to many of my customers&rsquo; businesses since parking now became a significant design issue. This strategy was so successful that by the end of WWII we were able to set-up the Millstone Foundation: a charitable foundation for assisting St. Louis institutions.&nbsp; The foundation is still active today and my grandsons, Robert Millstone and Thom Kuhn, are officers of the foundation.<br /><br /><strong>&nbsp;JSG:</strong> What role did your firm play in building the current Busch Stadium?<br /><br /><strong>IEM:</strong> Millstone Construction Co. entered a joint venture with Fruin-Colnon to build the stadium. The contract for the stadium and east garage totaled $21 million. This project was unique from a design standpoint: poured-in-place reinforced post tensioned concrete. I give a lot of the credit for the design of the stadium to Sverdrup. To my knowledge, it may be the only structure of its kind. As you can imagine, I am somewhat disappointed to see it go!<br /><br /><strong>JSG:</strong> How do you feel about the new Busch Stadium complex?<br /><br /><strong>IEM:</strong> Well, the original Busch Stadium was built for another era: one that required a dual-use facility. I feel that today&rsquo;s design better accommodates its sole purpose: baseball. After all, from a business perspective, the object is to earn more money. Among other issues, the new seating arrangements allow for the owners to accomplish this objective.<br /><br /><br /><strong>JSG:</strong> What inspired you to become a philanthropist?<br /><br /><strong>IEM:</strong> I always felt privileged to live in the USA. (In fact, I lost several family members due to Hitler&rsquo;s reign.) Life was simple when I was growing up. I remember children of all kinds playing in the streets together. As a Jew, I was never discriminated against. I had and still have a wonderful family. Although I enjoyed traveling and playing golf, as I prospered, I did not feel a need to have too much money or too many material things. Therefore, I wanted to see that others could enjoy life. I made sure all of my children, grandchildren, and many of my relatives received good educations. In fact, our foundation still funds numerous college scholarships&hellip;I believe in helping others succeed and many of our employees have gone on to do so. In addition, with families facing so many issues today, we have provided assistance to many community centers in St. Louis and around the globe.<br /><br /><br /><strong>JSG:</strong> From a global competition viewpoint, what predictions would you make about the future of the construction industry?<br /><br />IEM: Closer to home, I see the city making a comeback despite the issue of urban sprawl people are returning. For St. Louis to survive, we need to focus on high-wages jobs and to me that means life sciences. We must avoid destroying our tax base if we are to improve our public school systems. The one thing we must remember is that you cannot give away your income without going bankrupt.<br /><br />From a global standpoint, nowadays, telecommunication technologies allow work to be done nearly anywhere around the globe. Consequently, in today&rsquo;s world most firms are international! With China now taking over US industries, we can no longer view countries like China and India as backwards. I often look at the list of PhD graduates in science and engineering from Washington University and notice that many of the students are foreign-born. To this end, I am a firm believer that more of our families need to support first-class educational systems for our children!<br /><br /><br /><strong>IEM:</strong> With this in mind, I would like to ask you about your views concerning the turmoil the AFL-CIO now faces?<br /><br /><strong>JSG:</strong> In my opinion, a number of unions are starting to realize that in order to retain and gain membership, their organizations must start acting like businesses instead of relying on decades-old practices that are no longer relevant in the 21st Century. It seems to me that the Change to Win Coalition is following a similar strategy implemented by the United Brotherhood of Carpenters in March of 2001. In other words, unions need to view management as partners&hellip;not the enemy!<br /><br /><br /><strong>JSG:</strong> With all due respect, in one sentence, how do you wish to be remembered?<br /><br /><strong>IEM:</strong> As a decent person!<br /><br /><em><br />Dr. John S. Gaal is the Director of Training &amp; Workforce Development for the Carpenters&rsquo; District Council of Greater St. Louis &amp; Vicinity. He can be reached at jgaal@carpdc.org. 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Gaal</em></p>\n<p>Isadore Erwin Millstone (commonly known to St. Louisans as I.E. Millstone) granted this author an interview in 2005 that was first published in the September 2005 issue of CNR. We share the interview again as a tribute to this man who contributed so much to our industry and area. <br /><br /><strong>JSG:</strong> How soon after graduating from Washington University did you begin working in the fields of architecture and construction?<br /><strong><br />IEM:</strong> Soon after graduation, I began working for Mississippi Valley Structural Steel. I worked there until the end of 1927. The reason I left is that I had a desire to do something beyond detailing steel. At that time, the City of St. Louis approved a multi-million dollar bond issue for the construction of civic buildings and sewers. Having knowledge that I was a recent graduate with reinforced concrete experience, the City of St. Louis hired me.&nbsp; Mr. Horner was then head of the department of Streets and Sewers and later founded Horner and Shifrin Consulting Engineers. <br /><br /><br /><strong>IEM:</strong> While working to improve the quality of concrete for the City of St. Louis, I met Albert Perbal, a French engineer whose specialty was reinforced concrete design.&nbsp;&nbsp; We eventually left our positions to begin our own consulting firm. At this time, many architectural firms did not have in-house engineers with our area of expertise. For awhile, things were going well and then came the Depression. As with most people during this era, we lost everything we had invested in the stock market. Eventually, Mr. Perbal sent his family back to France to live with relatives while he went on to patent many of his inventions not related to the construction industry. Meanwhile, I decided to start my own firm. Interestingly enough, in my eyes, the Depression allowed everyone to start from scratch. In my opinion, it created new opportunities for all sectors of the economy.<br /><br /><br /><strong>JSG:</strong> What / Who assisted you in becoming a successful businessman?<br /><br /><strong>IEM:</strong> From a company standpoint, between 1929 and 1946 my firm opened a number of offices outside the St. Louis area. Our first year our volume was $34,000. As you can see, we were small which made it difficult to get bonding. However, by 1936, my firm was awarded the first federal contract for public housing in the United States in St. Petersburg, FL. We built St. Louis&rsquo; Clinton-Peabody housing project in 1939 using reinforced concrete. During this timeframe, companies wanted to invest in growth&hellip;not bricks and mortar. Eventually, we designed, built and leased buildings to GE, Emerson, Famous-Barr, and many others. As we built, I bought stock in many of my customers&rsquo; firms. Equally important, I also give a lot of credit to my field supervision of which many were union carpenters. What impressed me is that these men were well-educated and willing to continue their learning. For many years, our college grads would work under our carpenter superintendents before moving into supervisory positions.</p>\n<p>From a personal standpoint, besides a lot of luck, I believe my willingness to work hard and my ability to visualize the future were keys to my success. In the early days, many firms needed to be located near railways&hellip;so, I bought land along these routes. Eventually, companies wishing to expand would come to me not only to purchase the land but to design and build their buildings. My sixth sense really paid off after World War II (WWII), with regards to the combination of pent-up demand and the growth in the use of automobiles. Land became a precious commodity to many of my customers&rsquo; businesses since parking now became a significant design issue. This strategy was so successful that by the end of WWII we were able to set-up the Millstone Foundation: a charitable foundation for assisting St. Louis institutions.&nbsp; The foundation is still active today and my grandsons, Robert Millstone and Thom Kuhn, are officers of the foundation.<br /><br /><strong>&nbsp;JSG:</strong> What role did your firm play in building the current Busch Stadium?<br /><br /><strong>IEM:</strong> Millstone Construction Co. entered a joint venture with Fruin-Colnon to build the stadium. The contract for the stadium and east garage totaled $21 million. This project was unique from a design standpoint: poured-in-place reinforced post tensioned concrete. I give a lot of the credit for the design of the stadium to Sverdrup. To my knowledge, it may be the only structure of its kind. As you can imagine, I am somewhat disappointed to see it go!<br /><br /><strong>JSG:</strong> How do you feel about the new Busch Stadium complex?<br /><br /><strong>IEM:</strong> Well, the original Busch Stadium was built for another era: one that required a dual-use facility. I feel that today&rsquo;s design better accommodates its sole purpose: baseball. After all, from a business perspective, the object is to earn more money. Among other issues, the new seating arrangements allow for the owners to accomplish this objective.<br /><br /><br /><strong>JSG:</strong> What inspired you to become a philanthropist?<br /><br /><strong>IEM:</strong> I always felt privileged to live in the USA. (In fact, I lost several family members due to Hitler&rsquo;s reign.) Life was simple when I was growing up. I remember children of all kinds playing in the streets together. As a Jew, I was never discriminated against. I had and still have a wonderful family. Although I enjoyed traveling and playing golf, as I prospered, I did not feel a need to have too much money or too many material things. Therefore, I wanted to see that others could enjoy life. I made sure all of my children, grandchildren, and many of my relatives received good educations. In fact, our foundation still funds numerous college scholarships&hellip;I believe in helping others succeed and many of our employees have gone on to do so. In addition, with families facing so many issues today, we have provided assistance to many community centers in St. Louis and around the globe.<br /><br /><br /><strong>JSG:</strong> From a global competition viewpoint, what predictions would you make about the future of the construction industry?<br /><br />IEM: Closer to home, I see the city making a comeback despite the issue of urban sprawl people are returning. For St. Louis to survive, we need to focus on high-wages jobs and to me that means life sciences. We must avoid destroying our tax base if we are to improve our public school systems. The one thing we must remember is that you cannot give away your income without going bankrupt.<br /><br />From a global standpoint, nowadays, telecommunication technologies allow work to be done nearly anywhere around the globe. Consequently, in today&rsquo;s world most firms are international! With China now taking over US industries, we can no longer view countries like China and India as backwards. I often look at the list of PhD graduates in science and engineering from Washington University and notice that many of the students are foreign-born. To this end, I am a firm believer that more of our families need to support first-class educational systems for our children!<br /><br /><br /><strong>IEM:</strong> With this in mind, I would like to ask you about your views concerning the turmoil the AFL-CIO now faces?<br /><br /><strong>JSG:</strong> In my opinion, a number of unions are starting to realize that in order to retain and gain membership, their organizations must start acting like businesses instead of relying on decades-old practices that are no longer relevant in the 21st Century. It seems to me that the Change to Win Coalition is following a similar strategy implemented by the United Brotherhood of Carpenters in March of 2001. In other words, unions need to view management as partners&hellip;not the enemy!<br /><br /><br /><strong>JSG:</strong> With all due respect, in one sentence, how do you wish to be remembered?<br /><br /><strong>IEM:</strong> As a decent person!<br /><br /><em><br />Dr. John S. Gaal is the Director of Training &amp; Workforce Development for the Carpenters&rsquo; District Council of Greater St. Louis &amp; Vicinity. He can be reached at jgaal@carpdc.org. The original interview took place in Clayton, MO.</em></p>\";s:11:\"field_ft_23\";s:0:\"\";s:11:\"field_id_25\";s:3:\"342\";s:11:\"field_ft_25\";s:4:\"none\";s:11:\"field_id_26\";s:0:\"\";s:11:\"field_ft_26\";s:0:\"\";s:11:\"field_id_28\";s:0:\"\";s:11:\"field_ft_28\";s:0:\"\";s:11:\"field_id_29\";s:0:\"\";s:11:\"field_ft_29\";s:0:\"\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_ft_31\";s:0:\"\";s:11:\"field_id_32\";s:0:\"\";s:11:\"field_ft_32\";s:0:\"\";s:11:\"field_id_34\";s:0:\"\";s:11:\"field_ft_34\";s:0:\"\";s:11:\"field_id_35\";s:0:\"\";s:11:\"field_ft_35\";s:0:\"\";s:11:\"field_id_36\";s:0:\"\";s:11:\"field_ft_36\";s:4:\"none\";s:11:\"field_id_37\";s:0:\"\";s:11:\"field_ft_37\";s:0:\"\";s:11:\"field_id_41\";s:0:\"\";s:11:\"field_ft_41\";s:4:\"none\";s:11:\"field_id_42\";s:0:\"\";s:11:\"field_ft_42\";s:4:\"none\";s:11:\"field_id_43\";s:0:\"\";s:11:\"field_ft_43\";s:4:\"none\";s:11:\"field_id_44\";s:0:\"\";s:11:\"field_ft_44\";s:4:\"none\";s:11:\"field_id_45\";s:70:\"This interview with I.E. 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The piping and radiator-like fins that stand out from the perimeter of the open office space about eight feet above the floor are part of a unique part of an innovative heating and cooling system that will help Space use 51 percent less energy than a similar facility built just to code.</p>\n<p>Those fins aren\'t for heat, however. The heat will actually radiate up from the floor from hot water pipes that snaked to and fro within the concrete slab. That\'s not so unusual. What is unusual is the heat source.</p>\n<p><img alt=\"Space Architects\" class=\"image-left\" height=\"305\" src=\"/images/uploads/space_1.jpg\" style=\"float: left;\" width=\"267\" />The water that flow through the floor pipes to radiate warmth is heated by solar thermal tubes mounted on the roof of the one-story building. These aren\'t the low efficiency solar water heaters of the 1970s. These clear glass tubes contain copper pipes with aluminum wings to maximize heat gain. Water enters the pipes as a fine mist, which warms quickly before exiting and flowing to a reservoir to provide heat in the winter.</p>\n<p>The solar tubes, which are a German design, are installed locally by a start-up company called Arctic Solar Engineering. Space principal Tom Niemeier said the tubes are so efficient that, if the wings were positioned to fully face the sun, they would heat water to over 300 degrees Fahrenheit.</p>\n<p>Project manager Tim Huff said he is positioning the tubes to heat water to its boiling point, 212 degrees F.</p>\n<p>During the summer, the boiling water is used to power a desiccant wheel to dehumidify the building air. Coupled with a geothermal heat pump to cool the air, it will keep occupants comfortable on hot days.</p>\n<p>That\'s where the ceiling level fins come in. They are cooling fins - currently found nowhere else in the world, according to Arctic Solar CEO Fred Sussman. 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The mechanical engineer  employed by Space insisted on re-designing the geothermal portion of Arctic Solar\'s planned installation so that the geothermal heat pump could take care of all of the building\'s heating and cooling needs if the solar thermal tubes failed to work. 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HVAC, green, solar\";s:10:\"field_ft_7\";s:4:\"none\";s:10:\"field_id_8\";s:7896:\"<p>&nbsp;</p>\n<p>Walk in to the new offices for Space LLC architectural design studio at 4168 Manchester and look up. The piping and radiator-like fins that stand out from the perimeter of the open office space about eight feet above the floor are part of a unique part of an innovative heating and cooling system that will help Space use 51 percent less energy than a similar facility built just to code.</p>\n<p>Those fins aren\'t for heat, however. The heat will actually radiate up from the floor from hot water pipes that snaked to and fro within the concrete slab. That\'s not so unusual. What is unusual is the heat source.</p>\n<p><img alt=\"Space Architects\" class=\"image-left\" height=\"305\" src=\"/images/uploads/space_1.jpg\" style=\"float: left;\" width=\"267\" />The water that flow through the floor pipes to radiate warmth is heated by solar thermal tubes mounted on the roof of the one-story building. These aren\'t the low efficiency solar water heaters of the 1970s. These clear glass tubes contain copper pipes with aluminum wings to maximize heat gain. Water enters the pipes as a fine mist, which warms quickly before exiting and flowing to a reservoir to provide heat in the winter.</p>\n<p>The solar tubes, which are a German design, are installed locally by a start-up company called Arctic Solar Engineering. Space principal Tom Niemeier said the tubes are so efficient that, if the wings were positioned to fully face the sun, they would heat water to over 300 degrees Fahrenheit.</p>\n<p>Project manager Tim Huff said he is positioning the tubes to heat water to its boiling point, 212 degrees F.</p>\n<p>During the summer, the boiling water is used to power a desiccant wheel to dehumidify the building air. Coupled with a geothermal heat pump to cool the air, it will keep occupants comfortable on hot days.</p>\n<p>That\'s where the ceiling level fins come in. They are cooling fins - currently found nowhere else in the world, according to Arctic Solar CEO Fred Sussman. 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Rod Heart\";s:11:\"field_ft_20\";s:4:\"none\";s:11:\"field_id_22\";s:38:\"Arteaga, Wayne, Willys, Geezer Gassers\";s:11:\"field_ft_22\";s:4:\"none\";s:11:\"field_id_23\";s:5734:\"<p class=\"MsoNormal\">&ldquo;Ooh, let\'s go ridin\'<br />Cruisin\' down the open road<br />We can put the top down<br />Listen to the radio<br />Big ol\' Buick<br />And a big ol\' sky<br />Wheels on fire<br />And I\'ll tell you why<br />I got a hot rod heart.&rdquo;</p>\n<p class=\"MsoNormal\"><!--[if !supportEmptyParas]--> <!--[endif]--></p>\n<p class=\"MsoNormal\">From <em>Hot Rod Heart </em><span style=\"font-style: normal;\">by John Fogerty</span></p>\n<p class=\"MsoNormal\"><!--[if !supportEmptyParas]--> <!--[endif]--></p>\n<p class=\"MsoNormal\">On June 15<sup>th</sup>,\na black Monda<img alt=\"Wayne Arteaga car\" class=\"image-left\" height=\"201\" src=\"/images/uploads/arteaga-car.jpg\" style=\"float: left;\" width=\"300\" />y morning with rain coming down so hard that it sloshed\ninto my shoes, I followed a large and diverse crowd into the Shrine of\nSt. Joseph,<span> </span>just north of the Convention Center.</p>\n<p class=\"MsoNormal\"><!--[if !supportEmptyParas]--> <!--[endif]--></p>\n<p class=\"MsoNormal\">There were men in suits, women in pearls and other folks in dressy casual. Then there were the guys in the &ldquo;<a href=\"http://www.geezergassers.com/\">Geezer Gassers</a>&rdquo; T-shirts.</p>\n<p class=\"MsoNormal\"><!--[if !supportEmptyParas]--> <!--[endif]--></p>\n<p class=\"MsoNormal\">I was attending the memorial service for Wayne Arteaga.<span> </span>Wayne was the &ldquo;quiet&rdquo; Arteaga<span> </span>&ndash; and that was saying a lot.<span> </span>Robert\nWayne Arteaga was the son of Robert &ldquo;Bob&rdquo; Arteaga, brother of Eldon\nArteaga, and uncle of Bradley Arteaga of Arteaga Studios.<span> </span></p>\n<p class=\"MsoNormal\"><!--[if !supportEmptyParas]--> <!--[endif]--></p>\n<p class=\"MsoNormal\">The\nArteagas have been intertwined in the history of St. Louis and the\nbuilding industry here for almost three-quarters of a century. Bob\nbegan by working for others, photographing legendary celebrities such\nas Charles Lindbergh and Babe Ruth. Then the Arteagas received a\ncommission to photograph the Arch&rsquo;s construction. The assignment was to\nshoot once a month, but instead the Arteagas shot thousands of photos,\ncreating an unprecedented record of the construction of a national\nmonument.</p>\n<p class=\"MsoNormal\"><!--[if !supportEmptyParas]--> <!--[endif]--></p>\n<p class=\"MsoNormal\">The\nArteagas have been passionate advocates for St. Louis, and particularly\nfor Downtown. On the wall of Arteaga Studios at the corner of Brannon\nand Delor is a sign from their old studio, which was located from 1946\nto 1953 on what is now part of the Arch Grounds. The &ldquo;A&rdquo; in Arteaga is\nan Arch, which is really strange when you consider that the design for\nthe Arch had not even been conceived at that time.</p>\n<p class=\"MsoNormal\"><!--[if !supportEmptyParas]--> <!--[endif]--></p>\n<p class=\"MsoNormal\">The\nArch photography was a defining moment for the Arteagas. Eldon, Wayne,\nand Bradley have become familiar figures at industry events, and for\ntheir documentation of the construction in St. Louis.<span> </span>The breathtaking restoration of the Shrine of St. Joseph was an Arteaga family mission.<span> </span>Sitting in the church on June 15 I couldn&rsquo;t believe it was the same pigeon-infested disaster they&rsquo;d shown me before work began.</p>\n<p class=\"MsoNormal\"><!--[if !supportEmptyParas]--> <!--[endif]--></p>\n<p class=\"MsoNormal\">Bob\nArteaga was a walking dichotomy, profane in one breath and deeply\nspiritual in the next, but always passionate. Eldon is everybody&rsquo;s best\nfriend, always good for a bad joke. I&rsquo;ve never had a conversation with\nhim that lasted less than half an hour. Eldon&rsquo;s son Bradley is the\nconsummate businessman/entrepreneur &shy;&ndash; outgoing, smart, and direct.</p>\n<p class=\"MsoNormal\"><!--[if !supportEmptyParas]--> <!--[endif]--></p>\n<p class=\"MsoNormal\">\n<meta content=\"text/html; charset=utf-8\" />\nThen\nthere was Wayne. Wayne could be funny with a dry wit that could be\nhysterical at times. But mostly he was quiet in counterbalance to the\nalmost manic enthusiasm of Bob and Eldon. He was devoted to his wife\nBernie and daughter Chris. Wayne could almost seem boring&hellip; until you\nsaw his cars. When I met Wayne he was driving a lime green Willys that\nhe&rsquo;d converted into a pickup truck.</p>\n<p class=\"MsoNormal\"><!--[if !supportEmptyParas]--> <!--[endif]--></p>\n<p class=\"MsoNormal\">Wayne\nbecame legendary in drag racing circles for his maroon 1939 Willys with\na blown 360-inch Chrysler Hemi engine. Wayne and his friend John\nHellmuth blew up engines and had fun through the 1960s. Eventually\nWayne&rsquo;s daughter Chris caught the bug. Wayne converted the green truck\ninto a racer and painted it blue for her.</p>\n<p class=\"MsoNormal\"><!--[if !supportEmptyParas]--> <!--[endif]--></p>\n<p class=\"MsoNormal\">Wayne\nis legendary in hot rod/drag racing circles, as a Google search of his\nname quickly reveals. Brad Arteaga told me that a couple of weeks\nbefore his uncle died there was a get-together of the old gasser racers\nthat Wayne attended. &ldquo;Some young guys were in awe. They were asking him\nto sign their dashboards,&rdquo; Brad said.</p>\n<p class=\"MsoNormal\"><!--[if !supportEmptyParas]--> <!--[endif]--></p>\n<p class=\"MsoNormal\">In\nhis own way, Wayne Arteaga was just as passionate as his more\nvociferous dad, brother, and nephew. But it isn&rsquo;t his passion for\npre-WWII Willys that I&rsquo;ll remember him for. When I think of Wayne I\nrecall his devotion to his family and friends, his steadiness in a\ncrisis and the grace that he gave me in some of my less graceful\nmoments.</p>\n<p class=\"MsoNormal\"><!--[if !supportEmptyParas]--> <!--[endif]--></p>\n<p>As John Fogerty would say, Wayne Arteaga had a hot rod heart.</p>\";s:11:\"field_ft_23\";s:0:\"\";s:11:\"field_id_25\";s:3:\"345\";s:11:\"field_ft_25\";s:4:\"none\";s:11:\"field_id_26\";s:0:\"\";s:11:\"field_ft_26\";s:0:\"\";s:11:\"field_id_28\";s:0:\"\";s:11:\"field_ft_28\";s:0:\"\";s:11:\"field_id_29\";s:0:\"\";s:11:\"field_ft_29\";s:0:\"\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_ft_31\";s:0:\"\";s:11:\"field_id_32\";s:0:\"\";s:11:\"field_ft_32\";s:0:\"\";s:11:\"field_id_34\";s:0:\"\";s:11:\"field_ft_34\";s:0:\"\";s:11:\"field_id_35\";s:0:\"\";s:11:\"field_ft_35\";s:0:\"\";s:11:\"field_id_36\";s:0:\"\";s:11:\"field_ft_36\";s:4:\"none\";s:11:\"field_id_37\";s:0:\"\";s:11:\"field_ft_37\";s:0:\"\";s:11:\"field_id_41\";s:0:\"\";s:11:\"field_ft_41\";s:4:\"none\";s:11:\"field_id_42\";s:0:\"\";s:11:\"field_ft_42\";s:4:\"none\";s:11:\"field_id_43\";s:0:\"\";s:11:\"field_ft_43\";s:4:\"none\";s:11:\"field_id_44\";s:0:\"\";s:11:\"field_ft_44\";s:4:\"none\";s:11:\"field_id_45\";s:203:\"On June 15th, a black Monday morning with rain coming down so hard that it sloshed into my shoes, I followed a large and diverse crowd into the Shrine of St. Joseph, just north of the Convention Center. \";s:11:\"field_ft_45\";s:4:\"none\";s:11:\"field_id_46\";s:0:\"\";s:11:\"field_ft_46\";s:4:\"none\";s:11:\"field_id_55\";s:0:\"\";s:11:\"field_ft_55\";s:4:\"none\";s:11:\"field_id_56\";s:1:\"0\";s:11:\"field_ft_56\";s:4:\"none\";s:11:\"field_dt_56\";s:0:\"\";s:11:\"field_id_57\";s:1:\"0\";s:11:\"field_ft_57\";s:4:\"none\";s:11:\"field_dt_57\";s:0:\"\";s:11:\"field_id_58\";s:0:\"\";s:11:\"field_ft_58\";s:0:\"\";s:11:\"field_id_59\";s:0:\"\";s:11:\"field_ft_59\";s:0:\"\";s:11:\"field_id_60\";s:0:\"\";s:11:\"field_ft_60\";s:0:\"\";s:11:\"field_id_62\";s:0:\"\";s:11:\"field_ft_62\";s:0:\"\";s:11:\"field_id_63\";s:0:\"\";s:11:\"field_ft_63\";s:4:\"none\";s:11:\"field_id_64\";s:0:\"\";s:11:\"field_ft_64\";s:4:\"none\";s:11:\"field_id_66\";s:0:\"\";s:11:\"field_ft_66\";s:4:\"none\";s:11:\"field_id_67\";s:0:\"\";s:11:\"field_ft_67\";s:4:\"none\";}}s:3:\"row\";a:154:{s:8:\"entry_id\";s:3:\"626\";s:9:\"weblog_id\";s:1:\"5\";s:14:\"forum_topic_id\";s:1:\"0\";s:9:\"author_id\";s:1:\"2\";s:10:\"ip_address\";s:13:\"70.43.101.224\";s:5:\"title\";s:13:\"Hot 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Rod Heart\";s:11:\"field_ft_20\";s:4:\"none\";s:11:\"field_id_22\";s:38:\"Arteaga, Wayne, Willys, Geezer Gassers\";s:11:\"field_ft_22\";s:4:\"none\";s:11:\"field_id_23\";s:5734:\"<p class=\"MsoNormal\">&ldquo;Ooh, let\'s go ridin\'<br />Cruisin\' down the open road<br />We can put the top down<br />Listen to the radio<br />Big ol\' Buick<br />And a big ol\' sky<br />Wheels on fire<br />And I\'ll tell you why<br />I got a hot rod heart.&rdquo;</p>\n<p class=\"MsoNormal\"><!--[if !supportEmptyParas]--> <!--[endif]--></p>\n<p class=\"MsoNormal\">From <em>Hot Rod Heart </em><span style=\"font-style: normal;\">by John Fogerty</span></p>\n<p class=\"MsoNormal\"><!--[if !supportEmptyParas]--> <!--[endif]--></p>\n<p class=\"MsoNormal\">On June 15<sup>th</sup>,\na black Monda<img alt=\"Wayne Arteaga car\" class=\"image-left\" height=\"201\" src=\"/images/uploads/arteaga-car.jpg\" style=\"float: left;\" width=\"300\" />y morning with rain coming down so hard that it sloshed\ninto my shoes, I followed a large and diverse crowd into the Shrine of\nSt. Joseph,<span> </span>just north of the Convention Center.</p>\n<p class=\"MsoNormal\"><!--[if !supportEmptyParas]--> <!--[endif]--></p>\n<p class=\"MsoNormal\">There were men in suits, women in pearls and other folks in dressy casual. Then there were the guys in the &ldquo;<a href=\"http://www.geezergassers.com/\">Geezer Gassers</a>&rdquo; T-shirts.</p>\n<p class=\"MsoNormal\"><!--[if !supportEmptyParas]--> <!--[endif]--></p>\n<p class=\"MsoNormal\">I was attending the memorial service for Wayne Arteaga.<span> </span>Wayne was the &ldquo;quiet&rdquo; Arteaga<span> </span>&ndash; and that was saying a lot.<span> </span>Robert\nWayne Arteaga was the son of Robert &ldquo;Bob&rdquo; Arteaga, brother of Eldon\nArteaga, and uncle of Bradley Arteaga of Arteaga Studios.<span> </span></p>\n<p class=\"MsoNormal\"><!--[if !supportEmptyParas]--> <!--[endif]--></p>\n<p class=\"MsoNormal\">The\nArteagas have been intertwined in the history of St. Louis and the\nbuilding industry here for almost three-quarters of a century. Bob\nbegan by working for others, photographing legendary celebrities such\nas Charles Lindbergh and Babe Ruth. Then the Arteagas received a\ncommission to photograph the Arch&rsquo;s construction. The assignment was to\nshoot once a month, but instead the Arteagas shot thousands of photos,\ncreating an unprecedented record of the construction of a national\nmonument.</p>\n<p class=\"MsoNormal\"><!--[if !supportEmptyParas]--> <!--[endif]--></p>\n<p class=\"MsoNormal\">The\nArteagas have been passionate advocates for St. Louis, and particularly\nfor Downtown. On the wall of Arteaga Studios at the corner of Brannon\nand Delor is a sign from their old studio, which was located from 1946\nto 1953 on what is now part of the Arch Grounds. The &ldquo;A&rdquo; in Arteaga is\nan Arch, which is really strange when you consider that the design for\nthe Arch had not even been conceived at that time.</p>\n<p class=\"MsoNormal\"><!--[if !supportEmptyParas]--> <!--[endif]--></p>\n<p class=\"MsoNormal\">The\nArch photography was a defining moment for the Arteagas. Eldon, Wayne,\nand Bradley have become familiar figures at industry events, and for\ntheir documentation of the construction in St. Louis.<span> </span>The breathtaking restoration of the Shrine of St. Joseph was an Arteaga family mission.<span> </span>Sitting in the church on June 15 I couldn&rsquo;t believe it was the same pigeon-infested disaster they&rsquo;d shown me before work began.</p>\n<p class=\"MsoNormal\"><!--[if !supportEmptyParas]--> <!--[endif]--></p>\n<p class=\"MsoNormal\">Bob\nArteaga was a walking dichotomy, profane in one breath and deeply\nspiritual in the next, but always passionate. Eldon is everybody&rsquo;s best\nfriend, always good for a bad joke. I&rsquo;ve never had a conversation with\nhim that lasted less than half an hour. Eldon&rsquo;s son Bradley is the\nconsummate businessman/entrepreneur &shy;&ndash; outgoing, smart, and direct.</p>\n<p class=\"MsoNormal\"><!--[if !supportEmptyParas]--> <!--[endif]--></p>\n<p class=\"MsoNormal\">\n<meta content=\"text/html; charset=utf-8\" />\nThen\nthere was Wayne. Wayne could be funny with a dry wit that could be\nhysterical at times. But mostly he was quiet in counterbalance to the\nalmost manic enthusiasm of Bob and Eldon. He was devoted to his wife\nBernie and daughter Chris. Wayne could almost seem boring&hellip; until you\nsaw his cars. When I met Wayne he was driving a lime green Willys that\nhe&rsquo;d converted into a pickup truck.</p>\n<p class=\"MsoNormal\"><!--[if !supportEmptyParas]--> <!--[endif]--></p>\n<p class=\"MsoNormal\">Wayne\nbecame legendary in drag racing circles for his maroon 1939 Willys with\na blown 360-inch Chrysler Hemi engine. Wayne and his friend John\nHellmuth blew up engines and had fun through the 1960s. Eventually\nWayne&rsquo;s daughter Chris caught the bug. Wayne converted the green truck\ninto a racer and painted it blue for her.</p>\n<p class=\"MsoNormal\"><!--[if !supportEmptyParas]--> <!--[endif]--></p>\n<p class=\"MsoNormal\">Wayne\nis legendary in hot rod/drag racing circles, as a Google search of his\nname quickly reveals. Brad Arteaga told me that a couple of weeks\nbefore his uncle died there was a get-together of the old gasser racers\nthat Wayne attended. &ldquo;Some young guys were in awe. They were asking him\nto sign their dashboards,&rdquo; Brad said.</p>\n<p class=\"MsoNormal\"><!--[if !supportEmptyParas]--> <!--[endif]--></p>\n<p class=\"MsoNormal\">In\nhis own way, Wayne Arteaga was just as passionate as his more\nvociferous dad, brother, and nephew. But it isn&rsquo;t his passion for\npre-WWII Willys that I&rsquo;ll remember him for. When I think of Wayne I\nrecall his devotion to his family and friends, his steadiness in a\ncrisis and the grace that he gave me in some of my less graceful\nmoments.</p>\n<p class=\"MsoNormal\"><!--[if !supportEmptyParas]--> <!--[endif]--></p>\n<p>As John Fogerty would say, Wayne Arteaga had a hot rod 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hard that it sloshed into my shoes, I followed a large and diverse crowd into the Shrine of St. Joseph, just north of the Convention Center. 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Keller</em></p>\n<p>The Southern District Court of Appeals for Missouri recently affirmed a jury verdict that found against a contractor whose work deviated from the contract without a written change order.  In doing so, the appellate court supports-from a strictly legal point of view-the importance of following the contract even if the contractor believed that the owner\'s representative (in this case its engineer and architect) had orally directed otherwise.</p>\n<p>This result underscores the continued difficulty a contractor often faces in deciding when to follow the letter of the contract and when to do otherwise as field circumstances may seem to dictate.  The case is Reiss &amp; Goodness Engineers, Inc. v. City of Goodman, Mo., 2010 WL 447902 (Mo. App. S.D.), decided February 10.</p>\n<p>The project was the replacement of the City of Goodman\'s dilapidated water distribution system with new water lines and accoutrements.  The City awarded the contract to Lynnson, Inc. with Reiss &amp; Goodness, as architect and engineer, providing the plans and specifications for the project to the City.</p>\n<p>The contract called for Lynnson to bury all mains and service lines at least 36 inches.  Departures from this required a written change order.</p>\n<p>Reiss &amp; Goodness had contract responsibility for interpreting the intent of the plans and overseeing construction.  Throughout the project there were complaints about the quality of Lynnson\'s workmanship, the depths of the mains and lines and general cleanup.</p>\n<p>Lynnson submitted monthly pay estimates with descriptions of the work performed and material used.  Reiss &amp; Goodness approved all seventeen of them.  The City paid all of the pay requests except the last one, which requested final payment of $92,757.83.  Reiss &amp; Goodness already had certified final completion but the City refused to pay this one.</p>\n<p>Lynnson sued for breach of contract.  The City counterclaimed, alleging that Lynnson failed to install the water system in accordance with the specifications, failed to install lines to proper depths, and failed to repair road and yard cuts.</p>\n<p>At trial, Robert Persons, the president of Lynnson, admitted that the plans called for 36 inches of backfill over all lines including the mains and that the mains were buried to a depth of only 24 inches.  He also admitted that Lynnson did not receive any written field orders to change the contractually specified depth of 36 inches.</p>\n<p>The jury decided for the City and awarded the City $318,669 in damages.  On appeal, Lynnson argued that the trial evidence showed that Reiss &amp; Goodness instructed Lynnson to install service lines at depths shallower than 36 inches and to connect to existing service lines that were buried at depths between eight and 18 inches.</p>\n<p>Al Reiss of Reiss &amp; Goodness testified to the contrary by saying he thought he had told the foreman for Lynnson \"what he needed to do to keep those meters down.\"  The appellate court decided that this testimony plus Lynnson\'s obligation to complete the project pursuant to the written specifications fully supported the jury\'s verdict.</p>\n<p>The court decided that Lynnson\'s failure to follow the contract trumped the responsibility of Reiss &amp; Goodness to interpret the contract documents and inspect and approve Lynnson\'s construction.  <br /> <br />The court also rejected Lynnson\'s argument that it completed the project in accordance with the plans since Reiss &amp; Goodness, as the City\'s agent, had actual authority to interpret and deviate from the plans.  In addition, the City\'s architect and engineer signed off on the work by approving the request for final payment.  This was not enough to overcome proceeding with work that differed from the contract without a written change order.</p>\n<p>The Southern District commented almost in passing that Reiss &amp; Goodness breached its contract with the City (apparently, but it is not entirely clear from the opinion, by recommending final payment).  Thus, the court noted:  \"Lynnson may not shield itself from its breach by Reiss &amp; Goodness\'s breach.\"  Id. At 5.</p>\n<p>Since there was no written change order, there could be no permissible change in the work.  Thus, the City was able to prevail on its 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Keller</em></p>\n<p>The Southern District Court of Appeals for Missouri recently affirmed a jury verdict that found against a contractor whose work deviated from the contract without a written change order.  In doing so, the appellate court supports-from a strictly legal point of view-the importance of following the contract even if the contractor believed that the owner\'s representative (in this case its engineer and architect) had orally directed otherwise.</p>\n<p>This result underscores the continued difficulty a contractor often faces in deciding when to follow the letter of the contract and when to do otherwise as field circumstances may seem to dictate.  The case is Reiss &amp; Goodness Engineers, Inc. v. City of Goodman, Mo., 2010 WL 447902 (Mo. App. S.D.), decided February 10.</p>\n<p>The project was the replacement of the City of Goodman\'s dilapidated water distribution system with new water lines and accoutrements.  The City awarded the contract to Lynnson, Inc. with Reiss &amp; Goodness, as architect and engineer, providing the plans and specifications for the project to the City.</p>\n<p>The contract called for Lynnson to bury all mains and service lines at least 36 inches.  Departures from this required a written change order.</p>\n<p>Reiss &amp; Goodness had contract responsibility for interpreting the intent of the plans and overseeing construction.  Throughout the project there were complaints about the quality of Lynnson\'s workmanship, the depths of the mains and lines and general cleanup.</p>\n<p>Lynnson submitted monthly pay estimates with descriptions of the work performed and material used.  Reiss &amp; Goodness approved all seventeen of them.  The City paid all of the pay requests except the last one, which requested final payment of $92,757.83.  Reiss &amp; Goodness already had certified final completion but the City refused to pay this one.</p>\n<p>Lynnson sued for breach of contract.  The City counterclaimed, alleging that Lynnson failed to install the water system in accordance with the specifications, failed to install lines to proper depths, and failed to repair road and yard cuts.</p>\n<p>At trial, Robert Persons, the president of Lynnson, admitted that the plans called for 36 inches of backfill over all lines including the mains and that the mains were buried to a depth of only 24 inches.  He also admitted that Lynnson did not receive any written field orders to change the contractually specified depth of 36 inches.</p>\n<p>The jury decided for the City and awarded the City $318,669 in damages.  On appeal, Lynnson argued that the trial evidence showed that Reiss &amp; Goodness instructed Lynnson to install service lines at depths shallower than 36 inches and to connect to existing service lines that were buried at depths between eight and 18 inches.</p>\n<p>Al Reiss of Reiss &amp; Goodness testified to the contrary by saying he thought he had told the foreman for Lynnson \"what he needed to do to keep those meters down.\"  The appellate court decided that this testimony plus Lynnson\'s obligation to complete the project pursuant to the written specifications fully supported the jury\'s verdict.</p>\n<p>The court decided that Lynnson\'s failure to follow the contract trumped the responsibility of Reiss &amp; Goodness to interpret the contract documents and inspect and approve Lynnson\'s construction.  <br /> <br />The court also rejected Lynnson\'s argument that it completed the project in accordance with the plans since Reiss &amp; Goodness, as the City\'s agent, had actual authority to interpret and deviate from the plans.  In addition, the City\'s architect and engineer signed off on the work by approving the request for final payment.  This was not enough to overcome proceeding with work that differed from the contract without a written change order.</p>\n<p>The Southern District commented almost in passing that Reiss &amp; Goodness breached its contract with the City (apparently, but it is not entirely clear from the opinion, by recommending final payment).  Thus, the court noted:  \"Lynnson may not shield itself from its breach by Reiss &amp; Goodness\'s breach.\"  Id. At 5.</p>\n<p>Since there was no written change order, there could be no permissible change in the work.  Thus, the City was able to prevail on its 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The certification by the U.S. Green Building Council (USGBC) was earned through a number of innovations, which reduced operating costs and increased water conservation, both by 30 percent.</p>\n<p>Located at 8606 Page Ave., the two-story, 25,000-square-foot facility combines 14,000 square feet of office space with 11,000 square feet of lab and support facilities.</p>\n<p>\"Our headquarters includes laboratories for testing soil, concrete, asphalt and other foundation materials which have very intense energy and water needs,\" said Richard Laughlin, president of Midwest Testing. \"To meet stringent LEED criteria in a laboratory setting, we had to creatively reduce those costs - a commitment our team embraced with resourcefulness to produce a cleaner and healthier work environment.\"</p>\n<p>Midwest Testing incorporated a number of innovative green design elements and practices, including:</p>\n<p>&middot; A \"closed loop\" mist room for testing concrete strength that conserves water and the energy required for heating/cooling. The innovative design achieves an annual water and sewer discharge savings of 2.5 million gallons annually.<br /> <br />&middot;        Advanced mechanical, electrical and plumbing systems that cut building operation costs by 30 percent. It includes low-flow plumbing, high-efficiency lighting and filtered HVAC for better air quality. A reflective, white roof and recycled crushed concrete aggregate pavement in the storage yard mitigates the \"heat island\" effect of a dark roof and asphalt pavement. The recycled aggregate pavement reduces storm water runoff by allowing precipitation to percolate into the ground.<br /> <br />&middot;        A 5,000-gallon cistern to capture rainwater shed from the roof. The water helps irrigate the site, which is populated by plant species native to Missouri. The system significantly reduces domestic water needs for landscaping, resulting in a yearly savings of nearly 100,000 gallons.<br /> <br />&middot;        A container for recycling tested concrete, asphalt and masonry materials, which are recycled through Eco-Recycling, located within three miles of Midwest\'s facility.<br /> <br />&middot;        An abundance of 10-foot-tall windows with three grades of glass to flood the interior with natural light, cooling the rays of the sun in summer and maximizing heat gain from the sun in winter.</p>\n<p>&middot;        Renewable materials, such as bamboo floors, baseboards and doors, and carpet tiles made of recycled tires.  Low emissive materials are found throughout the building.</p>\n<p>&middot;        A bike rack, shower rooms and changing rooms to encourage alternatives to driving a car to work.</p>\n<p><br />Midwest Testing\'s new facility was designed by Lawrence, Kan.-based Treanor Architects. G. S.  S. 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l5:level8\n	{mso-level-number-format:bullet;\n	mso-level-text:o;\n	mso-level-tab-stop:4.5in;\n	mso-level-number-position:left;\n	margin-left:4.5in;\n	text-indent:-.25in;\n	font-family:\"Courier New\";}\n@list l5:level9\n	{mso-level-number-format:bullet;\n	mso-level-text:ï‚§;\n	mso-level-tab-stop:5.0in;\n	mso-level-number-position:left;\n	margin-left:5.0in;\n	text-indent:-.25in;\n	font-family:Wingdings;}\nol\n	{margin-bottom:0in;}\nul\n	{margin-bottom:0in;}\n--&amp;amp;amp;gt;Â </style>\nSt. Louis-based geotechnical, environmental, and materials engineering firm Midwest Testing has achieved Leadership in Energy Environmental Design (LEED) silver certification for its new headquarters in Overland, MO.  The certification by the U.S. Green Building Council (USGBC) was earned through a number of innovations, which reduced operating costs and increased water conservation, both by 30 percent.</p>\n<p>Located at 8606 Page Ave., the two-story, 25,000-square-foot facility combines 14,000 square feet of office space with 11,000 square feet of lab and support facilities.</p>\n<p>\"Our headquarters includes laboratories for testing soil, concrete, asphalt and other foundation materials which have very intense energy and water needs,\" said Richard Laughlin, president of Midwest Testing. \"To meet stringent LEED criteria in a laboratory setting, we had to creatively reduce those costs - a commitment our team embraced with resourcefulness to produce a cleaner and healthier work environment.\"</p>\n<p>Midwest Testing incorporated a number of innovative green design elements and practices, including:</p>\n<p>&middot; A \"closed loop\" mist room for testing concrete strength that conserves water and the energy required for heating/cooling. The innovative design achieves an annual water and sewer discharge savings of 2.5 million gallons annually.<br /> <br />&middot;        Advanced mechanical, electrical and plumbing systems that cut building operation costs by 30 percent. It includes low-flow plumbing, high-efficiency lighting and filtered HVAC for better air quality. A reflective, white roof and recycled crushed concrete aggregate pavement in the storage yard mitigates the \"heat island\" effect of a dark roof and asphalt pavement. The recycled aggregate pavement reduces storm water runoff by allowing precipitation to percolate into the ground.<br /> <br />&middot;        A 5,000-gallon cistern to capture rainwater shed from the roof. The water helps irrigate the site, which is populated by plant species native to Missouri. The system significantly reduces domestic water needs for landscaping, resulting in a yearly savings of nearly 100,000 gallons.<br /> <br />&middot;        A container for recycling tested concrete, asphalt and masonry materials, which are recycled through Eco-Recycling, located within three miles of Midwest\'s facility.<br /> <br />&middot;        An abundance of 10-foot-tall windows with three grades of glass to flood the interior with natural light, cooling the rays of the sun in summer and maximizing heat gain from the sun in winter.</p>\n<p>&middot;        Renewable materials, such as bamboo floors, baseboards and doors, and carpet tiles made of recycled tires.  Low emissive materials are found throughout the building.</p>\n<p>&middot;        A bike rack, shower rooms and changing rooms to encourage alternatives to driving a car to work.</p>\n<p><br />Midwest Testing\'s new facility was designed by Lawrence, Kan.-based Treanor Architects. G. S.  S. 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The Panama Canal Company is building two new sets of locks, widening and deepening navigation channels in Gatun Lake, and building a new access channel from the Pacific Ocean, so that today\'s larger freighters can use the canal.<br /></p>\n<p>The expanded canal will let large freighters from China bypass Los Angeles-Long Beach, CA, and other clogged west coast ports and head for the Gulf of Mexico and the east coast of the United States. St. Louis and New Orleans interests have teamed up to snare a big chunk of that business.<br /> <br />Gary LaGrange, president and CEO of the Port of New Orleans, described the steps that St. Louis and New Orleans are taking to capitalize on the expected boom in Chinese shipping while speaking at a recent Freight Industries Opportunity Forum in Collinsville, IL.<br /> <br />Two years ago, the Port of New Orleans made the Tri-City Regional Port its sister port. Together, they are working to develop contain on barge services. While river barges traditionally have been used for bulk shipping - such as sand or grain or other products that can be poured, unpacked, into barges, most of the freight that comes to the United States from China is packed in shipping containers. New Orleans and the Tri-City ports are working to build services that can place shipping containers on barges for movement up the river and them transfer them from barges to trucks or railroads for movement east or west.<br /> <br />New Orleans opened its first container terminal in 2004 to unload containers from ocean freighters. That terminal can handle 366,000 TEUs a year. TEUs, twenty-foot equivalent units, are the measure of the capacity of freighters and terminals based on the 20-foot-long container as the standard unit. New Orleans currently is building a second terminal that will almost double its capacity, and has drawn up plans for a third terminal to increase capacity to 1.36 million TEUs a year.<br /> <br />\"This is a real opportunity for St. Louis,\" said Dan Mecklenborg, senior vice president for Ingram Barge Company, the largest dry cargo barge operator in the nation. He said two layers of containers, 24 containers per layer, can fit on a standard barge; three layers, \"if you can figure out the anchoring.\"<br /> <br />Terry Stieve, senior vice president at Colliers Turley Martin Tucker, a commercial and industrial real estate broker, noted that St. Louis has the infrastructure to compete in the intermodal freight business: six Class 1 railroads, three switching railroads, five rail-to-truck intermodal terminals, rail service to 48 states, and canal service to 33 states and three Canadian provinces. <br /> <br />Despite the area\'s advantages, St. Louis has not done much as an intermodal hub, Stieve said, and he called on everyone at the meeting to start working to make it happen. Clayco\'s planned Discovery Business Park in Dupo, IL, he said, \"could become an intermodal park.\"<br /> <br />Developer TriStar Business Communities launched the idea that metropolitan St. Louis could become a major regional distribution center for consumer products when it began developing Gateway Commerce Center in Madison County, IL, in 1997. The early success of the project, which now includes over 9.3 million square feet under roof, prompted the development of the neighboring Lakeview Commerce Center, the Sauget Business Center, and now the planned Discovery Business Park. Since 1998, 40 percent of all industrial buildings constructed in metro St. Louis have been built in these Illinois business parks, Stieve said, and the average industrial building constructed in Illinois is nearly twice the size of the average industrial building erected in Missouri.<br /> <br />Recently, however, real estate industry professionals have warned that metro St. Louis is losing - or has lost - the race to be a regional distribution hub. <br /> <br />Stieve warned that St. Louis \"is getting bracketed\" by Chicago, Memphis, and Kansas City, the latter because of the development of a major rail-to-truck intermodal terminal linked to the Port of Houston. J. Patrick Reilly, senior director, Gateway Commercial/Cushman &amp; Wakefield, told a recent gathering of real estate professionals that the wholesale movement of manufacturing out of the United States in the last decade has fundamentally changed logistics models and already it has left St. Louis behind. Going forward, successful regional distribution hubs will be \"where there is a rail connection to a deep water port, and St. Louis does not have that,\" he said.<br /> <br />Tim Cantwell, director of Mid-America St. Louis Airport, said, dismissed any talk that urban competition to distribute Chinese products is over. \"It is just the end of the first inning, not the game.\" He said that development of container on barge services from New Orleans could compete with rail connections, such as Kansas City\'s rail connection to Houston.<br /> <br />The barge industry, however, has talked about container on barge services for decades without doing much about it. \"We are interested in it, if metro areas can make it work,\" Mecklenborg said. He speculated that it would take commitment from a Wal-Mart for a multimodal logistics system that includes barges to work.<br /> <br />Paul Wellhaussen, president of Lewis &amp; Clark Marine, laid out the steps that he said were necessary for metro St. Louis to succeed as a multimodal hub with container on barge service. \"We need a regional master transportation plan, public-private partnerships, and aggressive marketing of our great transportation assets,\" he said.<br /> <br />\"The problem is that before, these discussions were kept in the barge industry. Now that we got it out there, we can get something done,\" Cantwell said.<br /> <br />The Freight Industries Opportunity Forum was the second of four multimodal workshops planned and sponsored by Mid-America St. Louis Airport and the Tri-City Regional Port District.</p>\n<p>&nbsp;</p>\";s:11:\"field_ft_29\";s:0:\"\";s:11:\"field_id_31\";s:3:\"362\";s:11:\"field_ft_31\";s:4:\"none\";s:11:\"field_id_32\";s:0:\"\";s:11:\"field_ft_32\";s:0:\"\";s:11:\"field_id_34\";s:0:\"\";s:11:\"field_ft_34\";s:0:\"\";s:11:\"field_id_35\";s:0:\"\";s:11:\"field_ft_35\";s:0:\"\";s:11:\"field_id_36\";s:0:\"\";s:11:\"field_ft_36\";s:4:\"none\";s:11:\"field_id_37\";s:0:\"\";s:11:\"field_ft_37\";s:0:\"\";s:11:\"field_id_41\";s:0:\"\";s:11:\"field_ft_41\";s:4:\"none\";s:11:\"field_id_42\";s:0:\"\";s:11:\"field_ft_42\";s:4:\"none\";s:11:\"field_id_43\";s:0:\"\";s:11:\"field_ft_43\";s:4:\"none\";s:11:\"field_id_44\";s:94:\"Metro East proponents distribution centers as growth engines are banking an assist from 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to the Rescue\";s:11:\"field_ft_26\";s:4:\"none\";s:11:\"field_id_28\";s:17:\"China, Metro East\";s:11:\"field_ft_28\";s:4:\"none\";s:11:\"field_id_29\";s:6232:\"<p>Metro East proponents of the distribution center strategy for economic development are banking on the year 2015 - and an assist from China - for a big score.<br /> <br />That is when new, larger locks go into operation on the Panama Canal. The Panama Canal Company is building two new sets of locks, widening and deepening navigation channels in Gatun Lake, and building a new access channel from the Pacific Ocean, so that today\'s larger freighters can use the canal.<br /></p>\n<p>The expanded canal will let large freighters from China bypass Los Angeles-Long Beach, CA, and other clogged west coast ports and head for the Gulf of Mexico and the east coast of the United States. St. Louis and New Orleans interests have teamed up to snare a big chunk of that business.<br /> <br />Gary LaGrange, president and CEO of the Port of New Orleans, described the steps that St. Louis and New Orleans are taking to capitalize on the expected boom in Chinese shipping while speaking at a recent Freight Industries Opportunity Forum in Collinsville, IL.<br /> <br />Two years ago, the Port of New Orleans made the Tri-City Regional Port its sister port. Together, they are working to develop contain on barge services. While river barges traditionally have been used for bulk shipping - such as sand or grain or other products that can be poured, unpacked, into barges, most of the freight that comes to the United States from China is packed in shipping containers. New Orleans and the Tri-City ports are working to build services that can place shipping containers on barges for movement up the river and them transfer them from barges to trucks or railroads for movement east or west.<br /> <br />New Orleans opened its first container terminal in 2004 to unload containers from ocean freighters. That terminal can handle 366,000 TEUs a year. TEUs, twenty-foot equivalent units, are the measure of the capacity of freighters and terminals based on the 20-foot-long container as the standard unit. New Orleans currently is building a second terminal that will almost double its capacity, and has drawn up plans for a third terminal to increase capacity to 1.36 million TEUs a year.<br /> <br />\"This is a real opportunity for St. Louis,\" said Dan Mecklenborg, senior vice president for Ingram Barge Company, the largest dry cargo barge operator in the nation. He said two layers of containers, 24 containers per layer, can fit on a standard barge; three layers, \"if you can figure out the anchoring.\"<br /> <br />Terry Stieve, senior vice president at Colliers Turley Martin Tucker, a commercial and industrial real estate broker, noted that St. Louis has the infrastructure to compete in the intermodal freight business: six Class 1 railroads, three switching railroads, five rail-to-truck intermodal terminals, rail service to 48 states, and canal service to 33 states and three Canadian provinces. <br /> <br />Despite the area\'s advantages, St. Louis has not done much as an intermodal hub, Stieve said, and he called on everyone at the meeting to start working to make it happen. Clayco\'s planned Discovery Business Park in Dupo, IL, he said, \"could become an intermodal park.\"<br /> <br />Developer TriStar Business Communities launched the idea that metropolitan St. Louis could become a major regional distribution center for consumer products when it began developing Gateway Commerce Center in Madison County, IL, in 1997. The early success of the project, which now includes over 9.3 million square feet under roof, prompted the development of the neighboring Lakeview Commerce Center, the Sauget Business Center, and now the planned Discovery Business Park. Since 1998, 40 percent of all industrial buildings constructed in metro St. Louis have been built in these Illinois business parks, Stieve said, and the average industrial building constructed in Illinois is nearly twice the size of the average industrial building erected in Missouri.<br /> <br />Recently, however, real estate industry professionals have warned that metro St. Louis is losing - or has lost - the race to be a regional distribution hub. <br /> <br />Stieve warned that St. Louis \"is getting bracketed\" by Chicago, Memphis, and Kansas City, the latter because of the development of a major rail-to-truck intermodal terminal linked to the Port of Houston. J. Patrick Reilly, senior director, Gateway Commercial/Cushman &amp; Wakefield, told a recent gathering of real estate professionals that the wholesale movement of manufacturing out of the United States in the last decade has fundamentally changed logistics models and already it has left St. Louis behind. Going forward, successful regional distribution hubs will be \"where there is a rail connection to a deep water port, and St. Louis does not have that,\" he said.<br /> <br />Tim Cantwell, director of Mid-America St. Louis Airport, said, dismissed any talk that urban competition to distribute Chinese products is over. \"It is just the end of the first inning, not the game.\" He said that development of container on barge services from New Orleans could compete with rail connections, such as Kansas City\'s rail connection to Houston.<br /> <br />The barge industry, however, has talked about container on barge services for decades without doing much about it. \"We are interested in it, if metro areas can make it work,\" Mecklenborg said. 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Just wait, there\'s more.</p>\n<p><br />Some business development personnel do juuuuuust enough to give the impression</p>\n<p>they\'re really working it. The final measure is production. I\'ll give a push to someone new to an industry or company of about 90 to 120 days. Then I want to see some results. If not I\'d cut my losses and find new blood. I promise</p>\n<p><br />I\'m not a hatchet man! I\'m a realist. Why have someone ineffective in such a key position? They\'re worried, you\'re disappointed and the clients don\'t perceive the value of this individual\'s representation.</p>\n<p><br />Some people win a couple of projects and they are elated. Well, I subscribe to the Janet Jackson measuring philosophy, \"What have you done for me lately...?\" (For some of you too young to remember that song take a trip to Internet and look it up.<br /></p>\n<p>Good business development personnel always produce; great ones are always exceeding expectations. Now, one point on behalf of my fellow reps, who are scowling at me. To ownership and management: Pay the person that produces or lose them. Incentivize production and reward success.</p>\n<p><br />It is somewhat unethical to promise compensation for increased production and whittle away that bonus with conditions. Result? A disgruntled employee who entertains offers from competitors. Don\'t doubt it for a second. I\'ve seen it a gazillion times. The management may be successful in the short term in retaining the talent but the rep is searching the day after they\'ve been wronged. Been there, seen it, done it!</p>\n<p><br />Take care of the people who produce and don\'t let them go. Don\'t let them hold you hostage either, but don\'t give them cause for defecting. I truly believe the number one reason a player leaves his current company is false compensation promises. Usually a mere $10,000.00 bump in annual income can steal a gunner away under these circumstances. 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Great question isn\'t it? How do you evaluate whether the person that\'s responsible for the growth of your sales efforts is effective or not? If you are the individual responsible for this in your firm, it is time to measure yourself.</p>\n<p><br /><img src=\"file:///Users/tom/Library/Caches/TemporaryItems/moz-screenshot.png\" /><img alt=\"Woodcock Sales Guy\" class=\"image-left\" height=\"287\" src=\"/images/uploads/woodcock.jpg\" style=\"float: left;\" width=\"267\" />As I consult contractors I spend a great deal of time evaluating current personnel. I consistently see patterns that damage the corporate sales effort. Employees that are in charge of developing new business routinely violate basic sales practices. The biggest issue is how to balance being out with the clients with taking care of office work. This is HUGE!</p>\n<p>The office can be a tar pit that sucks even good outside personnel in to a mire of spontaneous meetings, phone calls, or paperwork. The best place to develop business is out with the client base.</p>\n<p>Consullting clients often ask me how much time each week their reps should spend out with customers. Well, though there are variances, a minimum is 60 percent. Yup, 60 percent! I\'ll bet that seems unrealistic to some of you. If so, you need to read on as this article is for you.</p>\n<p>Those reps, who are the best at developing business, understand the systems and limitations of their employers. They adjust and attack. They push the boundaries internally and can sometimes break some furniture along the way. But, they produce. They\'re constantly out of the office, probably spend more money than you\'d like with clients and expect your internal people to jump throughhoops. Perfect.</p>\n<p><br />Easy going, follow the rules, calm, congenial people are usually also non- or underproducers.</p>\n<p><br />There are really only two indicators of a good business development rep:</p>\n<p>#1. Activity, and</p>\n<p>#2. 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Just wait, there\'s more.</p>\n<p><br />Some business development personnel do juuuuuust enough to give the impression</p>\n<p>they\'re really working it. The final measure is production. I\'ll give a push to someone new to an industry or company of about 90 to 120 days. Then I want to see some results. If not I\'d cut my losses and find new blood. I promise</p>\n<p><br />I\'m not a hatchet man! I\'m a realist. Why have someone ineffective in such a key position? They\'re worried, you\'re disappointed and the clients don\'t perceive the value of this individual\'s representation.</p>\n<p><br />Some people win a couple of projects and they are elated. Well, I subscribe to the Janet Jackson measuring philosophy, \"What have you done for me lately...?\" (For some of you too young to remember that song take a trip to Internet and look it up.<br /></p>\n<p>Good business development personnel always produce; great ones are always exceeding expectations. Now, one point on behalf of my fellow reps, who are scowling at me. To ownership and management: Pay the person that produces or lose them. Incentivize production and reward success.</p>\n<p><br />It is somewhat unethical to promise compensation for increased production and whittle away that bonus with conditions. Result? A disgruntled employee who entertains offers from competitors. Don\'t doubt it for a second. I\'ve seen it a gazillion times. The management may be successful in the short term in retaining the talent but the rep is searching the day after they\'ve been wronged. Been there, seen it, done it!</p>\n<p><br />Take care of the people who produce and don\'t let them go. Don\'t let them hold you hostage either, but don\'t give them cause for defecting. I truly believe the number one reason a player leaves his current company is false compensation promises. Usually a mere $10,000.00 bump in annual income can steal a gunner away under these circumstances. I know, I\'ve stolen them!</p>\n<p><br />The bottom line is you should expect results, maintain quality personnel, and reward success. This will breed positive sales growth and competitive fire. Manage light handedly those that produce and dig deep into those that don\'t. Pretty basic. Then again, if it was easy you wouldn\'t be nodding your head through this piece!</p>\n<p>&nbsp;</p>\";s:11:\"field_ft_23\";s:0:\"\";s:11:\"field_id_25\";s:3:\"369\";s:11:\"field_ft_25\";s:4:\"none\";s:11:\"field_id_26\";s:0:\"\";s:11:\"field_ft_26\";s:0:\"\";s:11:\"field_id_28\";s:0:\"\";s:11:\"field_ft_28\";s:0:\"\";s:11:\"field_id_29\";s:0:\"\";s:11:\"field_ft_29\";s:0:\"\";s:11:\"field_id_31\";s:0:\"\";s:11:\"field_ft_31\";s:0:\"\";s:11:\"field_id_32\";s:0:\"\";s:11:\"field_ft_32\";s:0:\"\";s:11:\"field_id_34\";s:0:\"\";s:11:\"field_ft_34\";s:0:\"\";s:11:\"field_id_35\";s:0:\"\";s:11:\"field_ft_35\";s:0:\"\";s:11:\"field_id_36\";s:0:\"\";s:11:\"field_ft_36\";s:4:\"none\";s:11:\"field_id_37\";s:0:\"\";s:11:\"field_ft_37\";s:0:\"\";s:11:\"field_id_41\";s:0:\"\";s:11:\"field_ft_41\";s:4:\"none\";s:11:\"field_id_42\";s:0:\"\";s:11:\"field_ft_42\";s:4:\"none\";s:11:\"field_id_43\";s:0:\"\";s:11:\"field_ft_43\";s:4:\"none\";s:11:\"field_id_44\";s:0:\"\";s:11:\"field_ft_44\";s:4:\"none\";s:11:\"field_id_45\";s:116:\"How do you evaluate whether the person that\'s responsible for the growth of your sales efforts is effective or not? \";s:11:\"field_ft_45\";s:4:\"none\";s:11:\"field_id_46\";s:0:\"\";s:11:\"field_ft_46\";s:4:\"none\";s:11:\"field_id_55\";s:0:\"\";s:11:\"field_ft_55\";s:4:\"none\";s:11:\"field_id_56\";s:1:\"0\";s:11:\"field_ft_56\";s:4:\"none\";s:11:\"field_dt_56\";s:0:\"\";s:11:\"field_id_57\";s:1:\"0\";s:11:\"field_ft_57\";s:4:\"none\";s:11:\"field_dt_57\";s:0:\"\";s:11:\"field_id_58\";s:0:\"\";s:11:\"field_ft_58\";s:0:\"\";s:11:\"field_id_59\";s:0:\"\";s:11:\"field_ft_59\";s:0:\"\";s:11:\"field_id_60\";s:0:\"\";s:11:\"field_ft_60\";s:0:\"\";s:11:\"field_id_62\";s:0:\"\";s:11:\"field_ft_62\";s:0:\"\";s:11:\"field_id_63\";s:0:\"\";s:11:\"field_ft_63\";s:4:\"none\";s:11:\"field_id_64\";s:0:\"\";s:11:\"field_ft_64\";s:4:\"none\";s:11:\"field_id_66\";s:0:\"\";s:11:\"field_ft_66\";s:4:\"none\";s:11:\"field_id_67\";s:0:\"\";s:11:\"field_ft_67\";s:4:\"none\";}s:8:\"num_rows\";i:1;s:7:\"q_count\";i:84;s:6:\"fields\";a:0:{}}s:10:\"cats_fixed\";s:1:\"1\";s:10:\"categories\";a:2:{i:0;a:7:{i:0;s:2:\"12\";i:1;s:1:\"0\";i:2;s:5:\"Sales\";i:3;s:0:\"\";i:4;s:0:\"\";i:5;s:1:\"3\";i:6;s:5:\"sales\";}i:1;a:7:{i:0;s:2:\"68\";i:1;s:1:\"0\";i:2;s:15:\"August 26, 2009\";i:3;s:0:\"\";i:4;s:0:\"\";i:5;s:1:\"5\";i:6;s:14:\"august_26_2009\";}}}'),