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Named Remodeler of the Year in 2007<br />by the Home Builders Association, the company had revenues last year ofabout $3.5 million.<br /><br />Shea got involved in the project after the television show\'s producers began making the rounds of radio stations in St. Louis to promote the project and<br />publicized their search for a builder. Shea said someone at KTRS suggestedto Conrad Ricketts, the executive producer of \"Extreme Makeover: Home<br />Edition\" that he talk to Shea, and he did.<img alt=\"Martinez family for  St. Louis Extreme Home Makeover\" class=\"image-left\" height=\"161\" src=\"/images/uploads/martirez_family.jpg\" style=\"float: left;\" width=\"214\" /></p>\n<p>The St. Louisans chosen for ABC\'s \"Extreme Makeover Home Edition\"\nare Dawn and Emmanuel Martirez of Shrewsbury.</p>\n<p>Dawn is a pediatric cancer nurse. They have a daughter, Elle, and\ntwin boys, Evan and Alec. Evan has an extremely rare genetic condition called 9P minus, and\nAlec has another uncommon genetic disorder known as Crouzon Syndrome.\nBoth twins suffer from skeletal abnormalities that require extensive\ncorrective facial and cranial surgeries, with Evan having physical\nhandicaps and mental retardation and Alec being profoundly hearing\nimpaired.\"</p>\n<p>Dawn Martirez had to give up her job to take care of the twins full time. A statement released by the television&nbsp; show said: \"As the boys get older, the home\'s cramped narrow hallways, steep\nstairs, crumbling driveway and single, handicapped inaccessible\nbathroom are posing great problems for them and slowing their\ndevelopment. 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Every dollar, piece of material and hour donated to this project<br />will make a difference.\"<br /><br />Consolidated Construction Group is a nationally recognized, award-winning design-build remodeling firm; ranked highest in homeowner satisfaction among<br />all remodelers nationwide, according to NRS Corp.\'s National Homeowner Satisfaction Study; and a member of Remodeling magazine\'s Big 50 Hall of<br />Fame in 1990.<br /><br />On August 26, Shea, Dunlap, and Ricketts met with more than 420 prospective volunteers from over 100 contracting companies to discuss how the four-day<br />build will work. \"It was all by word of mouth,\" Shea said.<br /><br />For more information on the build and to find out how you can volunteer, please visit <a href=\"http://www.extrememakeoverstlouis.com\">www.extremehomemakeoverstlouis.com</a> or call 636-256-8906.</p>\";s:10:\"field_ft_8\";s:4:\"none\";s:10:\"field_id_9\";s:270:\"One hundred and six hours, a little less than four and a half days, 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The hard hat represents the risk, hard work, and uncertainty that are an inherent part of the construction industry. Ours is an industry that gets things done.&nbsp; At New York&rsquo;s Center for Architecture the current exhibit is called &ldquo;Make It Work: Engineering Possibilities.&rdquo;&nbsp; The exhibit examines new technologies, materials, and building designs that will shape the future. &ldquo;Make It Work&rdquo; might be the mission statement for our construction industry.<br /><br />When we discussing the theme for this month&rsquo;s CNR cover, Art Director Scott Tripp came up with the idea for the &ldquo;stimulus drink&rdquo; that appears in the photo illustration. Originally the idea was to have the model we<img alt=\"Tom hard hat\" class=\"image-left\" height=\"375\" src=\"/images/uploads/tom-hard-hat.jpg\" style=\"float: left;\" width=\"250\" />aring a hard hat holding the can. <br /><br />I&rsquo;m glad that the final image focuses only on the can and that there&rsquo;s no hard hat in sight. Because our industry&rsquo;s role is not to create the environment in which things are built. The Stimulus Package is not something we have created &ndash; it just part of the environment in which we operate. The role of our construction industry is to take the conditions and resources as they come and to &ldquo;make it work.&rdquo;&nbsp; Making it work is the kind of job that requires rolling up your sleeves and putting on a hard hat. <br /><br />Freeing the chokehold that financial institutions have on cash for projects will make a difference. The infusion of federal dollars &ndash; at no small cost to the future &ndash; for shovel-ready stimulus projects will also make a difference.&nbsp; <br /><br />But our industry can a BIG difference by fearlessly championing new ideas and technologies, by stretching resources to the breaking point. This month Dan Galvin, public information manager, Gateway Constructors and the public face of&nbsp; &ldquo;The New I-64&rdquo;, spoke before the Midwest Council, American Subcontractors Association. Galvin pointed out the daring thinking that allowed MoDot and its contractors to shave four years off the project schedule. Their faith that it could be done &ndash; and their ability to get the public to embrace that idea&nbsp; &ndash; has created a model that is being studied for other projects around the country.<br /><br />At the Society for Marketing of Professional Services (SMPS) meeting in February, Emily Andrews, executive director, U.S. Green Building Council - St. Louis Regional Chapter, moderated a &ldquo;sustainability panel&rdquo;comprised of Mathew Malten, MEM, LEED AP, assistant vice chancellor for sustainability, Washington University in St. Louis; Grant Lanham, LEED AP/operations specialist, Vertegy Consultants; and&nbsp; Christopher Hulse, LEED AP, vice president, Green Street Properties.<br /><br />Malten told how the university&rsquo;s desire to&nbsp; &ldquo;do the right thing,&rdquo; coupled with the construction expertise of its own facilities management team and outside construction experts was creating a steady stream of projects at Wash U. with incredibly quick ROI. <br /><br />Lanham stressed the need to &ldquo;be more sophisticated. We need to be really careful in how we market what it is to be sustainable. Don&rsquo;t just push the idea of &lsquo;green&rsquo;.&rdquo; <br /><br />Hulse said that Green Street, a developer focusing on sustainable projects, is experiencing strong interest even in these times because owners are recognizing the difference that an environmentally healthy building can make in worker productivity. <br /><br />This March/April of CNR addresses some of the ways in which various segments of our industry are making a difference in current economic times.&nbsp; One article takes a measured look at green/sustainable construction and what it means in the future. In another, we examine at the ways in which the area&rsquo;s equipment dealers are sharing the pain of their cash-strapped contractor customers.&nbsp; Electrical contractors are applying more and more of their engineering expertise to help customers save energy and expedite installations, as yet another feature explains. <br /><br />The construction industry doesn&rsquo;t dictate the state of the economy or the mood of public sentiment&hellip; and we certainly don&rsquo;t control the whims of government. 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The object of the game is to stick someone else with a particularly unattractive item that has been darkening a corner of&nbsp; your closet. My six siblings, our many kids, and grandkids all get into the spirit. I once unloaded a plaster copy of Michelangelo&rsquo;s nude statue &ldquo;David&rdquo; &ndash; only to have it reappear for the next five years dressed in increasingly bizarre outfits.<br /><br />This year was different for me: I actually WANTED the item I wound up getting. My youngest brother had brought an old hard hat.&nbsp; But it was a hard hat fraught with meaning for me. It has a Day-Glo orange band, an old PRIDE logo in the same orange hue, and &ndash; Scotch-taped to the side &ndash; the original logo for St. Louis CNR. It was my Dad&rsquo;s hard hat, the same one that he wore for many years in the &ldquo;Perspective&rdquo; column that he wrote for CNR.<br /><br />The hard hat then, as now, had symbolic value beyond its role as protective gear. The hard hat represents the risk, hard work, and uncertainty that are an inherent part of the construction industry. Ours is an industry that gets things done.&nbsp; At New York&rsquo;s Center for Architecture the current exhibit is called &ldquo;Make It Work: Engineering Possibilities.&rdquo;&nbsp; The exhibit examines new technologies, materials, and building designs that will shape the future. &ldquo;Make It Work&rdquo; might be the mission statement for our construction industry.<br /><br />When we discussing the theme for this month&rsquo;s CNR cover, Art Director Scott Tripp came up with the idea for the &ldquo;stimulus drink&rdquo; that appears in the photo illustration. Originally the idea was to have the model we<img alt=\"Tom hard hat\" class=\"image-left\" height=\"375\" src=\"/images/uploads/tom-hard-hat.jpg\" style=\"float: left;\" width=\"250\" />aring a hard hat holding the can. <br /><br />I&rsquo;m glad that the final image focuses only on the can and that there&rsquo;s no hard hat in sight. Because our industry&rsquo;s role is not to create the environment in which things are built. The Stimulus Package is not something we have created &ndash; it just part of the environment in which we operate. The role of our construction industry is to take the conditions and resources as they come and to &ldquo;make it work.&rdquo;&nbsp; Making it work is the kind of job that requires rolling up your sleeves and putting on a hard hat. <br /><br />Freeing the chokehold that financial institutions have on cash for projects will make a difference. The infusion of federal dollars &ndash; at no small cost to the future &ndash; for shovel-ready stimulus projects will also make a difference.&nbsp; <br /><br />But our industry can a BIG difference by fearlessly championing new ideas and technologies, by stretching resources to the breaking point. This month Dan Galvin, public information manager, Gateway Constructors and the public face of&nbsp; &ldquo;The New I-64&rdquo;, spoke before the Midwest Council, American Subcontractors Association. Galvin pointed out the daring thinking that allowed MoDot and its contractors to shave four years off the project schedule. Their faith that it could be done &ndash; and their ability to get the public to embrace that idea&nbsp; &ndash; has created a model that is being studied for other projects around the country.<br /><br />At the Society for Marketing of Professional Services (SMPS) meeting in February, Emily Andrews, executive director, U.S. Green Building Council - St. Louis Regional Chapter, moderated a &ldquo;sustainability panel&rdquo;comprised of Mathew Malten, MEM, LEED AP, assistant vice chancellor for sustainability, Washington University in St. Louis; Grant Lanham, LEED AP/operations specialist, Vertegy Consultants; and&nbsp; Christopher Hulse, LEED AP, vice president, Green Street Properties.<br /><br />Malten told how the university&rsquo;s desire to&nbsp; &ldquo;do the right thing,&rdquo; coupled with the construction expertise of its own facilities management team and outside construction experts was creating a steady stream of projects at Wash U. with incredibly quick ROI. <br /><br />Lanham stressed the need to &ldquo;be more sophisticated. We need to be really careful in how we market what it is to be sustainable. Don&rsquo;t just push the idea of &lsquo;green&rsquo;.&rdquo; <br /><br />Hulse said that Green Street, a developer focusing on sustainable projects, is experiencing strong interest even in these times because owners are recognizing the difference that an environmentally healthy building can make in worker productivity. <br /><br />This March/April of CNR addresses some of the ways in which various segments of our industry are making a difference in current economic times.&nbsp; One article takes a measured look at green/sustainable construction and what it means in the future. In another, we examine at the ways in which the area&rsquo;s equipment dealers are sharing the pain of their cash-strapped contractor customers.&nbsp; Electrical contractors are applying more and more of their engineering expertise to help customers save energy and expedite installations, as yet another feature explains. <br /><br />The construction industry doesn&rsquo;t dictate the state of the economy or the mood of public sentiment&hellip; and we certainly don&rsquo;t control the whims of government. 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Below you will find excerpts from my acceptance speech which focused on the 3Rs. No, not the 3Rs we remember from our days in the 20th century K-12 school system model known as reading, writing, and arithmetic. Rather the 3Rs Dr. Willard Daggett refers to as rigor, relevance, and relationships in the 21st century.</em><br /><br /><strong>Rigor</strong><br />In today&rsquo;s world hardly a day goes by when we are not exposed to the matter of accountability. In the construction industry, a number of organizations are dedicated to ensuring that the topic of diversity is something more than words on paper. As a matter of fact, and to the dismay of a few present here today, Program Evaluation Methods was the final course in my quest towards a doctoral degree&hellip;a subject I found to be applicable to my world of work. 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In this age of accountability, we can no longer be satisfied with merely the grass being greener and the sky being bluer.&nbsp; To this end, I commend MoDOT for taking steps to achieve this goal by implementing an outcomes-based pay-for-performance training model on the I-64 project.<br /><br /><strong>Relevance</strong><br />The construction industry I have dealt with for the past 30 years is certainly a demand-driven sector of our economy. Portable, industry recognized credentials are in-place because owners and/or contractors insisted that construction workers exhibit safe and productive work habits. Not to mention, labor unions have supported efforts to create safer and more productive environments for their members as evidenced through the OSHA 10 training, drug testing, and various journey-level upgrade courses offered.</p>\n<p>Additionally, some aspects of our industry have chosen to take matters one step further by placing emphasis on functional literacy skills (i.e., reading for information, applied math, and locating information). As students, apprentices, journeyworkers, teachers, trainers, or managers, it is incumbent upon us to speak a common language of learning. Unlike high school transcripts where an &ldquo;A&rdquo; in geometry in St. Louis may differ from the &ldquo;A&rdquo; in geometry in Chicago, ACT&rsquo;s WorkKeys provides a tool to accomplish this goal. Let it be known that these efforts have had such a positive impact on our industry that most of the pre-apprenticeship programs mentioned above &mdash;serving as feeders to the 15-plus joint apprenticeship programs&mdash;have redesigned their curricula to address these industry-relevant, portable credentials.</p>\n<p><strong>Relationships</strong><br />This award bestowed upon me today is the result of input from the many groups and individuals who have touched my life. As follows:</p>\n<p>Labor: Believe me, I could not do what I do without the support and inspiration from Terry Nelson, the CDC&rsquo;s Executive Board, and our 22,000 union members.<br />Management- I have deep respect for John Mulligan and Angelo Lancia from the AGC, Bob Behlman and Dave Marxkors from the HBA, Tim Wies and Dan Wienstroer from the WCCA, and Tony Prince and Mike Grigaitis from the FIC. (There is no doubt in my mind that the St. Louis Carpenters Joint Apprenticeship Program is the largest federally-approved apprenticeship program in Missouri because of the true partnership between labor and management. As noted, the operative word &ldquo;joint&rdquo; does not refer to the item one may smoke but rather the importance of potentially opposing forces working together towards a common goal and what is best for our industry!)</p>\n<p>Owners: I appreciate people like Sandra Marks representing Washington University and the SLCCC&rsquo;s Dennis LaValle&hellip;their open minds allowed a non-owner (me) to sit at their diversity table and discuss matters of common interest. Additionally, I would be remiss in not thanking the MoDOT crew: Peter Rahn, Ed Hassinger, and Leslie Hofarth. If we are committed to diversifying this industry, their pre-apprenticeship training model must be considered beyond the public works sector.</p>\n<p>CBOs/FBOs: Groups such as Operation Excel&rsquo;s YouthBuild, Metropolitan Congregations United, local and state Workforce Investment Boards are vital organizations in keeping construction&rsquo;s stakeholders engaged in doing the right thing.</p>\n<p>Schools: Dr. Randy Dillon from the Special School District, Lori Sommer and Gwen Crimm from the Construction Careers Center, and Dr. Deborah Henry from St. Louis Community College all assist this industry by supporting various efforts at the youth and adult levels. I am also grateful to Jim Duane at UMSL for spearheading the WorkKeys profiles and assessments mentioned above.</p>\n<p>Government: The US-DOL&rsquo;s Office of Apprenticeship establishes nationally-recognized standards that ensure our industry&rsquo;s training programs competitively meet the demand-driven needs of a global marketplace.</p>\n<p>Friends: Thanks to Jim Ebeling and Tom Rhodenbaugh for their ongoing fatherly-advice and to my co-workers: Mark Fuchs, Craig Hood, Marvin Sanders, Debbie Augustine, Ginger Fearheiley and others not present. In addition, Alan Richter&rsquo;s progressive business mind has brought a breath of fresh air into addressing small contractors&rsquo; needs.</p>\n<p>Family: To my mother, father, children, and wonderful wife&hellip;Thank You!</p>\n<p>As I reflect on leadership clich&eacute;s, the one that comes to mind here is that there is no &ldquo;I&rdquo; in team. However, upon further review, there is a &ldquo;me&rdquo; in team. 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Not to mention, labor unions have supported efforts to create safer and more productive environments for their members as evidenced through the OSHA 10 training, drug testing, and various journey-level upgrade courses offered.</p>\n<p>Additionally, some aspects of our industry have chosen to take matters one step further by placing emphasis on functional literacy skills (i.e., reading for information, applied math, and locating information). As students, apprentices, journeyworkers, teachers, trainers, or managers, it is incumbent upon us to speak a common language of learning. Unlike high school transcripts where an &ldquo;A&rdquo; in geometry in St. Louis may differ from the &ldquo;A&rdquo; in geometry in Chicago, ACT&rsquo;s WorkKeys provides a tool to accomplish this goal. Let it be known that these efforts have had such a positive impact on our industry that most of the pre-apprenticeship programs mentioned above &mdash;serving as feeders to the 15-plus joint apprenticeship programs&mdash;have redesigned their curricula to address these industry-relevant, portable credentials.</p>\n<p><strong>Relationships</strong><br />This award bestowed upon me today is the result of input from the many groups and individuals who have touched my life. As follows:</p>\n<p>Labor: Believe me, I could not do what I do without the support and inspiration from Terry Nelson, the CDC&rsquo;s Executive Board, and our 22,000 union members.<br />Management- I have deep respect for John Mulligan and Angelo Lancia from the AGC, Bob Behlman and Dave Marxkors from the HBA, Tim Wies and Dan Wienstroer from the WCCA, and Tony Prince and Mike Grigaitis from the FIC. (There is no doubt in my mind that the St. Louis Carpenters Joint Apprenticeship Program is the largest federally-approved apprenticeship program in Missouri because of the true partnership between labor and management. As noted, the operative word &ldquo;joint&rdquo; does not refer to the item one may smoke but rather the importance of potentially opposing forces working together towards a common goal and what is best for our industry!)</p>\n<p>Owners: I appreciate people like Sandra Marks representing Washington University and the SLCCC&rsquo;s Dennis LaValle&hellip;their open minds allowed a non-owner (me) to sit at their diversity table and discuss matters of common interest. Additionally, I would be remiss in not thanking the MoDOT crew: Peter Rahn, Ed Hassinger, and Leslie Hofarth. If we are committed to diversifying this industry, their pre-apprenticeship training model must be considered beyond the public works sector.</p>\n<p>CBOs/FBOs: Groups such as Operation Excel&rsquo;s YouthBuild, Metropolitan Congregations United, local and state Workforce Investment Boards are vital organizations in keeping construction&rsquo;s stakeholders engaged in doing the right thing.</p>\n<p>Schools: Dr. Randy Dillon from the Special School District, Lori Sommer and Gwen Crimm from the Construction Careers Center, and Dr. Deborah Henry from St. Louis Community College all assist this industry by supporting various efforts at the youth and adult levels. I am also grateful to Jim Duane at UMSL for spearheading the WorkKeys profiles and assessments mentioned above.</p>\n<p>Government: The US-DOL&rsquo;s Office of Apprenticeship establishes nationally-recognized standards that ensure our industry&rsquo;s training programs competitively meet the demand-driven needs of a global marketplace.</p>\n<p>Friends: Thanks to Jim Ebeling and Tom Rhodenbaugh for their ongoing fatherly-advice and to my co-workers: Mark Fuchs, Craig Hood, Marvin Sanders, Debbie Augustine, Ginger Fearheiley and others not present. In addition, Alan Richter&rsquo;s progressive business mind has brought a breath of fresh air into addressing small contractors&rsquo; needs.</p>\n<p>Family: To my mother, father, children, and wonderful wife&hellip;Thank You!</p>\n<p>As I reflect on leadership clich&eacute;s, the one that comes to mind here is that there is no &ldquo;I&rdquo; in team. However, upon further review, there is a &ldquo;me&rdquo; in team. Therefore, since this award would not be possible without the relationships just cited, I propose the following: I am not me&hellip;I am &ldquo;we&rdquo;!</p>\";s:11:\"field_ft_23\";s:0:\"\";s:11:\"field_id_25\";s:3:\"272\";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:518:\"On December 18, 2008, I had the esteemed honor and pleasure of being recognized by the St. Louis Council of Construction Consumers as the 2008 Diversity Champion in the St. Louis construction industry. Below you will find excerpts from my acceptance speech which focused on the 3Rs. No, not the 3Rs we remember from our days in the 20th century K-12 school system model known as reading, writing, and arithmetic. 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(the developer of three subdivisions), Essex&rsquo; subcontractors J.H. Berra Paving Co., Inc. and Boling Concrete Construction., Inc., and the developer&rsquo;s surety Federal Insurance Company.&nbsp; The case is <em>Essex Contracting, Inc. v. Jefferson County</em>, 2009 WL 454280 (Mo.), decided February 24.&nbsp; <br /><br />The dispute on a project that started in 1995 provides a great lesson in the complexity of construction legal issues and on how wrong things can go.&nbsp; Even worse, the dispute is not completely over, for the Supreme Court of Missouri has sent the matter back to the trial court for further consideration on one issue.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <br /><br />The saga began when Jefferson County required developer Essex to post three separate bonds totaling $3,598,249 for development of the Winter Valley subdivision.&nbsp; The bonds covered three phases of construction.<br /><br />When Essex could not complete the streets on time, Jefferson County and Essex agreed to a one-year extension in exchange for a guarantee from Essex and a pledge that the guarantee would be backed by the bonds already in place.&nbsp; The guarantee provided that if Essex did not complete the project within one year, including any necessary repairs to the work, the county would do so and use the bonds to reimburse for the costs to complete the work.&nbsp; In essence, this made the previous bonds, if they were not already, into performance bonds, whereby the county was assured the money necessary to complete the job if Essex failed to perform.<br /><br />Construction of the concrete streets required three phases:&nbsp; (1) clearing and grading, (2) leveling dirt and compacting the subgrade, and (3) pouring the streets in a slip-form paving technique where the concrete is poured in a continuous fashion and control joints are added later.<br /><br />Some of the streets began to split and crack.&nbsp; Both the developer and the subcontractors repaired and replaced broken slabs, but this created a bigger problem by revealing that at least some of the slabs were not poured to the proper thickness.&nbsp; The county required Essex to do core sample testing.&nbsp; The county was not satisfied with the results and in 2005 the court ordered additional core testing.&nbsp; This testing revealed that there were an additional 218 slabs of concrete that were deficient in thickness by more that 0.3 of an inch, in violation of the subdivision regulations.&nbsp;&nbsp;&nbsp;&nbsp; <br /><br />Essex made additional repairs and sought release of the bonds.&nbsp; The county responded by refusing to release the bonds and presented Essex with a further list of deficiencies.&nbsp; Essex eventually filed a declaratory judgment lawsuit seeking the release of the bonds.<br /><br />The county conceded that part of the bonds could be released, but kept in place $1,015,837 for work it claimed was not properly completed.&nbsp; The county responded to the lawsuit by counter suing Essex for faulty work and added Federal as a defendant for its failure to disburse the bonds to the county.&nbsp; Federal then cross sued the county stating that the bonds were void or that the improvements were complete.<br /><br />Members of the Winter Valley Homeowners&rsquo; Association intervened in the lawsuit.&nbsp; They filed claims against Essex for injunctive relief and damages, alleging negligence, breach of contract and zoning enforcement.&nbsp; Essex filed third-party petitions against its subcontractors Boling and Berra for indemnity and breach of contract.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; &nbsp;&nbsp;&nbsp; <br /><br />At trial, an expert for the county who was a licensed geotechnical engineer testified that poor subgrade conditions and support were responsible for the failures in the streets.&nbsp; There was evidence at trial that concrete trucks drove on the subgrade during the pouring, which if true could have disturbed the subgrade condition. <br /><br />Boling attempted to recompact the subgrade after the trucks had disturbed it.&nbsp; They were unable to do so in at least one place because the trucks had brought in so much moisture that the dirt could not be recompacted. <br /><br />The trial court concluded that Essex failed to meet the standards of the subdivision regulations and the requirements of the guarantee.&nbsp; The court ordered Essex and Federal to pay the remainder of the bonds ($1,015,838) to the county to fund completion and to pay an additional $102,174 in civil penalties, also to be funded from the bonds.&nbsp;&nbsp;&nbsp; <br /><br />The trial court also entered judgment in favor of Essex on its claims of indemnity against its subcontractors in the amounts of $73,913 for Boling and $28,261 for Berra for their shares of the $102,174 civil penalty.&nbsp; Boling and Berra also had to pay Essex $6,040 and Berra $6,468 for the costs of the core testing.&nbsp; <br /><br />The trial court awarded $35,875 in costs against Essex and Federal for the intervenors&rsquo; costs to repair the improperly poured streets.&nbsp; Intervenors also recovered their attorney fees in the amounts of $219,277 from Essex, $7,088 from Berra and $17,013 from Boling.&nbsp; The Supreme Court rejected claims they were excessive by deferring to the judgment of the trial court, especially in a case of this length and complexity. <br /><br />The Supreme Court affirmed the trial court&rsquo;s decision with the exception of Essex&rsquo; claim for indemnity against Boling and the assessment of attorney fees against the subcontractors.&nbsp; The Supreme Court decided that if Boling was responsible for part of the thin concrete, then the trial court should have sustained Essex&rsquo; claim for indemnity.&nbsp; The trial court will have to consider this further, per the order from the Supreme Court.&nbsp; 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Jefferson County</em>, 2009 WL 454280 (Mo.), decided February 24.&nbsp; <br /><br />The dispute on a project that started in 1995 provides a great lesson in the complexity of construction legal issues and on how wrong things can go.&nbsp; Even worse, the dispute is not completely over, for the Supreme Court of Missouri has sent the matter back to the trial court for further consideration on one issue.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <br /><br />The saga began when Jefferson County required developer Essex to post three separate bonds totaling $3,598,249 for development of the Winter Valley subdivision.&nbsp; The bonds covered three phases of construction.<br /><br />When Essex could not complete the streets on time, Jefferson County and Essex agreed to a one-year extension in exchange for a guarantee from Essex and a pledge that the guarantee would be backed by the bonds already in place.&nbsp; The guarantee provided that if Essex did not complete the project within one year, including any necessary repairs to the work, the county would do so and use the bonds to reimburse for the costs to complete the work.&nbsp; In essence, this made the previous bonds, if they were not already, into performance bonds, whereby the county was assured the money necessary to complete the job if Essex failed to perform.<br /><br />Construction of the concrete streets required three phases:&nbsp; (1) clearing and grading, (2) leveling dirt and compacting the subgrade, and (3) pouring the streets in a slip-form paving technique where the concrete is poured in a continuous fashion and control joints are added later.<br /><br />Some of the streets began to split and crack.&nbsp; Both the developer and the subcontractors repaired and replaced broken slabs, but this created a bigger problem by revealing that at least some of the slabs were not poured to the proper thickness.&nbsp; The county required Essex to do core sample testing.&nbsp; The county was not satisfied with the results and in 2005 the court ordered additional core testing.&nbsp; This testing revealed that there were an additional 218 slabs of concrete that were deficient in thickness by more that 0.3 of an inch, in violation of the subdivision regulations.&nbsp;&nbsp;&nbsp;&nbsp; <br /><br />Essex made additional repairs and sought release of the bonds.&nbsp; The county responded by refusing to release the bonds and presented Essex with a further list of deficiencies.&nbsp; Essex eventually filed a declaratory judgment lawsuit seeking the release of the bonds.<br /><br />The county conceded that part of the bonds could be released, but kept in place $1,015,837 for work it claimed was not properly completed.&nbsp; The county responded to the lawsuit by counter suing Essex for faulty work and added Federal as a defendant for its failure to disburse the bonds to the county.&nbsp; Federal then cross sued the county stating that the bonds were void or that the improvements were complete.<br /><br />Members of the Winter Valley Homeowners&rsquo; Association intervened in the lawsuit.&nbsp; They filed claims against Essex for injunctive relief and damages, alleging negligence, breach of contract and zoning enforcement.&nbsp; Essex filed third-party petitions against its subcontractors Boling and Berra for indemnity and breach of contract.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; &nbsp;&nbsp;&nbsp; <br /><br />At trial, an expert for the county who was a licensed geotechnical engineer testified that poor subgrade conditions and support were responsible for the failures in the streets.&nbsp; There was evidence at trial that concrete trucks drove on the subgrade during the pouring, which if true could have disturbed the subgrade condition. <br /><br />Boling attempted to recompact the subgrade after the trucks had disturbed it.&nbsp; They were unable to do so in at least one place because the trucks had brought in so much moisture that the dirt could not be recompacted. <br /><br />The trial court concluded that Essex failed to meet the standards of the subdivision regulations and the requirements of the guarantee.&nbsp; The court ordered Essex and Federal to pay the remainder of the bonds ($1,015,838) to the county to fund completion and to pay an additional $102,174 in civil penalties, also to be funded from the bonds.&nbsp;&nbsp;&nbsp; <br /><br />The trial court also entered judgment in favor of Essex on its claims of indemnity against its subcontractors in the amounts of $73,913 for Boling and $28,261 for Berra for their shares of the $102,174 civil penalty.&nbsp; Boling and Berra also had to pay Essex $6,040 and Berra $6,468 for the costs of the core testing.&nbsp; <br /><br />The trial court awarded $35,875 in costs against Essex and Federal for the intervenors&rsquo; costs to repair the improperly poured streets.&nbsp; Intervenors also recovered their attorney fees in the amounts of $219,277 from Essex, $7,088 from Berra and $17,013 from Boling.&nbsp; The Supreme Court rejected claims they were excessive by deferring to the judgment of the trial court, especially in a case of this length and complexity. <br /><br />The Supreme Court affirmed the trial court&rsquo;s decision with the exception of Essex&rsquo; claim for indemnity against Boling and the assessment of attorney fees against the subcontractors.&nbsp; The Supreme Court decided that if Boling was responsible for part of the thin concrete, then the trial court should have sustained Essex&rsquo; claim for indemnity.&nbsp; The trial court will have to consider this further, per the order from the Supreme Court.&nbsp; The attorney fee awards were not supportable because there was no contract between the intervenors and the subcontractors that would entitle the intervenors to recover attorney fees.&nbsp; <br /><em><br />James R. 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DeWitt said&nbsp; that the Cardinals plan to sell TIF bonds for the project in March, \"...if some semblance of order comes to the market.\" <br /><br />DeWitt said that the project has been reconfigured to&nbsp; push residential development into Phase II in recognition of current residential market realities. The Cardinals have lease commitments in place on 80 percent of the office/commercial space in Phase I, contingent on the sales of the TIF bonds, he said.<br /><br />DeWitt countered criticism of tax break given to the Cardinals. Despite the City\'s elimination of the admission tax, revenues to the City have increased from $6 million to $10 million a year since the new stadium opened, DeWitt said. <br /><br />St. Louis Mayor Francis Slay focused on the gains that Downtown St. Louis has made in recent years. \"Eight years ago Downtown St. Louis was a place where businesses were leaving,\" he said. <br /><br />\"We now have a vibrant Downtown, where people are living. 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You can buy plum butter or beef jerky there, but you can\'t buy a hamburger.\" <br /><br />Slay said that while the demise of John Steffen\'s Pyramid Companies was unfortunate, Pyramid had left the properties poised to be redeveloped. \"Pyramid advanced the rehab-ability of the properties, \" Slay stated. \"Every one of the properties are now in the hands of people who want to get things done.\"</p>\n<p>Howard Wall, vice president of the Federal Reserve Bank of St. Louis addressed employment and housing issues related to the St. Louis MSA. Wall said that the St. Louis area is tracking along with the U.S. economy in terms of jobs lost. St. Louis\' only area of job growth Q3 of 2007 to Q3 of 2008 has been health care and education, Wall said. 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Well, there\'s a bit of a problem with this line of thinking, times have changed. Business and opportunity has transitioned to a highly competitive, global animal.</p>\n<p>Advancements in technology can make a system or building technique obsolete in a short period of time, rendering a provider dated.&nbsp; By sitting tight you run the risk of moving backwards. In an economy that is getting more intense everyday, you cannot afford to rest on your laurels. This position can result in disaster in a relatively short period of time. Several contractors in markets I serve have gone down with this ship.&nbsp;</p>\n<p>The second common action is the abrupt, quick ramp up.&nbsp; This often occurs when a contractor begins to realize he is in a bit of trouble if he or she doesn\'t pull in a bunch of work. This kind of crisis sales effort is easily seen by the customer and erodes any trust factor that may exist.&nbsp; Currently many project owners and managers are fearful of hiring contractors that will be gone either after the job is finished, or worse, in the middle of the project. Sudden pushing to get business serves as a red flag to a potential customer that all your ducks are not in a row.</p>\n<p>Both of these mentalities have put a lot of good contractors in a bind. They\'re scrambling to get their footing and some are in danger of losing everything. Tight times separate the good sales disciplines from the poor. Quick fixes usually just delay the inevitable. What\'s the proper way of correcting this? What\'s a healthy view of business development? How do you shift from a poor sales dynamic to strong? All great questions deserving an answer.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;</p>\n<p>First of all, get educated. Do you understand the basics of selling? Start with branding. Do you know what is important about having a brand? Can your customers lock into your brand? Do you have a brand. Secondly, how have you gone to market? Have you analyzed and qualified your marketplace? What is your approach to that market? Lastly, how are you going to present yourself and your firm to the customer base? Do you have a network generating opportunity for you?</p>\n<p>You may be thinking that I\'m simply raising a bunch of questions, you\'re right! Only you can answer these in relation to your business. The biggest problem in regards to these questions is that most contractors have asked themselves very few of them. When I run into a contractor that has, they usually have a very healthy business and may be feeling a bit of a pinch but in reality are still going strong. I know contractors that are having record years in the midst of a very competitive marketplace.&nbsp; Stepping back and honestly evaluating where you stand in these areas can help begin to solve the issue. The good news is that contractors which haven\'t given these points enough attention can begin seeing results fairly soon after beginning to get them right. Many are realizing the importance of these business dimensions where in the past they were written off as excess or unnecessary.&nbsp;</p>\n<p>There are fundamental elements that will make these efforts successful. One of the first will be dispelling with old mentalities that subscribe to the excuse machine that justifies poor performance. Any of these ring a bell; \"It\'s always low bid.\", \"My competitor will just hit them with change orders.\", or \"The economy is just too tough.\"? These are the common statements from the excuse mill. Good, strong and aggressive owners as well as sales personnel go after the business. They make no excuses while striving to win more and lose less opportunities.&nbsp; They seek out innovative methods of customer contact and appreciation. They have staffs that are in sync with the corporate brand and sales effort. They manage the back side of the business to facilitate and reinforce the sales effort. They treat the customer base as honored guests as opposed to meal tickets.&nbsp; Let me ask you honestly, of the thought processes described;&nbsp; stay put, quick ramp up or healthy sales practices, which do you really perform?</p>\n<p>Seriously, be hard on yourself here. The only method I know to increase a businesses profitability or market share is to work \"on\" your business. 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There is so much uncertainty in the marketplace that most of the speakers backed off from making forecasts for 2009. The expectations, however, were that commercial real estate markets have not yet hit bottom.<br /><br /><img alt=\"Crash\" class=\"image-left\" height=\"303\" src=\"/images/uploads/crash.jpg\" style=\"float: left;\" width=\"266\" />Glenn Guenther of Discovery Group, LLC, described the 2008 as a &ldquo;schizophrenic year&rdquo; for the office market. There was brisk activity in the first half of the year and then the market &ldquo;slipped into a coma&rdquo; for the last half of the year. Taken as a whole, the office market looked &ldquo;surprisingly stable and resilient&rdquo; in 2008 with vacancy rates hitting their lowest levels since 2000, he said, but he doesn&rsquo;t expect that 2009 will look the same. <br /><br />The trends Guenther expects to see in 2009 are:<br />&bull; flat demand for office space,<br />&bull; a migration of tenants from Class A space to Class B space,<br />&bull; a growth in short-term lease renewals, <br />&bull; falling lease rates, and<br />&bull; limited new construction.<br /><br />There are, however, some bright spots, he said. The market is not overbuilt and there are very few big blocks of vacant office space available &ndash; only five blocks of 50,000 square feet or more. The medical and biotech industries are growing, as are Monsanto, Edward Jones, and Scottrade.<br /><br />According to J. Patrick Reilly of Gateway Commercial/Cushman &amp; Wakefield, the industrial market also looks better on paper than it really is. Leasing was up in 2008, absorption of new space was steady, and the vacancy rate was only 6.8 percent, but two large deals skewed the statistics, accounting for 27 percent of activity and regional competitors are adding and absorbing more space each year than is St. Louis. Take Illinois out of the equation and the Missouri side of the metro area actually had a negative absorption rate of industrial space, meaning space was taken out of the market.<br /><br />There has been a paradigm shift in supply chains, he said, and St. Louis is losing the race to connect bulk distribution centers to deep water ports by rail. Craig Meyer, SIOR international president, said the offshoring of manufacturing from the United States has become as big an event as the industrial revolution. Manufactured goods now come to the U.S. by ship &ndash; 75 percent of it to the west coast, 25 percent to the east coast. The new distribution paradigm is to transfer cargo containers from ships to trains, which carry them to bulk distribution centers where the containers are transferred to trucks. &ldquo;Railroads are building bulk distribution centers in Kansas City and Columbus, OH,&rdquo; Reilly said, but not St. Louis.<br /><br />&ldquo;St. Louis is now overbuilt as an industrial market,&rdquo; Reilly said. Rents are less than the taxes on some buildings, he said, and he looks to see some distressed sales later in the year. He suggested that turning the market around may depend on St. Louis developing a niche as an inland port and getting a direct rail connection to a deep water port such as Houston.<br /><br />Alan Bornstein of THF Realty Inc., said the 15-year growth cycle in the retail market is over. In each of the last six months there has been a substantial statistical drop in consumer spending, he said. Couple that with the growth of ecommerce and any future real estate deals in the retail market likely will rely on public-private partnerships instead of private financing, he said.<br /><br />Joe Monteleone of Q10/Triad Capital Advisors Inc. said lenders want more equity in deals &ndash; in the retail market they are willing to lend for 60 percent of the value of a deal, he said &ndash; and they are concerned about refinancing. He noted that $230 billion of commercial mortgage backed securities are coming due in the next three years and one big question mark is how those owners will refinance.<br /><br />&ldquo;Lenders will be conservative for awhile,&rdquo; he said, but &ldquo;every recession creates asset buying opportunities.&rdquo; <br /><br />Monteleone guessed that, &ldquo;we&rsquo;re still trying to find the bottom of the trough,&rdquo; but added that some positive news is that insurance companies expect to get back into the lending market near the end of 2009.</p>\";s:10:\"field_ft_8\";s:4:\"none\";s:10:\"field_id_9\";s:366:\"If there was a theme to this year\'s St. Louis metro market forecast from the Society of Office and Industrial Realtors (SIOR) it was looking for the bottom. There is so much uncertainty in the marketplace that most of the speakers backed off from making forecasts for 2009. 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for the Bottom\";s:10:\"field_ft_5\";s:4:\"none\";s:10:\"field_id_7\";s:46:\"SIOR, forecast, bottom, commercial real estate\";s:10:\"field_ft_7\";s:4:\"none\";s:10:\"field_id_8\";s:4543:\"<p>If there was a theme to this year\'s St. Louis metro market forecast from the Society of Office and Industrial Realtors (SIOR) it was looking for the bottom. There is so much uncertainty in the marketplace that most of the speakers backed off from making forecasts for 2009. The expectations, however, were that commercial real estate markets have not yet hit bottom.<br /><br /><img alt=\"Crash\" class=\"image-left\" height=\"303\" src=\"/images/uploads/crash.jpg\" style=\"float: left;\" width=\"266\" />Glenn Guenther of Discovery Group, LLC, described the 2008 as a &ldquo;schizophrenic year&rdquo; for the office market. There was brisk activity in the first half of the year and then the market &ldquo;slipped into a coma&rdquo; for the last half of the year. Taken as a whole, the office market looked &ldquo;surprisingly stable and resilient&rdquo; in 2008 with vacancy rates hitting their lowest levels since 2000, he said, but he doesn&rsquo;t expect that 2009 will look the same. <br /><br />The trends Guenther expects to see in 2009 are:<br />&bull; flat demand for office space,<br />&bull; a migration of tenants from Class A space to Class B space,<br />&bull; a growth in short-term lease renewals, <br />&bull; falling lease rates, and<br />&bull; limited new construction.<br /><br />There are, however, some bright spots, he said. The market is not overbuilt and there are very few big blocks of vacant office space available &ndash; only five blocks of 50,000 square feet or more. The medical and biotech industries are growing, as are Monsanto, Edward Jones, and Scottrade.<br /><br />According to J. Patrick Reilly of Gateway Commercial/Cushman &amp; Wakefield, the industrial market also looks better on paper than it really is. Leasing was up in 2008, absorption of new space was steady, and the vacancy rate was only 6.8 percent, but two large deals skewed the statistics, accounting for 27 percent of activity and regional competitors are adding and absorbing more space each year than is St. Louis. Take Illinois out of the equation and the Missouri side of the metro area actually had a negative absorption rate of industrial space, meaning space was taken out of the market.<br /><br />There has been a paradigm shift in supply chains, he said, and St. Louis is losing the race to connect bulk distribution centers to deep water ports by rail. Craig Meyer, SIOR international president, said the offshoring of manufacturing from the United States has become as big an event as the industrial revolution. Manufactured goods now come to the U.S. by ship &ndash; 75 percent of it to the west coast, 25 percent to the east coast. The new distribution paradigm is to transfer cargo containers from ships to trains, which carry them to bulk distribution centers where the containers are transferred to trucks. &ldquo;Railroads are building bulk distribution centers in Kansas City and Columbus, OH,&rdquo; Reilly said, but not St. Louis.<br /><br />&ldquo;St. Louis is now overbuilt as an industrial market,&rdquo; Reilly said. Rents are less than the taxes on some buildings, he said, and he looks to see some distressed sales later in the year. He suggested that turning the market around may depend on St. Louis developing a niche as an inland port and getting a direct rail connection to a deep water port such as Houston.<br /><br />Alan Bornstein of THF Realty Inc., said the 15-year growth cycle in the retail market is over. In each of the last six months there has been a substantial statistical drop in consumer spending, he said. Couple that with the growth of ecommerce and any future real estate deals in the retail market likely will rely on public-private partnerships instead of private financing, he said.<br /><br />Joe Monteleone of Q10/Triad Capital Advisors Inc. said lenders want more equity in deals &ndash; in the retail market they are willing to lend for 60 percent of the value of a deal, he said &ndash; and they are concerned about refinancing. 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Staring at a phone that used to ring regularly and now wondering if there\'s a problem with the line. I honestly can\'t tell you how many times sales managers and company owners tell me this is the posture of most of their sales personnel. Estimators, sales reps and project managers have developed this sales technique as a reflection of a strong business climate for quite a few years. Guess what? Not gonna work anymore.</p>\n<p>Even well established companies with years of presence in the marketplace are finding out there are no customers in their office. The first response is usually to start with a little telemarketing and then schedule meetings to figure out what the heck is going on.&nbsp; Let me give you a strong piece of consulting advice for free, get off your behind! <br />&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;</p>\n<p>Trying to figure this whole economy out, sitting waiting for your bailout or wondering what the new President is going to do for you is a colossal waste of time. 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Certainly wouldn\'t want to be accessible to your customers now would you?&nbsp; Did you skip Christmas cards this year? I\'m sure your clients appreciated your non-wish of Season\'s Greetings.&nbsp; Have you cut out lunches, tickets, giveaways or happy hours? Sure the customers haven\'t noticed. I recently did a seminar in New York City where I spoke on selling through tough economic climates. You know what seminar topic that preceded me? \"How to cut your costs to the bone.\" Wow! Raise the white flag. That\'s okay, I\'m sure your customers will understand your corner cutting and will go right back to where they were when things get better. <br />&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;</p>\n<p>If it sounds like I\'m being sarcastic, you\'re right. Unless you\'re in line for a government bailout, you\'re going to need to generate your OWN revenue. This means expanding your customer base, diversifying your offerings to the clients and focusing on their needs not your own.&nbsp; I don\'t care what size your business is you need to be firing on all your sales cylinders. ALL your personnel need to understand every order, job or opportunity is crucial. Customers are the most valuable commodity we have. They need to be cultivated, respected and listened too.&nbsp; Attitudes, laziness and arrogance have no place in anyone\'s company at this point.</p>\n<p>I\'m really not sure when they really ever are acceptable.&nbsp; I see countless examples of half efforts, lack of improvement and no sense of urgency prevalent amongst contractors, suppliers and service organizations. This business climate has changed, you must as well.&nbsp; Sitting in the office waiting for opportunities to come to you from your \"established\" clients will guarantee a drop in business.&nbsp; This is not rocket science but you will need to develop a course of action. Just throwing money at the problem doesn\'t work either. The good news is the cost of making a splash in sales has actually gone down with the advent of technology, if used properly in conjunction with good ol\' sales tactics. Do you know how to enact the plan? Do your people understand it? Do you have a great mission statement or catchy tagline? Which of those grabs your customer\'s interest? Have you spent more time on employee engagement as opposed to customer engagement? (Reference US automobile manufacturers) <br />&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;</p>\n<p>Take this as an alarm sounding if you are still sitting by the phone.&nbsp; I\'m trying to help you here. 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Make that phone ring!<br />&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; &nbsp;<br /><br />&nbsp;</p>\";s:11:\"field_ft_23\";s:0:\"\";s:11:\"field_id_25\";s:3:\"251\";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:458:\"Is this your corporate sales policy? 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Staring at a phone that used to ring regularly and now wondering if there\'s a problem with the line. I honestly can\'t tell you how many times sales managers and company owners tell me this is the posture of most of their sales personnel. Estimators, sales reps and project managers have developed this sales technique as a reflection of a strong business climate for quite a few years. Guess what? Not gonna work anymore.</p>\n<p>Even well established companies with years of presence in the marketplace are finding out there are no customers in their office. The first response is usually to start with a little telemarketing and then schedule meetings to figure out what the heck is going on.&nbsp; Let me give you a strong piece of consulting advice for free, get off your behind! <br />&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;</p>\n<p>Trying to figure this whole economy out, sitting waiting for your bailout or wondering what the new President is going to do for you is a colossal waste of time. You need to take control of your company\'s sales effort and begin to generate activity.&nbsp; Get moving and start the ball rolling. Stop having meetings to schedule meetings. Get your focus off all your internal issues and realize your biggest need in this climate is to go out and MAKE the phone ring. I find little customer insensitivity mistakes everywhere. Why would you not have your name and greeting on your voicemail? Sure seems arrogant to me. If your phone answers \"you have reached 314-123-1234\" how do I know it\'s your number? Maybe I dialed a wrong number. I\'ll just call someone who\'ll let me know who he or she is.&nbsp; AND quit having someone else record your greeting you lazy bum! I want to hear your voice not your secretary\'s or the phone services computer.&nbsp; Maybe it\'s just me .... Nope!<br />&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;</p>\n<p>Another thing, why wouldn\'t you have your cell number on your business card? 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This means expanding your customer base, diversifying your offerings to the clients and focusing on their needs not your own.&nbsp; I don\'t care what size your business is you need to be firing on all your sales cylinders. ALL your personnel need to understand every order, job or opportunity is crucial. Customers are the most valuable commodity we have. They need to be cultivated, respected and listened too.&nbsp; Attitudes, laziness and arrogance have no place in anyone\'s company at this point.</p>\n<p>I\'m really not sure when they really ever are acceptable.&nbsp; I see countless examples of half efforts, lack of improvement and no sense of urgency prevalent amongst contractors, suppliers and service organizations. 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The event will also be a \"birthday party,\" marking CNR\'s 40th year as the \"Voice for the St. Louis Construction Industry.\"</p>\n<p>\"The St. Louis construction industry has been an incredibly warm and receptive \'family\' for our efforts at CNR,\" said CNR Publisher Tom Finan. \"We felt that it would be fitting to make this celebration into something lasting by assisting Habitat for Humanity in their efforts to create affordable housing.\"</p>\n<p>In addition to the Regional Excellence awards, <em>CNR</em> will present the first Thomas J. Finan, Jr. award, recognizing humanitarian contributions to the St. Louis community by members of the construction industry. The award is named in honor of the founder of <em>CNR.</em></p>\n<p>Last year, St. Louis Habitat constructed 27 LEED Platinum-certified homes, a fact that was recognized at the recent USGBC \"Growing Green\" awards. St. Louis Habitat is currently the third-largest developer of LEED-certified housing in the United States.</p>\n<p><br />The St. Louis Construction News and Real Estate Regional Excellence Awards recognize those projects completed in the previous year that, in sum, demonstrate excellence in design and construction, and a positive contribution to the St. Louis community. <br /><br />Now in their 20th year, the Regional Excellence Awards are the only comprehensive awards recognizing the best results of the construction industry when all the sectors -- owners, designers, and contractors -- work together as a team. The judges this year were: Judges were John Berendzen, principal, Fox Architects and past president, St. Louis Chapter AIA: Dr. Steve Bannes, director, Graduate School of Construction Management, Washington University; Paula Crews, director, sustainability practice, Paradowski Creative; Dr. John Gaal, director of education, St. Louis Carpenters\' District Council; and Thomas Finan, publisher of St. Louis Construction News &amp; Real Estate.<br /><br />The awards will be presented at CNR\'s 40th Anniversary Celebration, \"A Celebration: 40 Years of Excellence,\" to be held in September at the Missouri Athletic Club. The event will be a fundraiser for&nbsp; St. Louis Habitat for Humanity. Arrangements for a date are being finalized. &nbsp;<br /><br />The winners of the 2009 Regional Excellence Awards are:<br /><strong><br />Neighborhood Redevelopment</strong><br />14th Street Mall<br />Owner: Crown Village Partners, Old North St. Louis Restoration Group &amp; Regional Housing &amp; Community Development Alliance<br />Architect: Rosemann &amp; Associates<br />General Contractor: E.M. Harris Construction Company<br /><br />Judges&rsquo; Comment: The $35 million redevelopment of27 buildings along the former 14th Street Pedestrian Mall is one of the largest and most exciting neighborhood redevelopment projects in the city.&nbsp; In addition to breathing new life into the abandoned buildings along the former mall, this development will restore the 2600 and 2700 blocks of N. 14th Street as a drivable but pedestrian-friendly street<br /><br /><br /><strong>Historic Renovation</strong><br />Cannon Design Headquarters - Powerhouse Building<br />Owner: Cannon Design<br />Architect: Cannon Design<br />General Contractor: R.G. Ross Construction Company<br /><br />Judges&rsquo; Comment: The &ldquo;ship in a bottle&rdquo; design and construction reclaimed a long abandoned power plant and brownfield site as a modern, environmentally sensitive office building in a renovated historic skin.<br /><br /><strong><br />Infrastructure</strong><br />Coldwater Creak Treatment Facility<br />Owner: Metropolitan St. Louis Sewer District<br />Engineer: Black &amp; Veatch<br />Construction Manager: KAI/Jacobs Joint Venture<br />General Contractor: Goodwin Brothers Construction Co.<br /><br />Judges&rsquo; Comment: Transforming a 45-year-old wastewater treatment plant into a new&nbsp; $57 million wastewater treatment plant while 30 million gallons per day of sewage flow through it &ndash; amazing.<br /><br /><strong><br />Public Building</strong><br />Cottleville City Hall<br />Owner: City of Cottleville, MO<br />Architect: Kostecki Architects<br />Construction Manager: Paric Corporation<br />General Contractor: C. Rallo Contracting<br /><br />Judges&rsquo; Comment: The new &ldquo;green&rdquo; city hall in Cottleville is a fitting symbol for the bikeable-walkable-sustainable community that Cottleville has become..&nbsp; When construction was completed on the town&rsquo;s $5.3 million city hall and police station in December, city government could boast that their new home used 30 percent less energy than a similar traditional building and reduced water pollution by capturing and treating water on site.<br /><br /><br /><strong>Transportation</strong><br />Gateway Multi-Modal Transportation Center<br />Owner: City of St. Louis<br />Architect: KAI Design &amp; Build<br />General Contractor: K&amp;S Associates<br /><br />Judges&rsquo; Comment: Built on a challenging site under a highway and on top of an old lake bed and abandoned cinder deposit bins, the St. Louis Gateway Transportation Center provides Downtown St. Louis a much needed public transit center to serve Amtrak passenger trains, Greyhound Buses, MetroLink, Metro buses and taxis. 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The event will also be a \"birthday party,\" marking CNR\'s 40th year as the \"Voice for the St. Louis Construction Industry.\"</p>\n<p>\"The St. Louis construction industry has been an incredibly warm and receptive \'family\' for our efforts at CNR,\" said CNR Publisher Tom Finan. \"We felt that it would be fitting to make this celebration into something lasting by assisting Habitat for Humanity in their efforts to create affordable housing.\"</p>\n<p>In addition to the Regional Excellence awards, <em>CNR</em> will present the first Thomas J. Finan, Jr. award, recognizing humanitarian contributions to the St. Louis community by members of the construction industry. The award is named in honor of the founder of <em>CNR.</em></p>\n<p>Last year, St. Louis Habitat constructed 27 LEED Platinum-certified homes, a fact that was recognized at the recent USGBC \"Growing Green\" awards. St. Louis Habitat is currently the third-largest developer of LEED-certified housing in the United States.</p>\n<p><br />The St. Louis Construction News and Real Estate Regional Excellence Awards recognize those projects completed in the previous year that, in sum, demonstrate excellence in design and construction, and a positive contribution to the St. Louis community. <br /><br />Now in their 20th year, the Regional Excellence Awards are the only comprehensive awards recognizing the best results of the construction industry when all the sectors -- owners, designers, and contractors -- work together as a team. The judges this year were: Judges were John Berendzen, principal, Fox Architects and past president, St. Louis Chapter AIA: Dr. Steve Bannes, director, Graduate School of Construction Management, Washington University; Paula Crews, director, sustainability practice, Paradowski Creative; Dr. John Gaal, director of education, St. Louis Carpenters\' District Council; and Thomas Finan, publisher of St. Louis Construction News &amp; Real Estate.<br /><br />The awards will be presented at CNR\'s 40th Anniversary Celebration, \"A Celebration: 40 Years of Excellence,\" to be held in September at the Missouri Athletic Club. The event will be a fundraiser for&nbsp; St. Louis Habitat for Humanity. Arrangements for a date are being finalized. &nbsp;<br /><br />The winners of the 2009 Regional Excellence Awards are:<br /><strong><br />Neighborhood Redevelopment</strong><br />14th Street Mall<br />Owner: Crown Village Partners, Old North St. Louis Restoration Group &amp; Regional Housing &amp; Community Development Alliance<br />Architect: Rosemann &amp; Associates<br />General Contractor: E.M. Harris Construction Company<br /><br />Judges&rsquo; Comment: The $35 million redevelopment of27 buildings along the former 14th Street Pedestrian Mall is one of the largest and most exciting neighborhood redevelopment projects in the city.&nbsp; In addition to breathing new life into the abandoned buildings along the former mall, this development will restore the 2600 and 2700 blocks of N. 14th Street as a drivable but pedestrian-friendly street<br /><br /><br /><strong>Historic Renovation</strong><br />Cannon Design Headquarters - Powerhouse Building<br />Owner: Cannon Design<br />Architect: Cannon Design<br />General Contractor: R.G. 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Rallo Contracting<br /><br />Judges&rsquo; Comment: The new &ldquo;green&rdquo; city hall in Cottleville is a fitting symbol for the bikeable-walkable-sustainable community that Cottleville has become..&nbsp; When construction was completed on the town&rsquo;s $5.3 million city hall and police station in December, city government could boast that their new home used 30 percent less energy than a similar traditional building and reduced water pollution by capturing and treating water on site.<br /><br /><br /><strong>Transportation</strong><br />Gateway Multi-Modal Transportation Center<br />Owner: City of St. Louis<br />Architect: KAI Design &amp; Build<br />General Contractor: K&amp;S Associates<br /><br />Judges&rsquo; Comment: Built on a challenging site under a highway and on top of an old lake bed and abandoned cinder deposit bins, the St. Louis Gateway Transportation Center provides Downtown St. Louis a much needed public transit center to serve Amtrak passenger trains, Greyhound Buses, MetroLink, Metro buses and taxis. 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A similar situation exists in the world of &ldquo;green&rdquo; building, consultant Dan Sammartano, LEED AP and general manager of Salian Commercial Construction Services, told the attendees at the Green Buildings &amp; New Technology Conference held in Clayton on November 11.</p>\n<p>Sammartano, who has consulted on many LEED projects around the country, including the Platinum LEED Alberici building, expressed concern with the current state of LEED building.&ldquo; A recurring theme at the conference was the premium LEED is adding to the value of commercial buildings,&rdquo; Sammartano said.</p>\n<p>&ldquo;This is evidenced by a growing interest in these buildings even during this economic downturn. Preferred lending and increased valuations were also discussed. If we are to put a premium on a building&rsquo;s LEED certification believing they are energy efficient, than the system should assure delivery of the intended efficiencies.</p>\n<p>&ldquo;As a LEED practitioner, I am concerned about the effectiveness of the LEED certification system. If we are to believe LEED brings a premium to owners, lenders and tenants, then we&rsquo;d better make sure it has true value. What has been shown in recent studies is that the energy savings portion of that value cannot be counted on in that sample.&rdquo;</p>\n<p>&ldquo;If LEED doesn&rsquo;t solve the problem of predictive energy use by requiring actual energy use data for certification, then it stands the risk of being passed by (other) benchmarking efforts,&rdquo; Sammartano stated.</p>\";s:11:\"field_ft_23\";s:0:\"\";s:11:\"field_id_25\";s:3:\"258\";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:307:\"“I can’t believe we got to where we are so fast,â€ Bill Mitchell, general manager of Roland Machinery said to me at the recent Construction Equipment Dealers Association (CEDA) dinner. “Where we areâ€ is, of course, all anyone inside or outside the construction industry is talking about these days.\";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:226;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:\"11\";i:1;s:1:\"0\";i:2;s:11:\"Perspective\";i:3;s:0:\"\";i:4;s:0:\"\";i:5;s:1:\"3\";i:6;s:11:\"perspective\";}i:1;a:7:{i:0;s:2:\"31\";i:1;s:1:\"0\";i:2;s:17:\"December 19, 2008\";i:3;s:0:\"\";i:4;s:0:\"\";i:5;s:1:\"5\";i:6;s:16:\"december_19_2008\";}}}'),