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$7.7 MILLION RUNWAY PAVED IN 48 HOURS
Wells Fargo Insurance Services of West Virginia, Inc.
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Local service, national resources, customized risk management, and bonding solutions. This, coupled with Wells Fargo Insurance Services of West Virginia, Inc.’s commitment to the construction industry means as your broker, we will work with you to design an effective insurance and bonding program to protect your people, your assets, and your bottom line.
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Insurance and bonding solutions for construction industries
Wells Fargo Insurance Services of West Virginia, Inc. One Hillcrest Drive, East Charleston, WV 25311−1697 304−346−0611
Insurance products are offered through non-bank insurance agency affiliates of Wells Fargo & Company and are underwritten by unaffiliated insurance companies, with the exception of crop and flood insurance. Crop and flood insurance may be underwritten by Wells Fargo Insurance Services of West Virginia, Inc.’s affiliate, Rural Community Insurance Company. © 2012 Wells Fargo Insurance Services of West Virginia, Inc. All rights reserved.
On the cover
West Virginia Paving, Inc., Dunbar,completed the Huntington Tri-State Airport’snew $7.7 million runway during an intenserunway shutdown. The two-day marathonpaving process required precise scheduling,intense safety considerations and the utmostin quality control. All told, the companycompleted 30,000 linear feet of crack repair,performed 155,210 square feet of micromilling, laid 31,114 tons of asphalt,excavated 32,830 square yards of shoulder,laid 24,090 tons of stone, installed new lightsand wiring, seeded and mulched, andpainted to rehabilitate the runway. For fulldetails, see page 6. Cover photo by SkyTourist Video, LLC.
The Contractors Association of West Virginia is a nonprofit trade organization representing the building,highway, heavy and utility contracting industries in West Virginia. Its services include establishment of aclose working liaison with state and federal agencies; worthwhile educational and informationalprograms; the regular dissemination of pertinent information to its members; strong legislative and mediarelations; as well as all other activities deemed necessary and proper to promote the general welfare ofthe construction industry. The CAWV is a certified chapter of the Associated General Contractors ofAmerica and the American Road and Transportation Builders Association.
West Virginia Construction News, the official publication of the CAWV since 1937, is publishedbimonthly. Advertising and editorial deadlines are on the first of the month preceding the month ofpublication. Material may be reprinted only with the permission of the editor. Advertising and editorial officesare at 2114 Kanawha Boulevard, East, Charleston, WV 25311, telephone (304) 342-1166, Fax (304) 342-1074, Web Site www.cawv.org, Email: [email protected]. Yearly subscription rate to CAWV members, $7;non-members, $8; single copies, $1.50.
CONTENTS
Cover Story:
Ready, Set, Pave! ...................................................................................... 6
Features:Appalachian Gateway opened on time, budget ......................................... 11Loyal employees, loyal clients: Business the old-fashioned way .............. 17Blue Ribbon Highway Commission forming strategic transportation plan.. 26
Construction briefs .................................................................................. 30
Members in the news............................................................................... 36
New members........................................................................................... 39
Advertisers .............................................................................................. 46
Official Publication — CONTRACTORS ASSOCIATION OF WEST VIRGINIAFor 75 years, "The Voice of Construction in the Mountain State"
Officers*President
B. Lee Snyder
*Senior Vice PresidentPhillip L. Weser
*Vice PresidentDaniel B. Flesher
TreasurerDan Cooperrider
SecretaryC. R. Neighborgall IV
*Immediate Past PresidentGene E. Thompson
DirectorsDouglas P. Meeks
Scott PiersonRoger W. Thomas
AGC National DirectorsArt King
Charles R. Neighborgall IIIRobert O. Orders
Robert O. Orders Jr.Richard C. Smailes
ARTBA National DirectorsLeo A. Vecellio Jr.
Chairman, AsphaltPavement Association
Ed Phares
Chairman, Building DivisionJamie B. Ridgeway
Chairman, Highway/HeavyDivision
Nathaniel R. Orders
Chairman, Utilities DivisionMichael Gianni
*Chairman, AssociateDivision
Gregory A. Burton
Vice Chairman, AssociateDivision
Philip Browne
Past President DirectorsDavid B. AlvarezJames E. Brown
John S. CastoRodney W. Clay
J. Steven CvechkoJames W. Dailey II
Art KingJack B. Lively
James MattinglyCharles R. Neighborgall III
Robert O. OrdersRobert O. Orders Jr.Richard C. SmailesJohn H. StricklandRonald B. Snyder
Ronnie E. SpradlingGary D. Young
StaffExecutive DirectorMichael L. Clowser
Director of Member ServicesPatrick E. McDonald
Director of AdministrationWendy M. Long
Communications ManagerLindsay C. Stephens
Staff AssistantCheryl R. Clark
Executive DirectorAsphalt Pavement Association
Patrick M. Parsons
Office ManagerAsphalt Pavement Association
Alice H. George*Executive Committee
September / October 2012VOL. 75 NO. 5
MICHAEL L. CLOWSER LINDSAY C. STEPHENSEDITOR ASSISTANT EDITOR .
91
6 S e p t e m b e r / O c t o b e r 2 0 1 2
Ready, Set, PAVE!
Forty-eight hours of constantpaving is not an easy or commonoccurrence, just ask West Virginia
Paving, Inc., Dunbar. The companyrecently completed a $7.7 millionrehabilitation of the Huntington Tri-State Airport’s Runway 12/30pavement, a job that included pavingfor two days straight, a feat that wasno small task.
“The runway was in fair to poorcondition,” according to AirportDirector Jerry Brienza. “The pavementhad significant transverse andlongitudinal cracking. It had reachedthe end of its useful life.”
The paving project followed anextension that added 500 feet to therunway, making it the second longestin West Virginia.
“The runway extension projectaddressed many safety issues,”Brienza said. “Coupled with the newpavement, the airport is now incompliance with Federal AviationAdministration standards. We are nowalso able to market the airport to largeraircraft and expand our economicdevelopment efforts.”
West Virginia Paving and theHuntington Tri-State Airport worked to
get the best product for the best price.
“We had two options,” Brienza said.“One was to draw out the project andshut down the runway every night forseveral months so that crews couldwork. The progress would have beenmuch slower and the product wouldnot have been perfect. The otheroption was to shut down the airport,get it done and have a great product.By getting the entire runway paved atonce, it will be 15 to 20 years beforewe need to repave. If we would havepaved nightly, the surface would havehad to be redone in 7 to 10 years.”
Preparing for the monumentalundertaking required the company toconsider nearly all of their equipmentand personnel. Like a chess game,every resource available to thecompany was strategically thought-out and utilized to its highest capacityto make the project a success. Inaddition, the runway had to beperfectly prepared to accept themarathon paving process, a grandtask in itself for the busy Huntingtonairport.
“On this project we micro-milled theentire runway during six-hour nightclosures,” said Joe Donohue,commercial supervisor for West
Virginia Paving. “It took approximately10 nights to complete, but by micro-milling we were able to get away fromthe traditional mill and fill method. Thismade for a smoother surface andallowed planes to land in the interimwith no safety issues.”
Once the site was ready, West VirginiaPaving brought in three pavers, threeshuttle buggies and eight rollers. Theheavy equipment worked side by sidewith over 70 trucks hauling asphaltfrom two plants.
“The top priority was to keep everyoneinvolved safe,” Donohue noted. “Wehad over 60 employees on this projectduring the shutdown weekend, morethan 15 pieces of heavy equipment,combined with the continuous truckshauling asphalt back and forth fromthe plants.”
In addition to the special safetyconsiderations needed for the project,completing the paving successfullyduring an airport shutdown requiredflawless scheduling.
“We have never had a job where weused this much equipment and thismany trucks, but we laid 31,114 tonsof asphalt in 48 hours by making thebest use of all of our resources and
C O N S T R U C T I O N N E W S 7
personnel. We were able to pave theentire runway and only have two coldjoints.”
The precision needed to complete theproject during such a tight time framerequired an intensive schedulingprocess.
“One of the most challenging aspectsof the project was the schedulingrequired of the 48 hour shutdown,”said Donohue. “A lot of planning wasinvolved in the equipmentmobilization, scheduling of the eightcrews that were used, andcoordinating over 70 trucks used tohaul the asphalt.”
The project also required West VirginiaPaving to meet the Federal AviationAdministration’s explicit requirementsfor paving an airport runway,necessitating a breakneck speed andflawless precision to complete therunway paving as specified and ontime.
“It was a challenge to make sure weoperated fast enough to complete therunway, but slow enough to meet thestrict compaction and smoothnessspecified by the FAA,” he noted.
The project began in May 2012,peaked with the two-day runway shutdown and was completed on October13, 2012. But the company had help.Multiple subcontractors and supplierswere part of the project including:Mountaineer Contractors, Inc.,Kingwood, completed the earth workand performed the aforementionedrunway extension project; BocaConstruction, Inc., Norwalk, Ohio, didthe micro-milling; Mid AtlanticMaintenance, Ripley, performed allrequired pavement painting; InstantGrowth Hydroseeding, Kingwood,seeded the site; Sunbelt Rentals, St.Albans, and Walker Express – The CatRental Store, Nitro, providedequipment; and Foster Supply, ScottDepot, provided a variety ofconstruction supplies.
All told, the company completed30,000-linear-feet of crack repair,performed 155,210 square feet ofmicro milling, laid 31,114 tons of
By paving continuously over one weekend, the surface is of the highest quality and will not need repavedfor 15 to 20 years, according to Airport Director Jerry Brienza. The runway has only two cold joints, whichexpands its useful life.
Over 60 employees worked in shifts during the marathon paving project. Safety was paramount as threepavers, three shuttle buggies and eight rollers worked to lay of over 30,000 tons of asphalt.
West Virginia Paving, Inc., Dunbar, brought out all of their equipment and people to complete $7.7 millionrunway rehabilitation contract at Huntington Tri-State Airport’s Runway 12/30 that included an intensetwo-day paving session. The company had over 15 pieces of heavy equipment and 70 trucks haulingasphalt continuously.
8 S e p t e m b e r / O c t o b e r 2 0 1 2
asphalt, excavated 32,830 squareyards of shoulder, laid 24,090 tons ofstone, installed new lights and wiring,seeded and mulched, and painted torehabilitate the runway.
West Virginia Paving readied the site,set all their people and equipment inplace, and successfully completedone of their most unique pavingprojects to date in only two days.
“West Virginia Paving did an amazingjob,” said Brienza. “The FAA has suchstrict penalties. Every minute therunway was not open past the set timeon Monday carried a $5,000 penalty.They provided a great product and wewere able to open the runway early.We took a financial hit by closing theairport for the weekend, and it was abrief inconvenience for passengers,but we are very happy with theproduct.”
By Lindsay StephensWith the FedEx plane loading up in the background, West Virginia Paving wraps up one of their mostintense paving projects to date. The project was completed with some time to spare, as the FAA assessesa $5,000 penalty for each minute over the time limit that the runway is closed. Unique in its schedulingrequirements and safety considerations, the project left the Huntington Tri-State Airport a quality runwayand the ability to market the facility to larger aircraft.
The Huntington Tri-State Airport’s new runway was completed during a two-day runway shutdown. The process, although inconvenient for passengers, gavethe airport the best value. All told, the company completed 30,000 linear feet of crack repair, performed 155,210 square feet of micro milling, laid 31,114 tonsof asphalt, excavated 32,830 square yards of shoulder, laid 24,090 tons of stone, installed new lights and wiring, seeded and mulched, and painted to rehabilitatethe runway.
At BrickStreet Insurance, we’ve always put safety first. From mining and drilling to construction and more – we have a strong track record of taking on some of the biggest safety challenges around. With BrickStreet’s 360° services, we develop strategic plans and partner with employers to create safer work environments, as well as give you peace of mind knowing we’re right there beside you, every step of the way. And if an accident happens, let us guide, manage and support your efforts in getting workers back on the job. Log on or call to find out more.
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1 0 S e p t e m b e r / O c t o b e r 2 0 1 2
Appalachian Gateway
C O N S T R U C T I O N N E W S 1 1
Opened on Time, Budget By Brenda Ruggiero, CEG Correspondent
Dominion Transmission, thenatural gas transportationsubsidiary of Dominion
Resources, recently placed itsAppalachian Gateway Project intoservice on time and within budgetfollowing two years of construction.The project will reportedly allow thetransport of 484,260 dekatherms perday in firm transportation of naturalgas produced in West Virginia andsouthwest Pennsylvania to storagefields and pipelines in Pennsylvania.
“The Appalachian Gateway Projectwill transport natural gas produced inWest Virginia and southwestPennsylvania to where it can be soldto customers in the Northeast andMid-Atlantic,” said Thomas F. Farrell II,chairman, president and chiefexecutive officer of DominionResources. “Combined with ourGathering Enhancement Project,Dominion invested more than three-quarters of a billion dollars to increasethe flow of natural gas in the area. Thisshould greatly benefit the regionaleconomy.”
For the Appalachian Gateway Project,Dominion constructed four newnatural gas compressor stations andupgraded two existing compressorstations, adding about 17,800 hp tothe Dominion system. Approximately110 mi. (177 km) of new pipeline wasconstructed, beginning in WestVirginia and terminating at Dominion’sand Spectra’s jointly owned Oakfordfacility in Delmont, Pa., east ofPittsburgh.
Dominion Transmission is one of thenation's largest producers andtransporters of energy, with a portfolioof approximately 28,000 megawatts ofgeneration, 11,000 mi. (17,703 km) ofnatural gas transmission, gatheringand storage pipeline and 6,300 mi.(10,139 km) of electric transmissionlines. Dominion operates the nation’slargest natural gas storage systemwith 947 billion cu. ft. of storagecapacity and serves retail energycustomers in 15 states.
The project was approved by theFederal Energy RegulatoryCommission on June 16, 2011. The
Approximately 110 miles of new pipeline was constructed to transmitnatural gas from West Virginia to Delmont, Pennsylvania. The project’s costwas $600 million. In addition to the pipeline, work included four newcompressor stations and upgrading two existing compressor stations.
1 2 S e p t e m b e r / O c t o b e r 2 0 1 2
reported cost was approximately $600million. According to the project’s website, construction of the pipeline wasset up like a moving assembly line.The pipeline was broken intomanageable lengths, calledconstruction spreads, which variedfrom 50 to 60 mi. (80.5 to 96.5 km) inlength. Each spread was handled byvarious crews with differentresponsibilities. As one crewcompleted its work, the next crewmoved into position to complete itspiece of the construction process.
Clearing and GradingThe clearing and grading crew led theconstruction spread and wasresponsible for removing trees,boulders and debris from theconstruction right-of-way andpreparing a level working surface forheavy construction equipment.
The crew installed silt fences alongedges of streams and wetlands toprevent erosion of disturbed soil. Treesinside the right-of-way were cut downand removed or stacked along the
side of the right-of-way. Brush wasshredded or burned, and topsoil wassometimes stripped to apredetermined depth and stockpiledalong the sides of the right-of-way.
TrenchingThe trenching crew used wheeltrenchers and backhoes to dig thepipe trench.
The U.S. Department of Transportationrequires the top of the pipe to beburied a minimum of 30 in. (76.3 cm)below the ground surface in ruralareas, so the depth of the trench wasat least 5 to 6 ft. (1.5 to 1.8 m) deep forpipe 30 to 36 in. (76.2 to 91.4 cm) indiameter.
For less rural areas, the requirementwas for the pipe to be buried aminimum of 36 in. However, it wasburied deeper at stream and roadcrossings. If the crew found largequantities of solid rock during thetrenching operation, specialequipment and/or explosives wereused to remove the rock.
Pipe BendingThe pipe bending crew used abending machine to make slight bendsin the pipe to account for changes inthe pipeline route and to conform tothe topography. The bending machineused a series of clamps and hydraulicpressure to make a smooth, controlledbend.
CoatingLine pipe is externally coated to inhibitcorrosion by preventing moisture fromcoming into direct contact with thesteel. Normally, this is done at the millwhere the pipe is manufactured or atanother coating facility location beforeit is delivered to the construction site.
All coated pipe, however, hasuncoated areas 3 to 6 in. from eachend to prevent the coating frominterfering with the welding process.Once the welds were made, a coatingcrew coated the field joint before thepipeline was lowered into the ditch.
Pipeline companies use severaldifferent types of coatings for field
Dominion Resources’ construction in West Virginia, including the Appalachian Gateway Project, has included many CAWV contractors, subcontractors andsuppliers. Construction of the pipeline was broken up into managable pieces and set up like a moving assembly line.
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joints, the most common being fusionbond epoxy or polyethylene heat-shrink sleeves. Prior to application, thecoating crew thoroughly cleaned thebare pipe with a power wire brush orsandblast to remove any dirt, millscale or debris. The crew then appliedthe coating and allowed it to dry priorto lowering the pipe in the ditch.
Before the pipe was lowered into thetrench, the coating of the entirepipeline was inspected to ensure itwas free of any defects.
Lowering InLowering the welded pipe into thetrench was accomplished using aseries of side-booms. Non-metallicslings protected the pipe and coatingas it was lifted and moved intoposition.
In rocky areas, the contractorsometimes placed sandbags or foamblocks at the bottom of the trenchprior to lowering-in to protect the pipeand coating from damage.
BackfillingOnce the pipe was placed in thetrench, the trench was backfilled usinga backhoe or padding machine,depending on the soil makeup.
The soil was returned to the trench inreverse order, with the subsoilreplaced first, followed by the topsoil.This ensured that the topsoil wasreturned to its original position. Inareas where the ground was rocky andcoarse, crews screened the backfillmaterial to remove rocks. Sometimes,clean fill was brought in to cover thepipe, or the pipe was covered with amaterial to protect it from sharp rocks.Once the pipe was sufficientlycovered, the coarser soil and rockcould be used to complete the backfill.
Open Cut River and StreamCrossingsThis crossing method involvedexcavating a trench across the bottomof the river or stream to be crossedwith the pipeline. Depending on thedepth of the water, the constructionequipment was placed on barges orother floating platforms to excavatethe pipe trench. If the water was
shallow enough, the contractor coulddivert the water flow with dams andflume pipe to allow backhoes, workingfrom the banks or the streambed, todig the trench.
The contractor prepared the pipe forthe crossing by stringing it out on oneside of the stream or river and thenwelding, coating and hydrostaticallytesting the entire pipe segment. Insome cases, sidebooms carried thepipe segment into the stream bed,similar to construction on land. Othersituations called for the constructioncrew to float the pipe into the river withflotation devices and position it forburial in the trench. Concrete weightsor concrete coating ensured the pipewould stay in position at the bottom of
the trench once the contractorremoved the flotation devices.
Directional DrillingAnother crossing method that wasused was directional drilling. While notalways feasible, this method allowedcontractors to avoid the excavation ofa trench across the bottom of thecrossing. It is a method considered forlonger crossings, and requires specialgeological conditions at the crossinglocation.
Basically, it involves drilling a holelarge enough for the pipeline to bepulled through it and in the shapeestablished by the designers. Before adirectional drill could be designed,core samples had to be taken on both
Dominion Transmission, the natural gas transportation subsidiary of Dominion Resources, recently placedits Appalachian Gateway Project into service on time and within budget following two years ofconstruction. The project will reportedly allow the transport of 484,260 dekatherms per day in firmtransportation of natural gas produced in West Virginia and southwest Pennsylvania to storage fields andpipelines in Pennsylvania.
C O N S T R U C T I O N N E W S 1 5
sides of the crossing to evaluate theunderground rock and sandformations. If the subsurface wouldsupport a directional drill, the engineercould design a crossing thatestablished the entry point, the exitpoint of the pipeline crossing, and itsprofile as it would traverse under thecrossing.
While this drilling was in progress, theline pipe sections were strung out onthe far side of the crossing, oppositeof the drilling, to be welded. Oncewelded, the joints were X-rayed,coated, hydrostatically tested, andthen placed on rollers in preparationfor being pulled back through thedrilled hole.Once the drilling operation was
complete, the cutting head wasremoved and the drill string attachedto the welded pipeline segment. Thecrew used the drilling rig to pull thepipeline segment back through thedrilled hole, where it was thenconnected into the pipeline on bothends.
Wetlands“Pipelining” in wetlands or marshessometimes requires another specialconstruction technique. In somesituations, crews placed large timbermats ahead of the constructionequipment to provide a stable workingplatform. The timber mats act muchlike snowshoes, spreading the weightof the construction equipment over abroad area. The mats make it possible
to operate the heavy equipment on theunstable soils.
StringingAt steel rolling mills where the pipewas fabricated, it was inspected toassure that it met industry and federalgovernment safety standards. Forcorrosion control, the outside surfacewas treated with a protective coating.
The pipe was then transported fromthe pipe mill to a pipe storage yard inthe vicinity of the project location. Thepipe lengths typically were 40 to 80feet long. A stringing crew usedspecialized trailers to move the pipefrom the storage yard to the pipelineright-of-way.Next, the crew carefully distributed the
Dominion Transmission is one of the nation's largest producers and transporters of energy, with a portfolio of approximately 28,000 megawatts of generation,11,000 mi. (17,703 km) of natural gas transmission, gathering and storage pipeline and 6,300 mi. (10,139 km) of electric transmission lines. Dominion operatesthe nation’s largest natural gas storage system with 947 billion cu. ft. of storage capacity and serves retail energy customers in 15 states.
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various pipe joints according to thedesign plan since the type of coatingand wall thickness can vary based onsoil conditions and location.
For example, concrete coating may beused under streams and wetlands,and heavier wall pipe is required atroad crossings and in specialconstruction areas.
WeldingThe pipe gang and a welding crewwere responsible for welding, theprocess that joins the various sectionsof pipe together into one continuouslength.
The pipe gang used side booms topick up each joint of pipe, align it withthe previous joint, and make the firstpass of the weld. The pipe gang thenmoved down the line to the nextsection, repeating the process. Thewelding crew followed the pipe gangto complete each weld.
Hydrostatic TestAccording to the company’s eb site,before the pipeline was put intonatural gas service, the entire length ofthe pipeline was pressure tested usingwater. The hydrostatic test is the finalconstruction quality assurance test.Requirements for this test also areprescribed in the Department ofTransportation’s federal regulations.Depending on the varying elevation ofthe terrain along the pipeline and thelocation of available water sources,the pipeline was sometimes dividedinto sections to facilitate the test.
The test is done by filling each sectionwith water and pressuring it up to alevel higher than the maximumoperating pressure. The test pressureis held for a specific period of time todetermine if it meets the designstrength requirements and if any leaksare present. Once a test sectionsuccessfully passes the hydrostatictest, water is emptied from the
pipeline in accordance with state andfederal requirements. The pipeline isthen dried to assure it has no water init before gas is put into the pipeline.
RestorationThe final step in the constructionprocess was restoring the land asclosely as possible to its originalcondition.
Depending on the project’srequirements, this process typicallyinvolves decompacting theconstruction work areas, replacingtopsoil, removing large rocks that mayhave been brought to the surface,completing any final repairs toirrigation systems or drain tiles,applying lime or fertilizer, restoringfences, and other similar tasks.
(Reprinted with permission fromConstruction Equipment Guide.)
C O N S T R U C T I O N N E W S 1 7
1 8 S e p t e m b e r / O c t o b e r 2 0 1 2
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C O N S T R U C T I O N N E W S 1 9
The Great Recession hit thedesign and construction industryhard. Many companies have
gone out of business or trimmed backtheir operations to the bare bones.Those still afloat are frequentlycompeting for fewer jobs and are upagainst more fierce competition –often large out-of-state firms – inmarkets long considered home turf.Once-loyal clients are now consideringnew partners and demanding everlower fees, switching from design-build or other negotiated deliverymethods to the traditional design-bid-build option.
Many contractors across the countryare giving in to pricing pressures andare seemingly willing to work for zeroreturn on equity (ROE), choosing tolive off their healthy balance sheets inhope of a better tomorrow. Butcompeting on price alone is a losinggame for all who play: customerexpectations will inevitable beundershot and the quality of workcompromised. The most loyal clientswill stick with a firm even when priceis a differentiator, but how can that
kind of loyalty be inspired in a fiercelycompetitive landscape?
Many design and construction firmshave shifted their focus towardbusiness development and customerretention, which have increasinglybecome a central concern ofcompanies in the architecture,engineering and construction (AEC)industry across the country. Accordingto a business development surveydone by the FMI Corporation, astrategic partner with the AssociatedGeneral Contractors (AGC) ofAmerica, nine out of 10 contractors inthe United States have made businessdevelopment a focus in recent months(86 percent of survey respondents).Indeed, some view it as thecornerstone of their organization.Likewise, companies are moving toformalize their customer retentiontools, opting for sophisticatedcustomer relationship management(CRM) technology. However, the returnon investment (ROI) in powerful CRMsystems is not guaranteed, as FMI’sbusiness development surveyconfirmed: four out of 10 contractors
stated they were either flatlyunsatisfied with the ROI or wereuncertain about whether it had beenachieved.
FMI reports that what’s regularlymissing is the necessary vision, valuesystem and corporate culture requiredto build a comprehensive businessdevelopment program focused onestablished long-term, trust-basedclient relationships. Companies with astrong culture have greater successdriving out positive relationship-building behaviors to frontlineemployees, and reaching those whohave an opportunity to impact aclient’s experience. Further, having avery clear strategy in place fortargeting the right clients in the rightmarkets is essential to a successfulbusiness development program.
The Oldest Trade Around: Customer Relations
The advent of CRM systemsformalized something businessleaders had always known:maintaining customer relationships
Loyal Employees,Loyal Clients:
Building Your Business The Old-Fashioned Way
by Randy Giggard and Sabine Huynen Hoover, FMI Corporation
2 0 S e p t e m b e r / O c t o b e r 2 0 1 2
even when they are not buying iscrucial to maintaining loyalty.Following a substantial investment,CRMs allow companies to caregorizeand track clients, monitoring theirexperiences on a job and targetingthem for certain marketing materials.
The avalanche of targeted advertisingand multimedia we shovel into ourspam folders each day is the result.But customers on the distant end ofnewsletters and email blasts maydetect the lack of a personal touch. Itis easy to forget that clients aren’tmeant to be “managed,” but engaged– a CRM is merely a tool for keepingtabs on a relationship.
At its most basic level, a customerrelationship starts with a balancedtransaction: provide a service andreceive funds in return. Satisfying theclient requires understanding theirgoals, values and expectations, andadapting the product and service totheir needs. Provided each party ispleased with the result, there is everyreason for that customer to seek outyour services in the future.
However, today’s market is morecompetitive than ever, and simplysatisfying expectations isn’t likely tostop a client from going next door ifthe competition can rival the price. Ifyou are able to exceed theirexpectations – going the extra mile todeliver more value, responding toquestions and resolving complaints ina timely manner – you are likely toinduce some loyalty. If they believeyour service offering is better thanevery other shop, then they are farmore likely to choose your firm again,even where price is a differentiatingfactor.
Having demonstrated value-addedservice to a client, you must give them
an opportunity to demonstrate theirloyalty to, and association with, yourcompany. Engaged customers willwant to share their feedback andparticipate in the evolution of yourcompany. To facilitate this relationship:
1) Welcome formal and informalfeedback. Include a customersatisfaction survey at the conclusionof a project and gauge projectmilestones against clientexpectations. Check in or progressduring a project with a personal phonecall. Consider soliciting a client’s inputlong after project completion – bydemonstrating that you value theiropinion, you are building trust andshowing your commitment tocontinuous improvement. Respond toqueries in a timely manner.
2) View negative feedback as anopportunity. Customers whocomplain or offer negative ratings on asatisfaction survey have neverthelesstaken the time to offer you thatfeedback. If your firm can handlecomplaints or dissatisfaction well, anddemonstrate the importance ofcustomer satisfaction to the firm, youmay likely win over that customer forthe future. Additionally, timely negativefeedback may stave off later projectissues or compromised performance,allowing the team to address an issueand refocus on the job at hand.
3) Use customer satisfaction datato improve your business.Systematic evaluation of the feedbackyou receive from customers can alertyou to weaknesses within the designand construction process – all the wayfrom preconstruction through tooperations and management.Determine what actions you can taketo have the greatest impact on qualityof product, price and customersatisfaction.
4) Create opportunities to keep intouch with clients. In the age ofausterity, leisurely interactions withclients have been diminished. Butinformation nights, projectcelebrations and client appreciationevents are all great opportunities toreinforce the ties between you andyour clients. Likewise, attending clientevents will demonstrate yourcommitment to their success.
Programming Customer Loyalty Into Your Work:
Ten Approaches
Today’s business environment is verydifferent than that of three years agowhen the pace of economic progressat both the national and global levelseemed unstoppable, withopportunities continually presentingthemselves.
With fewer prospects for growth andexpansion, today’s design andconstruction companies are forced tofact-gather and research theirmarkets, existing and potentialcustomers, as well as competitors,ever more carefully – failure to payattention to changes in old markets ornew opportunities could cost themtheir existence.
Understanding client behavior – whatmakes them tick, how they makedecisions, how they buy work and soforth – has become a critical elementin today’s business dealings,particularly in the AEC industry wherepeople and relationships play a keyrole. The following recommendationsdescribe crucial, practical stepstoward building a solid foundation fora successful customer loyaltyprogram. This information wasgathered by FMI from interviews withboth industry executives as well assenior FMI associates.
“Understanding client behavior – what makes them tick, how they make decisions,how they buy work and so forth – has become a critical element in today’sbusiness dealings, particularly in the construction and design industry wherepeople and relationships play a key role.”
In addition, the firm is engaged in a diversified civil practice and represents clients from all areas of the business community. Daniels Law Firm is a member of the following organizations:
· Contractors Association of West Virginia
· Associated Builders & Contractors, Inc.
· West Virginia Coal Association
· National Utility Contractors Association
· West Virginia Rural Water Association
· West Virginia Society of Certified Public Accountants
· American Arbitration Association
Problem Solving Is Our Business!
When you need help with construction related legal matters, you want a firm that understands the industry and has the know-how and experience required to provide cost-effective solutions. Daniels Law Firm, PLLC focuses on meeting the legal services needs of construction businesses in West Virginia and surrounding states. Our firm represents a broad spectrum of clients, including heavy highway, utility and building contractors, coal mining companies, and construction suppliers. We offer a wide range of services and can handle almost any type of legal problem for our clients. We excel in these and other areas:
Construction law Corporate and business law Government contracts Commercial and civil litigation
Arbitration and mediation Business and tax planning Insurance litigation Wills, trusts and estates
Daniels Law Firm PLLC
Daniels Law Firm, PLLC, BB&T Square, 300 Summers Street, Suite 1270, Charleston, WV 25301Phone (304) 342-6666 – www.danielslawfirm.com
Our attorneys can handle virtually any legal problems your business may encounter. Please call us at 304-342-6666, if we can be of assistance.
Offices in Kentucky, Virginia and West Virginia
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Find the right match. Building a long-term relationship starts with identifyingthe right match. If a client’s culture andvalues match with your company’sculture and values, the chances forestablishing a mutually beneficial andlong-lasting relationship increaseimmediately. As part of thisreconnaissance phase, it is alsoimportant to consider whether aclient’s core competencies andwhether they complement yourworking style (e.g., Are theycollaborative? Do they place value onwhat you bring to the table?).Evaluating opportunities through thiskind of filter can set the stage for asuccessful relationship in the longterm.
Learn everything about your clientsand their business environment. Asone study participating pointed out,“There is no end to the amount ofresearch and advanced preparationyou can do in regards tounderstanding a client’s organization.”Several interviewees talked about howthey attended their client’s tradeconferences and industry meetings toget a better understanding of what ishappening in their “ecosystem.”Knowing what is on their minds andwhat keeps them awake at night helpsyou tailor your proposals, services andproducts more specifically to theirneeds. This makes a client feelunderstood, which in turn help buildconfidence, trust and loyalty.
Connect the right people with oneanother. Some executivesunderscored the importance of goingbeyond just knowing what their clientsneeded and introducing them to theright industry stakeholders andpartners. One stated, “We go all theway upstream. For example, weintroduced a COO of a hospital inPennsylvania to a CEO of a hospital inNew Jersey, which resulted in theformalization of a patient transferagreement between the two hospitals.The PA hospital now enjoys a newrevenue stream through thatintroduction and as a result, wecultivated a strong bond with themthat was a big factor in securing asubstantial amount of fully negotiated
work.” Taking on this kind ofnetworking or facilitator role can helpleverage your client’s position andprovide you with a critical competitiveadvantage through bringing the rightpeople together at the right time.
Set very clear expectations from thebeginning and track progresscontinuously. Each client has theirown intrinsic criteria that they areassessing your firm with – they will becomparing you to priorcontractors/designers, and to theoutcomes they expect from theproject. Getting these expectationsdown on paper in explicit language –right from the beginning – will bothreassure the client that their needs areunderstood, and also provide aplatform for negotiation and conflictresolution if they are displeased withprogress. Make sure to evaluateeveryone’s expectations and level ofsatisfaction at key project milestoneseven if things appear to be goingsmoothly. If a problem does arise,timely resolution of the issue itself andthe client’s concerns in tandem willstand you in good stead for the future.
Collect feedback and build yourclient knowledge base. Once you areconducting work for a client, it isimmensely important to gatherfeedback from them on a continuousbasis. The majority of studyparticipants survey their clients insome manner (online, written surveys,phone calls, face-to-face interviews) atkey milestones throughout the project,from preconstruction all the waythrough to project closeout. Somecompanies use client feedback notjust to fine-tune operations, but also tobuild their internal best practicesknowledge base, which serves as afoundation for in house universities
and other client-related trainingprograms. The information collectedalso informs management aboutregional client behavior patterns andhelps employees tailor their responsesto client specific needs andcharacteristics.
Incentivize the workplace toencourage positive behavior. Atouching speech by the CEO at acompany-wide meeting may go a longway toward hitting the reset button onemployees long disengaged. Likewise,when senior managementacknowledges the good work of anemployee, it may spark a desire to dowell for the company amongemployees. But creating anenvironment in which these cues areconstantly encouraging employees toconnect with their work will see moreconsistent performance. Buildingfinancial and non-financial incentivesinto an employee’s work andrecognizing solid performances eitheron annual reviews or in more informalmonthly shout-outs is crucial togetting employees to switch on. In thesame vein, giving employees accessto performance gauges (from clientsand otherwise) will drive home themessage that “what you do counts”and can engender greater cooperationin a team.
Make it mean something.Management may have reached aconsensus over the importance ofcertain cultural values and employeebehaviors, but unless field employeesare committed to upholding them,they will not register with clients. Formany clients, employees on the frontline leave the strongest impression, asthey are directly involved in the day-to-day client interactions and are oftenthe first staff members to receive
“Some companies use client feedback not just tofine-tune operations, but also to build theirinternal best practices knowledge base, whichserves as a foundation for in house universitiesand other client-related training programs.”
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WV Contractors License # WV000068
complaints. As mentioned, an upsetcustomer is not a lost customer.Rather, the moment with a client isemotionally invested in the outcomeoffers unique insight into the mindset –harried by a delay in the schedule, forexample, their true feelings arerevealed. The relationship can eithersuffer from the setback, or actuallydeepen. If employees on the front-linebelieve in what they are doing andcare about the client, then the actionsthey take during “moments of truth”can enhance the client’s view of thecompany. Unfortunately, bulletin-board kernels of “employee behavior”
will not influence someone who doesnot feel motivated in their job. Gettingan employee to invest in their job andsee their role as intrinsic to theorganization will induce them tobehave in the best interests of thecompany.
Provide your team with necessarytools and training. Creating learningopportunities for staff at all stages oftheir career will not only keep themflush with leading practices andoccupational guidelines, but willencourage them to view their job asevolving – as a role that gives them
something in return for their efforts.Boredom or insecurity rather thanmalice is often the cause ofdissatisfactory interactions withclients. By investing time in trainingyour staff so that they are equipped todeal with client queries, you arecreating an opportunity for them tocontribute meaningfully to the successof the organization – this in turn canmotivate them to perform in the future.
On-the-job training often stops oncean employee is comfortable with theirduties. However, you will elicit greaterperformance from employees whohave received follow-up training thatidentifies moments of interaction withclients and offers more specificdirection on how they can maximizethe opportunity, and better anticipateclient needs.
Enlist frontline leaders and mentors.Giving employees a sense ofownership over their work at lowerlevels can extend positive cultural
Creating learning opportunities for staff at all stagesof their career will not only keep them flush withleading practices and occupational guidelines, but willencourage them to view their job as evolving – as a rolethat gives them something in return for their efforts.
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behaviors out to the front lines. Whilesome employees will be motivated bytheir progress through the pipeline,other employees will be satisfied withthe position they have, and seize ongreater responsibility at their currentlevel. Appointing shift leaders orrotating team organizers can bringemployees into the fold, where theymight otherwise have felt indifferentabout their efforts.
Creating front line leadership positionsalso opens the door to increasedtransparency and honesty at lowerlevels, where misconduct can becommon, and demonstrates to lowerlevel leaders that the company hasshown trust in them. Further,formalizing mentor relationships withinthe organization can focus employeeson developing their knowledge andskill sets by modeling themselves onsenior staff, as well as create a senseof aspiration and desire to achieveamong up-an-comers.
Break down the barriers betweendifferent silos within your company.As sales employees and operationsemployees focus on doing their jobswell, they will likely not even thinkabout the work that other departmentsperform. But the face time anoperations manager has with clientsout in the field in invaluable foedeveloping rapport and getting leadson other jobs. Likewise, sales staffmay not understand the actual worktheir operations counterparts perform,and could leverage greater knowledgeof the workings of their company insales discussions. Breaking down thebarriers between siloed departmentscan facilitate the sharing of ideas andencourage cohesiveness amongemployees. Occasionally, it may evengarner a business opportunity.
The Power of Emotionally Invested Employees
What kind of employee will go theextra mile to find an answer for aclient? What kind of employee willtake the time to walk a client throughan issue, rather than pass them alongthe bureaucratic chain? What kind ofemployee demonstrates intricateknowledge of the company’sstrengths, expertise and history? Theanswer is any employee, providedthey are motivated about their rolewithin a company. But how do you getemployees to engage, particularly in atime of flux where labor forcemovement is volatile and personnelare often spread thin?
Begin by focusing employees on thenotion that in a hyper-competitivefield, the best get-work approach issimply to act as a cohesive team. Themicro-dynamics within a company’sproject teams can already be stressful,added to which you have a strainedlabor market and fears about jobstability. So getting your employees towork with and for each other, ratherthan for themselves, is step one inhelping to build and reinforce yourcompany’s culture. You will need toearn their trust even as they fear fortheir jobs.
Once a solid work ethic is establishedamong the many employees of acompany, then that cooperativeoutlook can be used positively tocreate meaningful client relationships.Communicating to employees theimportance of maximizing theircontact with clients, and motivatingthem to act for the client of their ownvolition, will ingrain in them thebeginnings of many long-termrelationships. No amount of huffingand puffing from marketing
departments can match the sheerfirepower of having switched-on,knowledgeable, can-do employees onthe front line, to reinforce thecompany’s brand strengths andvalues. Moreover, at the bid table, alast ditch effort to convince an ownerthat your company is worth paying apremium for will never compete withan impression of hard work anddiligence built up over manyinteractions.
Once you have established a workingrelationship with a client, never lose anopportunity to find out how you can goone step further for them – successfulleaders do not view their clients ascash cows, but as collaborators whocan both inform the evolution of thecompany and facilitate change. Thisis, loosely, a definition of businessdevelopment, and a far more profitabledefinition than a vague notion ofinvestment in pursuit of “better”clients – it is important to note thatwhile people come and go, companiesendure. Relationships struck upbetween junior staff on a project inyear one may pay off in year 10 whenthose individuals are in managementand have come to wield power in thedecision-making process. Althoughthe market is volatile, companies arestill built and broken over the courseof many years, and it is the day-to-dayperformance of the most visible assets– employees – that offers the greatestopportunity for return on investment.
Article reprinted with permission fromFMI Corporation, (919) 787-8400. AnAGC of America strategic partner, FMICorporation offers consulting andinvestment banking services to theengineering and constructionindustries. For more information, visitwww.fminet.com.
“Although the market is volatile, companies are still built and broken over thecourse of many years, and it is the day-to-day performance of the most visibleassets – employees – that offers the greatest opportunity for return oninvestment.”
THE CONTRACTOR’S LAWYERExperienced, Aggressive, Successful Legal Representation
304.343.7100 phone304.343.7107 fax1125 Virginia Street, East Charleston, WV 25301wvlaw.net
We know construction.
2 6 S e p t e m b e r / O c t o b e r 2 0 1 2
Governor Earl Ray Tomblin,along with Senate PresidentJeff Kessler, House Speaker
Rick Thompson and WV Departmentof Transportation Secretary PaulMattox, in August announced theformation of a special study group thatwill examine the condition and needsof the state’s transportation systemand develop a long-term strategic planof action, including recommendationson funding.
"Today, by Executive Order, I amcalling together some of the greatestminds in business, labor,transportation and construction toform the West Virginia Blue RibbonCommission on Highways," saidGovernor Tomblin on August 14."What we need to do is look down theroad - 20 or 50 years - to see wherewe want to go with our highwaysystem in the state and how we'regoing to fund it."
More than 150 people attended thekick-off event in St. Albans, withAhern, a division of Kokosing’s, $24
By Executive Order, Governor Earl Ray Tombin formed the West Virginia Blue Ribbon Commission onHighways in August. The group brings the state’s greatest business, economic, association, development,and academic minds together with lawmakers, Department of Commerce officials and Department ofTransportation officials to study the needs of West Virginia’s highway transportation system.
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million St. Albans - Nitro bridgeconstruction project as the backdrop.
“West Virginia has the sixth largeststate-maintained highway system inthe country,” Gov. Tomblin said. “Thefederal highway trust fund is virtuallybroke and is providing only patchworkfunding. All the states realize they aregoing to have to look internally at howto pay for their highways.”
The Blue Ribbon HighwayCommission is tasked with preparingand presenting a report to thegovernor prior to the start of the 2013legislative session.
“We cannot continue to let highwaysdeteriorate,” Governor Tomblin said.“We have to be able to maintain ourhighways if we are going to have jobsand commerce in the state of WestVirginia and throughout the country.”
The committee has been asked tostudy the state’s highwaytransportation system and develop aplan to include options for funding the
maintenance, construction andexpansion of the roadway system.Recommendations are due on the firstday of the legislative session, whichwill coincide with West Virginians forBetter Transportation’s Day at theCapitol, being held on February 14.
"I have spent my entire career in thehighway industry,” said SecretaryMattox, “and I can tell you fromexperience that we are currently in themost financially trying times as a stateand as a nation when it comes to maintaining our highwayinfrastructure."
He explained that WV Division ofHighways receives about $1 billion instate and federal funding for roadprojects each year, the same amountthey have received since 1999.Despite flat revenue, expenses havecontinued to increase, yielding lessmoney each year to complete projectsin West Virginia.
“The Blue Ribbon HighwayCommission is staffed with experts in
highway transportation,” SecretaryMattox said. “We hope to get theirideas, look at what other states aredoing, and evaluate a lot of theDivision of Highway’s programs to seewhat we can do with the support ofcitizens and present it to theLegislature in February.”
The announcement came just weeksafter the federal government passed atwo-year highway bill, MAP-21. Thebill keeps West Virginia’s funding at thesame level, but places more emphasison state and local funding.
The Blue Ribbon HighwayCommission joins members of theLegislature, county representatives,municipalities, contractors, bus-inesses, manufacturers, unionrepresentatives, engineers, academia,trucking, hospitality and citizens.
"Our citizens deserve a highwaysystem that improves the safety of thedrivers, passengers and users of thatsystem, and for those that use it bothfor pleasure and tourism and
Governor Earl Ray Tomblin (center), along with House Speaker Rick Thompson (far left), Senate President Jeff Kessler (left) and WV Department of TransportationSecretary Paul Mattox (far right) in August stood together with the support of the construction industry to announce the formation of a special study group thatwill examine the condition and needs of the state’s transportation system and develop a long-term strategic plan of action, including recommendations onfunding. The announcement was made at a press conference held with the Dick Henderson Bridge, currently under construction, in the background.
2 8 S e p t e m b e r / O c t o b e r 2 0 1 2
commerce in this state," Sen. Kessler,D-Marshall, said. “We need acomprehensive and concerted effortto try to formulate a plan that will lookat the current and future highwayneeds of the state. A safe andadequate highway system buildscommerce, trade and jobs for ourpeople.”
The Senate President noted that theboom in the energy sector is putting astrain on the state’s highwayinfrastructure which is not keeping upwith the demand being placed upon it.
“We need to make sure our highwaysystem is adequate for the nextcentury,” Sen. Kessler said.
At the press conference, HouseSpeaker Rick Thompson and SenatePresident Jeff Kessler both pledgedthe Legislature's support for thecommission and said they would workto pass their recommendations in the2013 legislative session.
"I believe it's critical for West Virginiato look at our infrastructure and doeverything we can on our roads andhighways," Speaker Thompson, D-Wayne, said. "Because the byproductis, we not only get better roads to rideon, and safer roads, we also put WestVirginians to work - that's always agood thing."
The House Speaker expressed a clearunderstanding of the size and gravityof the problem facing the continuedmaintenance and construction of WestVirginia’s highways. He was alsooptimistic that the Blue RibbonHighway Commission would result inlegislation to address the problem.
“We are prepared to move forward, fixour roads, put people to work andmake it safer and easier for ourresidents to get to and from work andvisit their families in West Virginia,” hesaid. “That is our hope and the goal ofthis commission.”
The commission’s first meeting washeld in September, followed by one inOctober. Chaired by Jason Pizatella,Governor Tomblin’s director ofLegislative Affairs, the commission hasformed three committees dealing withfunding, infrastructure of the DOH andcommunications of the commission’sactivities.
With major agenda items outlined, thegroup is holding small meetingsfollowed by full commission meetings.They will also be conducting aboutfive regional meetings throughout thestate to hear comments from thepublic.
by Lindsay Stephens
Commission members are exploring all issues related to transportation funding through a subcommitteeprocess including public relations and outreach, revenue and infrastructure. Members of the committeewill identify options, develop a plan and flesh out any issues before presenting information for publiccomment and discussion.
Blue Ribbon Highway Commission Members
State Senate Senator Robert Beach, D-MonongaliaSenator Robert Plymale, D-Wayne Senator Mike Hall, R-Putnam
House of DelegatesDelegate Margaret Staggers, D-Fayette Delegate Josh Stowers, D-Lincoln Delegate Ron Walters, R-Kanawha
West Virginia Department of TransportationSecretary Paul Mattox, P.E.
West Virginia Department of CommerceSecretary Keith Burdette
West Virginia Association of Counties Commissioner Rick Handley
Mason CountyWest Virginia Municipal League
Mayor Richard Callaway City of St. Albans
County Commissioners’ Association of WVCommissioner Mike Taylor
Randolph CountyWest Virginians for Better Transportation
Joseph T. DeneaultContractors Association of West Virginia
Robert O. Orders, Jr.West Virginia Chamber of Commerce
Brenda Nichols HarperWest Virginia Business & Industry Council
Jan VineyardWest Virginia Manufacturers Association
Karen PriceWest Virginia AFL-CIO
Kenny PerdueAffiliated Construction Trades Foundation
Gary TillisAmerican Council of Engineering Companiesof West Virginia
Gary Facemyer, P.E.West Virginia Trucking Association
Fred C. Burns, Jr.West Virginia Hospitality & TravelAssociation
Carol FulksAcademic Community
Professor Tom Witt, Ph.D. Professor Andrew Nichols, Ph.D.
Citizen Members David Satterfield, Morgantown
First District Mark Baldwin, Martinsburg
Second District Wally Thornhill, Chapmanville
Third DistrictDon Rigby, Regional Economic Development Partnership, Wheeling Charles Clements, WV Route 2 & I-68 Authority, New Martinsville Marc Meachum
Bluefield Chamber of Commerce
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Affiliated Construction Trades FoundationAmalgamated Transit Union
American Council of Engineering Companies of WVAmerican Federation of Teachers – WVAsphalt Pavement Association of WV
Builders Supply Association of WVCoalfields Expressway Authority
Communication Workers of AmericaContractors Association of West Virginia
I-73/74/75 Corridor AssociationInternational Union of Operating Engineers Local 132
King Coal Highway I-73/74 AuthorityLittle Kanawha River Parkway Authority
Robert C. Byrd Corridor H Highway AuthorityShawnee Parkway Authority
Sheet Metal Air Rail Transportation
United Auto WorkersWV AFL-CIO
WV Association of CountiesWest Virginians for Better Transportation
WV Business & Industry CouncilWV Chamber of Commerce
WV Crushed Aggregates CouncilWV Economic Development CouncilWV Hospitality & Travel Association
WV Laborers' District CouncilWV Manufacturers Association
WV Municipal LeagueWV American Society of Civil Engineers
WV School Service Personnel AssociationWV Ski Areas AssociationWV Trucking Association
WEST VIRGINIA BLUE RIBBON HIGHWAY COMMISSIONSUPPORTING ORGANIZATIONS
These groups support the West Virginia Blue Ribbon Highway Commission.They are united in their request that legislators and elected leaders take acomprehensive look at our state’s transportation infrastructure challenges
and develop consensus on a long-term strategic plan of action.
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CONSTRUCTION BRIEFS
n Raleigh County MemorialAirport will soon receive $2.4 millionin Federal Aviation Administrationfunds to expand its airfield. Accordingto the Federal Aviation Administration,the grant will relieve congestion on theparking area for transient aircraft andalso accommodate aircraft that nowhave to park on the taxiways. Theproject is expected to take about fivemonths to complete and will start thisfall.
"This grant enhances theoperational safety and efficiency of theRaleigh County Memorial Airport,"said acting FAA Administrator MichaelHuerta. The expansion comes a yearbefore thousands of Boy Scouts andtheir families visit the area in for theannual Jamboree.
"This funding will increase thecapacity of the Beckley airport andimprove safety," said Sen. JayRockefeller, D-W.Va. "This expansionwill be a huge advantage for the
people and businesses aroundBeckley and also during the BoyScouts Jamboree next year. The areais preparing for the influx of visitorsand this grant will help make sure thatit runs smoothly."
The funding was provided by theFAA's Airport Improvement Program,which awards $3.35 billion annually forairport improvement projects thatmaintain the safety, capacity andenvironmental stewardship of thenation's airports …
n U.S. Representative Nick Rahall(D-W.Va.), along with Senators JayRockefeller and Joe Manchin (bothD-W.Va.), announced federalfunding from the U.S. Department ofAgriculture Rural Development forwater infrastructure projects insouthern West Virginia which willprovide economic and health andsafety benefits to rural communitiesacross the region. The loans and
grants are being provided by USDARural Development’s Rural UtilitiesService (RUS) to help West Virginiacommunities build and upgrade ruralwater systems.
Raleigh County Public ServiceDistrict will receive a Water and WasteDisposal Loan of nearly $3.7 millionand a grant of $500,000 to upgradeand extend the district’s water systemto address pressure complaints,replace leaking line, and relocate asection of line. Water service will alsobe extended to approximately 68 newcustomers in the Ameagle area ofRaleigh County. Other fundingincludes $938,800 from the state ofWest Virginia. Total cost of the projectis $5,132,800.
The Craigsville Public ServiceDistrict in Nicholas County will receivea loan of $1,977,000 for its project toinstall one storage tank, one boosterstation, and 50,400 linear feet of waterlines to serve approximately 88 newcustomers along County Route 3.Total project cost is $3,738,210.
The Lincoln Public Service Districtwill receive a grant of $879,000 and aloan of $401,000 to extend publicwater service to approximately 118new customers that currently rely onprivately owned wells, giving ruralresidents a safe and reliable source ofwater. Total cost of the project isnearly $6 million with $1.5 millionprovided by the Appalachian RegionalCommission; a $1.5 million SmallCities Block Grant from U.S. Housingand Urban Development; $525,000from the U.S. Army Corps ofEngineers; $1 million provided by thestate of West Virginia; and $175,000provided locally.
The Buffalo Creek Public ServiceDistrict in Logan County will receive aloan of nearly $4 million and a grant of$779,000 to extend public sewerservice to approximately 306 newcustomers in the Triadelphia area ofLogan County that use private septicsystems which are failing or are inpoor condition. The project will also
Jarvis, Downing and Emch, Inc., Wheeling, is building a 70,000-square-foot elementary school inMorgantown. Eastwood Elementary School, designed by Williamson Shriver Architects, Inc., Charleston,will be LEED certified and include insulated concrete walls and geo-thermal fields to help control thebuilding’s temperature. Work is expected to be complete in January. The building will be the second LEEDcertified school in the state. Photo courtesy of Williamson Shriver Architects.
eliminate one of the district’s existingtreatment plants and reroute thewastewater to another, betterfunctioning, plant. Total cost of theproject is over $4.7 million …
n The Kanawha County Board ofEducation approved $11.7 million inconstruction contracts for the new"school of the future" near EdgewoodCountry Club in September. All sevenof the approved contracts were thelow bids for the new Edgewoodschool. The largest of the bidpackages -- $6.8 million -- wasawarded to G&G Builders, Inc., ScottDepot. The board also approved a$995,000 contract with WG Tomko,Finleyville, PA; a $1.7 million bid byDougherty Company, Charleston; a$1.7 million bid by Enerfab, Pittsburgh,PA; a $155,300 bid by Brewer &Company of West Virginia,Charleston; a $302,728 bid by C&T
Design & Equipment Company,Charleston; and a $16,960 contractwith Thermal Balance, Nicholasville,KY. The total project is now estimatedat $21 million. Kanawha Countyschools will contribute roughly $11million to build the new school, withthe West Virginia School BuildingAuthority devoting more than $9million. The new Edgewood school,which will consolidate students fromJ.E. Robins and Watts elementaryschools, will emphasize web-basedtools and individualized learning …
n Right-of-way acquisition isbeing completed for the Town ofFlemington sanitary sewer systemimprovements and extension project,which will include installation of agravity sanitary sewer system in theSimpson, Flemington and Rosemontareas of Taylor County. The projectincludes over 48,500 feet of sewer
lines. There are over 150 homes in thearea with septic issues, many of whichresult in raw sewage flowing directlyinto the stream, and continues toHarrison County. Nearly 2,500 feet ofthe 48,500 feet of piping beinginstalled in the area will be in the floodplain. The system will require oneabove ground pumping station andnine stream crossings for itscompletion. The project will extend thesewage system that currently servesthe town of Flemington, and willcontinue westward along State Route76 to the Rosemont area. Uponcompletion, the project will provideservice to residents 13 miles east ofClarksburg, as well as residents 11miles southwest of Grafton. Theproject is estimated to cost $4.7million …
n Gov. Earl Ray Tomblin inSeptember announced the West
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CONSTRUCTION BRIEFS
Workers with Reclaim Company, LLC, Fairmont, are continuing to demolish adowntown Fairmont block to make way for a new $25 million state officebuilding. The project, which bid in May 2012, cost just over $1 million.
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CONSTRUCTION BRIEFSVirginia Development Office hasapproved a new property taxincrement financing ("Property TaxTIF") district and project that willauthorize funding for the developmentof water, sewer, and otherinfrastructure that will support theexpansion of developments near theUniversity Towne Center located nearWestover and Star City. TheMonongalia County Commission hadpreviously applied for the Property TaxTIF.
"Recently, I had the opportunity towalk the property where thisdevelopment is expected to takeroot," Gov. Tomblin said. "This projectholds great promise for better trafficflow, state-of-the-art facilities for WVUand the community, as well as retailjob growth in the region. This is justthe first step but it is an importantstep."
The project, developed by Mon-
View LLC, is anticipated to facilitateeconomic development in excess of$100 million in retail, commercial andother development. First on the list isimproving the Exit 155 corridor off ofInterstate 79 to open up about 250acres on the west side of theinterchange, and make a connectionto the Westover entrance as well asthe Star City intersection. Thedevelopment is modeled after theSouthpointe Business Park inCanonsburg, PA. The project also isplanned to include a baseball park,which would be used by West VirginiaUniversity, Fairmont University and aminor league baseball team …
n The City of Elkins has begun theprocess of building a new $31million water treatment plant toreplace the existing plant that datesback to 1921. The city is trying tocomplete its certificate of need with
the West Virginia Public ServiceCommission and set rates to pay forthe project. The water treatment plantfor the city of Elkins provides water for4,000 customers and three publicservice districts.
"Before any work can start or theproject can move forward, the rateshave to be in place to pay for theproject," said Bob Pingley, operationsmanager at the city of Elkins. "Severalmajor parts are original to when it wasconstructed in 1921. The river intakesand high service pumps are originalvintage, which means they’re pasttheir life span," Pingley said.
The project will involve a newbuilding that will also have two newstorage tanks, distribution and rawwater intake lines to the plant. Butthose plans are on hold until the PSCrules on rate increases passed fromordinances by the city and protestedby the local PSD's. The building is still
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CONSTRUCTION BRIEFS
1712 PENNSYLVANIA AVENUECHARLESTON, WV 25302
304-346-0763 FAX 304-343-5498WV CONTRACTOR’S LICENSE WV-2219
H
H
H
in operation supplying water to the cityof Elkins. Pingley said it’s starting toshow its age, and its now time for anew building. The PSC has up to ninemonths to rule on the rates, whichPingley said the city has already builtin for the project. Once its resolved,the project hopes to break ground inlate summer or fall. Constructionshould take two years and becompleted by 2015 ...
n Wayne County could see over$53 million in school building andimprovement projects if votersapprove a special school bondelection later this year. The WayneCounty Board of Education votedrecently to approve a $33 million bondcall for the building projects to takeplace Saturday, December 15. Thebond calls for new two schools to bebuilt: a consolidated Ceredo - Kenova
Elementary School that servesapproximately 600 students, and anew Crum PK-8 that will serve 330students. The improvement projectsinclude: new auxiliary gyms with stageareas at Wayne and Tolsia highschools; artificial football field surfacesat Wayne, Tolsia, and Spring ValleyHigh Schools; a new multipurposeroom with connecting corridors to allexisting buildings at LavaletteElementary. The board has secured$20 million in School BuildingAuthority grant money that would gotoward the new school projects ...
n The city of Martinsburg hasbegun the process of updating theirwastewater treatment plant tocomply with the Chesapeake Bayrestoration program, as mandated bythe U.S. Environmental ProtectionAgency. The city will borrow $2 million
in bonds to pay for the design phaseof the project. While the existing sewerplant meets current permit require-ments, the new plant must beoperational by December 31, 2015. Animproved treatment process will beused in the new plant that should bringthe city into compliance with the newpollution limitations for at least thenext 20 years and might actuallyexceed the EPA's nutrient reductionrequirements. The plant is expected tocost $47 million …
n West Virginia State University isplanning to build a new athleticcomplex and residence hall to becomplete by February 2014. TheUniversity will also renovate FlemingHall. Construction on the sportscomplex will begin next fall andinclude weight room, showers, lockerrooms and offices. The new residence
C O N S T R U C T I O N N E W S 3 5
CONSTRUCTION BRIEFS
WV Contractors License # WV000228
hall will include space for up to 300students in a modern “living-learning-wellness community” with an honorsfloor, academic success center, state-of-the-art technology and grab-and-go dining. Fleming Hall will see majorrenovations including the arena forathletic events and graduationceremonies. The new additions are allpart of a strategic plan, “Vision 2020:State’s Roadmap to the Future” …
n Boone Memorial Hospitalannounced in October that theyhave been approved for a $31.8million loan to be used for a newbuilding, equipment and furnishings.The loan, a Community Facility DirectLoan, comes from the U.S.Department of Agriculture RuralDevelopment program and isdesigned to help develop essentialcommunity facilities in rural areas. The
total project will cost $34.3 million.Boone Memorial will raise the $2.5million the USDA loan does not cover.The new hospital will be nearly doublethe size of the existing 40,000-square-foot facility, located about a mile offU.S. 119 in Madison. The one-and-a-half story building will house apharmacy and inpatient unit on the topfloor. The 18-month construction isexpected to begin no later than July2013. The new facility will stand rightnext to the existing hospital. Once thenew hospital is finished, the old BooneMemorial will be torn down and thespace used as a parking lot for thenew hospital …
n Highland Hospital has secured$35 million in loans to convert theformer United Hospital Center inClarksburg into a mental health facility.Clarksburg City Manager Martin Howe
says that includes a $13.8 million loanfrom the U.S. Department ofAgriculture and $21 million from twobanks. Highland is planning a $29million, 150-bed facility that willemploy about 250 people …
n The Marshall University Boardof Governors awarded a contractfor building the new ArthurWeisberg Family AppliedEngineering Complex to BBLCarlton, Charleston, which had thelowest of six bids at $47.75 million.The multi-story complex to beconstructed along 3rd Avenuebetween the Arthur Weisberg FamilyEngineering Laboratories and theRobert C. Byrd Biotechnology ScienceCenter in Huntington has an estimatedbudget of $50 million.
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MEMBERS IN THE NEWSLeo Vecellio Jr. wins ARTBA’s NelloTeer Award
W A S H I N G T O N ,D.C. - Leo Vecellio,Jr., chairman andCEO of the VecellioGroup, West PalmBeach, Florida, andVecellio & Grogan,Inc., Beckley, is therecipient of theNello L. Teer, Jr.
award from the American Road andTransportation Builders Association(ARTBA). The award annually honors amember who has made outstandingcontributions to the association’scontractors division and thetransportation construction industry.Vecellio was president of ARTBA in2007-2008, is a long-time CAWVboard member, and was the originalchairman of the Flexible PavementsCouncil of WV when it was formed in1980 (now Asphalt PavementAssociation of WV). The award wascreated in 1988 as a tribute tocontractor and past ARTBA ChairmanNello L. Teer, Jr.
Arnett & Foster and Toothman RiceMerge CPA FirmsMORGANTOWN, WV – Arnett & FosterPLLC and Toothman Rice PLLC haveannounced a merger that will make thenew joint firm one of the top 150accounting firms in the country whenmeasured by size. The merger wentinto effect on August 1.
“This is an exciting andmonumental day for the ToothmanRice team,” said Tom Aman, managingmember of Toothman Rice. “We’rebringing together 60 years ofexperience from both firms, adistinction very few can offer.
The merger represents Arnett &Foster’s second strategic growthinitiative in the last 16 months. InMarch 2011, Arnett & Foster expandedacross state lines with the opening of
a Columbus, Ohio office, a move that“enhanced the firm’s services to thegrowing sector of health care –particularly hospitals, nursing homesand medium-to-large practice groupsthroughout Ohio and contiguousstates,” states Steve Robey, presidingmember of Arnett & Foster.
The two firms share similarhistorical timelines. Arnett & Fosterwas founding in 1950 and has 90employees. Toothman Rice beganbusiness in 1952 and his 50employees. The new company hasoffices in six locations: Charleston,Bridgeport, Morgantown, Buckhannon,Lewisburg and Columbus, Ohio.
The firm is now known as ArnettFoster Toothman, PLLC.
Sneed joins P|C|SCHARLESTON, WV– David Sneed hasjoined PCS as
director of Educational PlanningServices. Sneed will work closely withthe company’s educational clients andarchitects to prepare specifications fornew school construction. Sneed hasover 30 years of experience in schoolplanning and design and will beresponsible for expanding PCS’sservices to include projectdevelopment and educationalplanning. Sneed will also assist in theexpansion of the Charleston officethrough business development andproject procurement.
PCS is headquartered inCleveland, OH and operates offices inWheeling and Charleston. Thecompany specializes in constructionmanagement, owner representation,cost estimating and scheduling. Theyoffer a variety of project deliveryoptions.
ARTBA announces 2012 officersand directorsWASHINGTON, D.C. – The AmericanRoad and Transportation BuildersAssociation (ARTBA) announced
during their National Convention heldin Memphis, Tennessee in Septemberthe election of Stephen D. Wright as2012-2013 chairman. Wright is thepresident and chief executive officer ofthe family-owned Wright BrothersConstruction Company in Charleston,Tennessee. Also chosen as directorsof the national transportationassociation are Doug Black, CEO ofOldcastle Materials, Atlanta, Georgia,as senior vice chairman; Nick Ivanoff,president and CEO of Ammann andWhitney, New York, New York, as firstvice chairman; and John Kulka,president and CEO of HRI, Inc., StateCollege, Pennsylvania, asnortheastern region vice chairman.
ZMM Architects and Engineersannounces staff additionsCHARLESTON, WV – ZMM Architectsand Engineers has made a number ofadditions to its architecture andengineering team. Thomas L. Younghas joined ZMM as the director ofclient relations and businessdevelopment. He is a recognizedEducational Facility Planner andbrings more than 15 years ofexperience planning educationalfacilities and nearly 30 years ofexperience working in the buildingdesign and construction industry.
Joe Sinclair has joined the firm asa project architect. He earned adegree in architecture from FairmontState University and a master’s inarchitecture from the SavannahCollege of Art and Design. Sinclair isa former director of sustainablebuilding technologies and an adjunctprofessor at Kanawha ValleyCommunity and Technical College.
Also joining the firm are MichaelSipe as a structural engineer, AaronOuellette as an electrical designer andNicholas Kidd as a mechanicalengineer.
ZMM is a full-service architecturaland engineering firm founded in 1959that is involved in the design of
C O N S T R U C T I O N N E W S 3 7
MEMBERS IN THE NEWSeducational, correctional, military,justice, office, industrial, multiunitresidential, health care and highereducation facilities throughout WestVirginia.
Americast and Hanson Pipe formpartnership RICHMOND, VA – Americast andHanson Pipe & Precast have partneredto form a new joint venture companycalled Concrete Pipe & Precast LLC(CP&P). The new company consists ofselected Americast and Hanson Pipe& Precast operations.
“The construction industry hasbeen severely impacted by theadverse economic conditions over thelast five years,” said AmericastPresident Bill Tichacek. “Iwholeheartedly believe that this
partnership between two best-in-classprecast and pipe manufacturers willenable us to build a more efficient,sustainable company that ispositioned to succeed in a dynamicmarketplace.”
The company manufactures,markets, and sells a complete line ofconcrete pipe and precast products inthe mid-Atlantic and southeasternUnited States. Manufacturing facilitiesare located in Martinsburg, WestVirginia, as well as multiple locationsin Virginia, Maryland, North Carolina,South Carolina and Georgia.
“This joint venture in theseselected markets will allow ourcombined operations to remaincompetitive and strong in today’sevolving marketplace while ensuringour customers and the communitiesthey service receive the qualityconcrete products they’ve come todepend on,” said Hanson Pipe &
Precast Senior Vice President BobChristensen.
Jefferson Asphalt renames road inhonor of John J. ThomasCHARLES TOWN, WV – JeffersonAsphalt Products Company hasannounced their road has beenrenamed in honor of John J. Thomas,president and owner of the companysince 1969. Thomas passed inJanuary of 2011. The company is runby his sons, John J. Thomas Jr., andJ. Michael Thomas. Jefferson Asphaltspecializes in asphalt paving andasphalt plant sales. The company alsoperforms excavating, utility installationand site development.
C O N S T R U C T I O N N E W S 3 9
NEW MEMBERSAssociate Membership:
Enterprise Rent-A-Car of WestVirginiaAuto /Truck Rental and Leasing4970H Teays Valley RoadScott Depot, West Virginia 25560(304) 720-6899(866) 678-6232 [email protected] www.enterprise.com James Withers, District Manager
Hendrickson & Long, PLLCLaw FirmP.O. Box 11070 Charleston, West Virginia 25339
(304) 346-5500(304) 346-5515 [email protected] www.handl.com David K. Hendrickson, PartnerR. Scott Long, PartnerGene Bailey, Attorney
Modular Space Corporation(ModSpace)Mobile Office and Storage Rentals100 Andys Way South Charleston, West Virginia 25309(304) 756-2500(304) 756-1075 [email protected] www.modspace.com
Charles Paquin, President & CEOJames D. Sheets, Vice President Faith Robinette, Territory SalesManager
QT Equipment, Inc. Truck Mounted Cranes, Tool Boxes,Parts3758 Sleepy Hollow DriveHurricane, West Virginia 25526(304) 989-0749(304) 757-0952 [email protected] www.qtequipment.com Dan Root, PresidentDave Root, Treasurer Brian Conrad, Sales
WVCN would like to extend a very special thank you to The Friedlander Company who has suppliedthe Grand Door Prize at the Annual Meeting for 42 consecutive years. This was, in error, omittedfrom the July/August issue which covered the Annual Meeting.
Paul (Skeeter) Laskody, Jr.Morgantown, [email protected]
John ZimnoxCharleston, [email protected]
Our Quality and Service is Unmatched
JUST PLANE GOOD!
And we’ve done it well since 1978
PROFESSIONALDIRECTORY
WV CONTRACTORS LICENSE: WV 001124
P.O. Box 31083601 7th AvenueCharleston, W.Va. 25331(304) 744-5314(800) 642-8598 US WATS
683 Hornbeck RoadMorgantown, W. Va. 26508-2472(304) 296-7438
1221 Hedgesville RoadMartinsburg, W. Va. 25403(304) 262-8103
Offering Fire Suppression and Fire Alarm Services
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(304) 529-3328 Fax No. (304) 529-3325Famco, Inc.
GENERAL CONTRACTORSRICHARD C. SMAILES BOX 1577President HUNTINGTON, WV 25716
WV CONTRACTORS LICENSE: WV 000408
PROFESSIONALDIRECTORY
S I N C E 1 9 4 6
• CONSTRUCTION FABRICS
• FIBRE FORMS - 8” TO 42” DIAMETER
• POLYFILM - CALCIUM CHLORIDE
• CURING COMPOUNDS
• WIRE MESH - REBAR - NAIL STAKES
• SIKA CHEMICALS
• MASTER BUILDERS PRODUCTS
• ROOF DECK - FORM DECK
1 24th Street
P. O. Box 6587
Wheeling, WV 26003
(304) 232-1040
(304) 232-1137 Fax
WV Contractor License: WV 022303
LICENSEDTO
MILL!Asphalt & concrete planing, profiling
and deck scarification
DONEGALConstruction Corporation1-800-864-42061235 Marguerite Lake RoadGreensburg, Pennsylvania 15601
WV CONTRACTORS LICENSE WV025398
PROFESSIONALDIRECTORY
GREEN MOUNTAIN COMPANYReclamation Site Work Heavy ExcavationRodney W. Clay, President 511 50th Street304/925-0253 Charleston, WV 25304
WV CONTRACTORS LICENSE: WV 002057
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WV Contractors License #WV041715
C O N S T R U C T I O N N E W S 4 3
PROFESSIONALDIRECTORY
Martin Marietta Aggregates
Branches:Burning Spring Mine (Parkersburg-Rt. 50)CharlestonInstituteManheim (Clarksburg-Grafton)New MartinsvilleParkersburgRavenswoodSt. MarysApple Grove, OHWheeling/Martins Ferry, OH
LIMESTONE • SAND • GRAVELBY TRUCK, BARGE OR RAIL
300 Star Avenue, Suite 312Parkersburg, WV 26101
(304) 485-7341
Charleston (304) 343-4571
S M H Construction Co., Inc.P.O. Box 1912
Beckley, West Virginia 25802-1912
Sumith P. Hapuarachy Residence: 304/253-7610President Office: 304/877-6451
WV 000572www.smhconstructiongroup.com
www.TRCSolutions.com
David E. Clevenger, P.E.One Kenton Drive, Suite 200
Northgate Business ParkCharleston, WV 25311-1256
Voice (304) 346-2599FAX (304) 346-2591
MAILING ADDRESS: LOCATION:P.O. Box 429 575 New Golf Mountain RoadInstitute, WV 25112-0429 Cross Lanes, WV 25313Phone: (304) 776-0448 Fax: (304) 776-0451
Contractors License #WV006833
TEAYS
RIVER
CONSTRUCTION
PROFESSIONALDIRECTORY
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PROFESSIONALDIRECTORY
Shamblin Stone, Inc.Fast Courteous Service is our Business
Providing the following statespecification materials
• Sand • AgLime
• Gravel • Bedding Materials
• Salt • Limestone/Rip Rap
Trucking & Barge UnloadingOhio and Kanawha Rivers
USDOT 188865 ICC MC 183455
Wilson Island, Dunbar, WV Port Amherst, WVRt. 61, Marmet, WV Hugheston, WVRT. 35-Scary Creek Robertsburg, WV
WV CONTRACTORS LICENSE: WV 004152
304-766-7316/FAX 766-7325
SERVINGWEST VIRGINIA
ROOFING & SHEET METAL COMPANYSheet Metal - HVAC Design - Roofing
HVAC Service - Shop Fabrication
Parkersburg Morgantown304-485-6593 304-328-5244Charleston Cumberland, MD304-755-8135 304-738-0502
WV CONTRACTORS LICENSE: WV 000104
McCloy Construction Company . . . . . . . . . . . . . . . . . . . .23
Middletown Tractor Sales . . . . . . . . . . . . . . . . . . . . . . . .16
Miss Utility of West Virginia . . . . . . . . . . . . . . . . . . . . . . .18
Peerless Block & Brick . . . . . . . . . . . . . . . . . . . . . . . . . . .46
Pounding Mill Quarry Corporation . . . . . . . . . . . . . . . . . .39
Professional Directory . . . . . . . . . . . . . . . . . . . . . . . . . . .40
Rish Equipment Company . . . . . . . . . . . . . . . . . . . . . . . .48
RoadSafe Traffic Systems, Inc. . . . . . . . . . . . . . . . . . . . .43
Rudd Equipment Company . . . . . . . . . . . . . . . . . . . . . . .17
Shamblin Stone, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . .45
The C.I. Thornburg Company, Inc. . . . . . . . . . . . . . . . . . .44
Thrasher Engineering, Inc. . . . . . . . . . . . . . . . . . . . . . . . .45
Vecellio & Grogan, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . .35
Walker Machinery . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2
Welding, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34
Wells Fargo Insurance Services . . . . . . . . . . . . . . . . . . . . .3
West Virginia Tractor Company . . . . . . . . . . . . . . . . . . . .38
BB&T Carson Insurance . . . . . . . . . . . . . . . . . . . . . . . . .37
Boca Construction, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . .40
Boxley Materials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .40
Bowles Rice, Attorneys at Law . . . . . . . . . . . . . . . . . . . .13
BrickStreet Insurance . . . . . . . . . . . . . . . . . . . . . . . . . . . .9
Brown Edwards & Company, LLP . . . . . . . . . . . . . . . . . .29
C & R Materials, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . .41
Carr Concrete Corporation . . . . . . . . . . . . . . . . . . . . . . .33
Cleveland Brothers . . . . . . . . . . . . . . . . . . . . . . . . . . . . .31
Contractors Supply Corporation . . . . . . . . . . . . . . . . . . .41
CTL Engineering, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . .32
Daniels Law Firm, PLLC . . . . . . . . . . . . . . . . . . . . . . . . .21
Donegal Construction Corporation . . . . . . . . . . . . . . . . .42
The Friedlander Company . . . . . . . . . . . . . . . . . . . . . . . . .5
Johnstone & Gabhart, LLP . . . . . . . . . . . . . . . . . . . . . . .25
Greer Industries, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . .42
Martin Marietta Aggregates . . . . . . . . . . . . . . . . . . . . . . .43
ADVERTISERS
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West Virginia Construction News2114 KANAWHA BOULEVARD EAST
CHARLESTON, WV 25311
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U.S. Postage PAIDCharleston, WVPermit No. 568
