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THE RICHMOND REPORT February 2004

CSI RICHMOND

DINNER MEETING

Thursday, February 26, 2004

Location: The Westwood Club 6200 West Club Lane, Richmond, Virginia

Presentation

What do you expect of your Project Manager?

Panelist include:

Sam Daniel, President Daniel Company John Heisler, President J.A. Heisler Contracting

Robert Rivers, Director of Construction, Chesterfield County

Time: Board of Directors - 4:30 p.m. Reception/Registration 5:30 - 6:30 p.m.

Dinner - 6:30 Program - 7:30 - 8:30p.m.

Cost: $22.50 per person if prepaid, $25.00 per person at the door

RSVP Before Noon - Monday, February 23, 2004 804-307-3282 fax 804-752-2670 email csirichmond@wans.net

Volume 44 No. 6 ������������ ���� February 2004

www.richmondcsi.org����

Inside this Issue:

President's Report............................2

Board Minutes.................................2

Construction Project Management ...4

Products Show Comm.Notice. .........7

Products Show Announcement ........8

Seminar Speaker Bios ......................9

Program Schedule ............................10

Leadership Directory........................11

The Richmond Report

Advancement of Construction Technology

RICHMOND, VIRGINIA CHARTERED JUNE, 1959

Next Newsletter Deadline March 1, 2004

WANTED: Officers & Directors

MARCH 30, 2004 The 14th Annual CSI RICHMOND

PRODUCTS SHOW at the

Holiday Inn - Koger 3:30 - 7:00 p.m.

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THE RICHMOND REPORT February 2004

Specialty & Concrete Contracting

A. Sidney Buford Mob (804)

CSI Richmond Chapter Board Meeting January 22,2004

The Richmond Chapter CSI Board of Directors Meeting was called to order by President Sidney Buford at 4:40 p.m. on Thursday January 22, 2004 in the Westwood Club Board Room, with (7) board members in attendance. Pre-sent were Sidney Buford, Mike Bricker, Dave Shupe, Ray Dery, Bill Eubank, Gib DeShazo and Norman Jacobs. The Chapter Administrator, Leslie West, was also present. Secretary’s Report: Mike Bricker motioned, seconded by Norman Jacobs, the minutes be accepted as submitted. The motion was passed. Treasurer’s Report: Gib DeShazo presented the 7/1/2003-12/31/2003 Financial Statement ( Preliminary ) to the Board. Gib informed the Board about recent letter from CSI about Fiscal Year 2005 Chapter Dues. He will notify CSI that there will not be an increase in 2005. Sidney Bu-ford directed Gib to pay $25.00 for 1099 Form preparation. President’s Report: Sidney Buford stated concern over lack of attendance/Quorum by Chapter Officers to conduct Chapter Business. He announced a change to Mike Bricker’s contact information. Sidney made various an-nouncements from the CSI Rapid Read, CSI Show & Con-vention Information (Details) and Authorization of Dele-gates to the Forty-Eighth Annual Meeting. Administrator’s Report: Leslie West reported on an op-portunity to advertise in the National Engineers Week Spe-cial Section of the Richmond Times-Dispatch. It was de-cided that the Chapter will not be advertising in this spe-cial. Berridge Metals has requested to run an ad for em-ployment in the Richmond Chapter Newsletter. All in at-

On the fourth Thursday of each month the Richmond Chapter CSI has its monthly membership meeting. Our January meeting was a joint meeting with ACI. We had 38 people in attendance, about evenly split between ACI and CSI. It was a technical meeting on concrete petrographics. It was a good and very informative meeting and we appreciate ACI meeting with us. I saw a

lot of people I know that don’t normally attend CSI meetings. I invited them to join us anytime. There are many, many industry organizations out there and you have to choose the one that will serve you the best. CSI is probably one of the more diverse groups out there. Many organizations cater to one segment of the industry but CSI has architect, engineers, contractors, and suppliers and a lawyer. One of our most faithful attendees is Webb Moore with Hirschler, Fleischer, Weinberg, Cox & Allen. He always seems to show up for our monthly meetings regardless of the topic. You have to ask yourself why a lawyer would come to these meetings? It’s not as though he’ll connect with an architect and have an opportunity to bid a new project, or get his product specified. I suspect he sees CSI as an opportunity to develop and maintain relationships with members of our industry, and maybe as chance to learn about something new that he may need to know about in his work. I am willing to bet that he sees CSI as a long term tool for developing and growing his career. I’ll ask Webb at the next meeting why he keeps coming. Better yet, why don’t you ask Webb at the February meeting? Our February meeting will be on “What do you expect of your Project Manager?” Our panel will be Sam Daniel with Daniel Company, John Heisler with J.A. Heisler Contracting, and Bob Rivers with Chesterfield County Construction. It should be a good meeting and an opportunity for some of our young Project Managers to learn something. I’m sure Webb will be there. Join us February 26 at the Westwood Club. You might learn something. ������������� �������

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THE RICHMOND REPORT February 2004

tendance agreed to charge $25.00 for this service. Leslie will contact Berridge Metals and inform them of this fee. Officer’s Report: No report. Director’s Report: No report Advertising: No report. Awards: No report. Education/Certification: No report. Hospitality: No report. Long Range planning: No report. Membership: No report. Product Show: Bill Eubank spoke on ideas to better market the Annual Product Show. All Wall Booths for the upcoming Product Show are sold. Bill presented Gib DeShazo the Prod-uct Show Down Payment Receipt. The Fortifiber 2003 Prod-uct Show Booth/Credit issue was addressed. Bill will contact Fortifiber about this issue, and, offer them a 2004 no charge booth. Gib DeShazo will handle a stop payment on the Fortifi-ber refund check that was never received by Fortifiber. Bill verified that the two speakers for the Product Show Seminar have committed to attend. The next Product Shoe Committee meeting is set for February 2, 2004 at the Village Shopping Center, Ukrop’s Cafe at 8:00 a.m.. We need everyone’s par-ticipation! Programs: No report. Richmond Report: Norm Jacobson reminded everyone that the due date for the Richmond Report is 1/26/04. Technical: No report. Web Site: No report. Old Business: None New Business: None The next Board Meeting will be February 26, 2004 at 4:30 p.m. located in the Westwood Club Board Room. The meeting was adjourned at 5:30 P.M.

Respectfully, �����������Secretary

Chuck Starnes greeted many old friends when CSI met with ACI on January 22, 2004 at the Westwood Club

KNOW THE 2004 MASTER FORMAT

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THE RICHMOND REPORT February 2004

Construction Project Management What do your specifications say about Project Management ? To rank or prioritize the responsibilities of the construction Project Manager, as Churchill put it is, “A riddle wrapped in a mystery inside an enigma.” The Project Manager is walking into a volatile and dy-namic business. A construction project may be defined as a one-shot, time-limited, goal-directed major under-taking requiring the Project Manager’s commitment of varied organization, management and control of skills and resources. You, the synergetic Project Manager, are the one person who controls each and every activity of your particular project. The “Game Plan” is yours. The complete success or failure lies in your hands. The re-sponsible Project Manager is the chief motivator of peo-ple and positive actions and must take the initiative for all operations. Today, we find bold, complex and vigorous ar-chitectural concepts and technology which influence our activities in many ways. The Project Manager must plan and organize orderly sequences of construction activi-ties dependent on time and resources. The term “Project Manager” is used to describe many functions, but for one purpose, he or she does exactly what the word says; manage the project. His or her prime function is to see that the project gets done on time and within budget. Project Management might be described as the judicious allocation and efficient usage of resources to achieve a desired end. Astute Project Management requires at least as much art as science and as much human engi-neering as organizational management abilities. Pre-construction Planning - During the pre-construction planning phase, the Project Manager must organize and detail the project WBS - Work Breakdown Structure before scheduling the project. Defining the project “Game Plan” gives the Project Manager risk avoidance over the project schedule. CPM - Planning - CPM schedule planning, ex-amination and analysis by the perspicacious Project Manager requires that he or she remove the people’s whimsical attitude towards CPM schedules. Also, the Project Manager’s responsibilities to CPM schedules

require daily vigilance and meticulous abilities. The Project Manager should be an astute manager and articulate in the communication of CPM methodology. The methodical Pro-ject Manager must resolve the enigma of timely and adequate input to the CPM schedule. Staff Responsibilities - The Project Manager is re-sponsible for an adequate project staff and to motivate him-self and the staff [team] to complete a given project on time and within budget. This individual has to have and show a rekindling of sprit and a rededication to the profession of Construction Project Management. Documentation - The prudent Project manager must know adequate project documentation because every con-struction project requires detailed documentation to keep comprehensive and contemporaneous records. Conscientious and orderly record-keeping not only provides the information to effectively and efficiently “manage” a project, it is also

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THE RICHMOND REPORT February 2004

Project Manager should have an orderly project close-out organized. The project closeout includes as-built drawings, punch list, manuals, warranties, instructions to Owner, samples, lien affidavits, surety release and an as-built CPM schedule. T.Q.M. Management - T.Q.M. - Total Quality Management is the responsibility of the Project Man-ager. “Quality Management is not just a strategy. It must be style of working, even a new style of thinking. A dedication to quality and excellence is more than good business. It is a way of life, giving something back to society, offering your best to others.” said George Bush. Total quality management is a continu-ous improvement process to meet customer require-ments and corporate expectations - a philosophy of do-ing the right thing the first time. Software - Project Managers must be aware of any software that has bugs in the program. Do not let a software package void the logic of your CPM schedule. Project Managers must know that you cannot establish an effective planning, scheduling and control system by simply buying a software package and putting it on your computer. The Project Manager should manually draw the CPM schedule network diagram showing all logic and dependencies of activities before he or she puts the WBS activities into the computer. Communication - Communication is vital in Project Management. One of the Project Manager’s critical responsibilities is to maintain proper communi-cation links within and outside his or her project. The construction Project Manager must know scheduling philosophy and how it relates to project communica-tion. It is an overview of a number of common-sense

essential preparation for contract disputes, delays, impacts, and any litigation. Adequate documentation may also satisfy a requirement for a logical and supportable demonstration of cause and effect. Handling Delays & Schedules - All Project Managers must be prepared to handle delays with assiduous planning. Unnecessary delays can mean lost time and money, and possi-bly a trip to court. The Project Manager’s role in manage-ment of delay and schedules is a most detailed part of his or her responsibility in today’s world of construction. A must is to know the use of fragnets and Time Impact Analysis. Over the years construction methods have been characterized by low management technology; planning and scheduling tech-niques were most rudimentary and delays in performance of construction were taken in stride. All monthly CPM schedule updates must be critiqued as they relate to delays or impacts. Sub-contract Management - Construction Project Managers must manage all sub-contractors. Sub-contracting has become a major part of most construction projects. Some General Conditions require that a list of sub-contractors be approved by the Architect and Owner before awards. Since sub-contracting now represents as much as 80 or 90 % of some projects, it is extremely important for the Project Man-ager to do a superb job of managing this diversified effort. Do not overlook the requirement of coordination of sub-contractor submittals. CPM Schedule Updates - Be aware that your CPM schedule monthly update may require major changes to your project schedule. In order to have proper documentation, the Project Manager must daily record actual start and completion dates of each CPM schedule activity to provide timely and adequate input to the monthly update. All change orders and time extensions should be added to the update. The update narrative report must record change orders, out-of-sequence starts, date of each delay or impact occurrence to show the current status of the CPM schedule. Project Closeout - A key part of the Project Man-ager’s responsibilities in the project closeout phase include that of starting planning project closeout activities the day the notice to award is received. A prompt and efficient closeout is financially beneficial to all parties on the project. Sixty days prior to the projected substantial completion date, the

EDWARD H. WINKS JAMES D. SNOWA ARCHITECTS P.C.

JAMES D. SNOWA, AIA, CSI PRINCIPAL jsnowa@ws-arch.com

2119 EAST FRANKLIN STREET • RICHMOND, VIRGINIA 23223 (804) 643-6196 • FAX (804) 643-6190 • www.ws-arch.com

DESIGN PROCUEMENT CONSTRUCTION

WEBSITE www.dpcsig.org

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THE RICHMOND REPORT February 2004

FABRICATORS - ERECTORS STRUCTURAL - MISCELLANEOUS

ORNAMENTAL STEEL & ALUMINUM

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P.O. Box 785 MIDLOTHIAN, VA 23113

HENRY ZIRKLE OFF: 794-0547 RES: 794-1030 FAX: 379-5484�

overtime, as well as the costs of loss efficiency due to re-lated acceleration and out-of-sequence construction. Own-ers are counterclaiming for their increased cost of extended overhead and lost of income from the facility related to schedule delay. One way of reducing delay claims is not to build. Another is to build on schedule. A third way is to closely monitor progress by issuing excusable time extensions in a timely manner and carefully documenting non-excusable delays. Key elements relating to schedule and cost are to be studied, evaluated and analyzed fro inclusion in the con-tract specifications so as to reduce exposure to claims. These elements also serve a mechanism for determination of responsibility for delay and calculation of related dam-

principles developed through experience rather than a scholarly approach based upon extensive research. The intent is to create interest and raise the level of con-sciousness in establishing and maintaining a positive scheduling philosophy within the organization by specify communication with all project team members. Ethics - The Project Manager must at all times be aware of appropriate ethics and know the study and philosophy of human conduct, with emphasis on the de-termination of right and wrong. The principles of right conduct, especially with reference to a specific profes-sional, mode of life, a treatise of morals. Ethics, or moral philosophy, is the search of human actions in indi-viduals and social groups supply the subject matter of ethics in the construction industry. The Project Manager must establish and maintain eminent standards of profes-sional conduct, freely enter change information and ex-perience with members of the construction community, maintain confidentially of privileged information, avoid conflict of interest, avoid misrepresentation of products and services, and promote improvement of construction communication, techniques and procedures. Minimizing Delays & CPM - Construction claims are becoming increasingly prevalent and expen-sive. Many of these claims are delay or impact related and the largest cost increases to both Owner and Con-tractor. The Project Manager must mitigate delays and impacts to the project CPM schedule. Contractors are claiming cost due to increases in overhead, escalation,

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THE RICHMOND REPORT February 2004

(804)615-1175

ages. Methods for limiting claims exposure related to information requests and change orders are also dis-cussed. The too, scrutinize all schedule activity leads and lags. Minimizing delay through visibility of the CPM schedule is required by the Project Manager. There should be little argument that the greater visibility of a schedule it has, the greater the likelihood that a spurious delay related claim for extra costs may be successfully denied. A corollary argument, the murkier a schedule, the greater the possibility that a claim will be put forth and that an award for additional costs will be made. Risk Allocation - At all times the Project Man-ager should review and examine all contract documents to determine where the project risk is allocated. When we think of risk, we tend to relate only to things which are highly chancy or hazardous. Yet many risk are so com-monplace we scarcely give them a thought. In risk man-agement we must identify the risk, and make a complete risk analysis before we respond to the risk. The Project Manager must critique all exculpatory clauses in the con-tract documents to evaluate who has the risk on your pro-ject. Do you have or need a contingency for risk on your project ? Keep in mind that the Project Manager is by nature a risk taker. Take a second look at you deci-sion making procedures as to risk management. Today with the rapid trend of modern technology every Project Manager must research and study the sci-ence of circadian rhythm in order to better manage your project. Know the circadian clock of each of your team members and enhance your management techniques.

Want improved productivity? Apply circadian rhythms.

Required reading: Construction Scheduling: Prepara-tion . Liability, and Claims

Think Project Management - Norman F. Jacobs, Jr.

PRODUCTS SHOW COMMITTEE

MEETING Tuesday,

February 24, 2004 11:30 am

Ukrops - Café 2nd Floor

Village Shopping Center

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THE RICHMOND REPORT February 2004

Products Show 3:30 - 7:00 p.m. Free Admission

Heavy Hors D’oeuvres - Cash Bar - more than 60 vendors Registration Form

Name: Firm: Occupation:

Address:

Phone: Fax: Email:

� Seminar and Products Show CSI Member enclosed is a check for $55/person

Non Member enclosed is a check for $60/person

� Products Show only Please send me free tickets for Show Admission

Seminars 1:00 - 4:00 p.m.

Leon Williams, Lawrenceville Brick presenting

“BRICK MAKING, OLD & NEW” and “SPECIAL SHAPES, THE FINISHING TOUCH”

Michael J. King, FCSI, CCS presenting

“MASTERFORMAT'S MOST DRAMATIC EXPANSION”

Costs: CSI Members $55/person Non-members $60/person Seminar space is limited to 60 people. Send in your reservation & payment today.

Holiday Inn Select 1021 Koger Center Boulevard

Richmond, Virginia

TUESDAY, MARCH 30, 2004

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THE RICHMOND REPORT February 2004

architecture@huffmorris.com

Products Show Seminar Speakers Leon F. Williams, III was born in New Bern, North Carolina. He is a graduate of North Carolina State University with a Bachelor of Science degree in Engineering Operations-Ceramic Option. He was initially employed by Boren Clay Products Com-pany for six years and worked in Quality Control, engineering, and production areas at various plant locations in North and South Carolina. He was included in a six month intensive management program conducted at Wake Forest University by the Babcock School of Business while employed by Boren Clay Products Com-pany. He has been employed by Brick and Tile Corporation since 1980 and is Senior Vice-President in charge of production. Mr. Williams has been a member of the American Ce-ramic Society since 1973 and has served as an officer and a Divi-sion Chairman. In December of 2002 he was elected to the level of “Fellow” by the Society for outstanding contributions to the arts or sciences through broad and productive scholarship in ce-ramic science and technology, by conspicuous achievement in the ceramic industry, or by outstanding service to the Society. Only about 5% of the membership receive this honor. He is fifty-two years old and lives in Lawrenceville and is married to the former Marianne E. Many of New Bern and has two children, Steven and Jonathan. He will be presenting “Brick Mak-ing, Old and New” and “Special Shapes, the Finishing Touch” Michael J. King, FCSI, CCS is the Director of Engineering Specifications at ARCOM, the writers and publishers of MASTERSPEC® a product of the American Institute of Ar-chitects (AIA). Michael joined the MASTERSPEC team in May of 1986 and has accumulated over 38 years of experi-ence in mechanical design, specifications, and construction administration in Indiana, the District of Columbia, and Vir-ginia. Michael has been a speaker at several Construction Specifications Institute (CSI), AIA, and ASHRAE national conventions and Chapters and the principle instructor for several CSI and AIA national specifications seminars. Mi-chael has been one of the NIA's instructors for the National Insulation Training Program and the Insulation Energy Ap-praisal program. He has also presented seminars on CSI specification principles to several engineering firms through-out the United States. Michael is a Fellow in CSI and has served on several Institute Committees, including chairman of the Certification Committee, chairman of the Formats Subcommittee (for the 1995 Edition), and as a member of the Certified Construction Product Representative Commit-tee and the International Implementation Committee. Mi-chael was chairman of a Steering Committee that founded the International Construction Information Society (ICIS) and served four years as its President. ICIS is an association of organizations who provide national master specification sys-tems or cost information systems. Currently, ICIS consists of 16 organizations in 14 countries from four continents that publish master specifications or principles for writing specifi-cations. Michael is currently serving as a voting member of CSI's Master Format Expansion Task Team and ASHRAE Technical Committee 9.9 — Commissioning, GPC1–96R —The HVAC Commissioning Process, and GPC4–93R — Maintenance and Operation Documentation.

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THE RICHMOND REPORT February 2004

2004 PROGRAMS

1. March 30 Meeting: Product Show and

Seminar 2. April 22 Meeting: BOCA Code Changes

and How They Affect Projects - a panel discussion about how the new changes to the BOCA Code have affected projects: a developer, Bill Dupler @ Chesterfield County, an architect, and a civil designer. 10 minutes per panel member to give an overview then Q&A. NOTE: This program probably should be in the spring to give the changes implemented during the summer, 2003, a chance to have an impact.

3. May 27 Meeting: Understanding the pro-posed CSI Master Spec – Steve Weisensale and CSI National representative.

4. June 10 Meeting: Awards Picnic

EMERALD CONSTRUCTION COMPANY 9816 Mayland Drive Suite 100, Richmond, Virginia 23233

804-747-4854/ Fax: 804-747-4917 www.EmeraldConstruction.com

We Build…Relationships That Last

Congratulations, Sidney Buford on your new position

A. Sidney Buford Business Development James Fox & Sons, Inc. 11901 Old Stage Road Chester, Virginia 23836 Office: 804-717-1115

Fax: 804-717-5566 Cel: 804-513-2873 alsidbuf@aol.com

“Thank you all for keeping your ears open for me in my job search. Because of one of you, I found a new position. I

am indebted to all.” ������

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THE RICHMOND REPORT February 2004

Richmond Chapter CSI Officers, Directors and Committee Chairmen2003-2004

POSITION NAME PHONE E-MAIL ADDRESS

President Sidney Buford 513-2873 alsidbuf@aol.com

Immediate Past President Paul Sweet 371-6015 psweet@bonair.net

President Elect Carter Robertson 321-1700 carter@jonescorporations.com

First Vice President Tom Young 827-0591 Tyoung@vcu.edu

Second Vice President Mike Bricker 794-0571 mbricker@balzer-assoc.com

Secretary Dave Shupe 908-6666 richdshu@alliedbuilding.com

Treasurer Gib DeShazo 643-5100 Gib@hilemndeshazo.com

Director – 2005 Bill Eubank 282-7990 Beubank@luckstone.com

Director – 2005 Ray Dery 757-833-0232 rdery@widowmaker.com

Director – 2005 Steve Coor 240-3801 scoor@alliedconcrete.com

Director – 2004 Pat Morgan 358-2300 Pmorgan.lla@lighting.net

Director – 2004 Frank DeStephano 897-8933 Dsdgroup@att.net

Director – 2004 Bill Spell 673-6970 Bspell.whs@cavtel.net

Programs Chairman Ross Deaver 264-2701 rdeaver@FandR.com

Programs Co-chairman Norman Jacobs 779-7076 JCSCPM@aol.com

Membership Chairman Bill Spell 673-6970 Bspell.whs@cavtel.net

Membership Co-chairman Steve Coor 240-3801 scoor@alliedconcrete.com

Products Show Chairman Bill Eubank 282-7990 Beubank@luckstone.com

Products Show Co-chairman Ray Dery 757-833-0232 rdery@widowmaker.com

Richmond Report Editor Norman Jacobs 779-7076 JCSCPM@aol.com

Richmond Report Co-editor Henry Zirkle 794-0547 Hjzirkle@earthlink.net

Certification Chairman Steve Weisensale 262-7941 weisensale@adtapc.com

Education Chairman Steve Weisensale 262-7941 weisensale@adtapc.com

Web Chairman Steve Weisensale 262-7941 weisensale@adtapc.com

Advertising Chairman Joe Rosenbaum 741-2345 joe@resco-us.com

Scholarship Chairman Sam Kirby 264-2701 skirby@fandr.com

Awards Chairman Sam Kirby 264-2701 skirby@fandr.com

Long Range Planning Paul Sweet 768-8810 psweet@bonair.net

Hospitality Chairman Anne Billingham 371-7553 abillingham@dgs.state.va.us

Technical Chairman Graham Henderson 744-8972

Nominating Chairman Sidney Buford 513-2873 alsidbuf@aol.com

Region & Bylaws

Administrator Leslie West 307-3282 csirichmond@wans.net

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THE RICHMOND REPORT February 2004

The Richmond Report-CSI 9016 Peaks Road Ashland, VA 23005 Administrator: Leslie West Ph. 307-3282 Fax: 752-2670 E-mail: csirichmond@wans.net Website: www.richmondcsi.org���� The RICHMOND REPORT is the monthly newsletter of the Richmond, Virginia Chapter CSI which is distributed free to all members and interested parties in the Construction In-dustry in the Richmond area and others nationwide. The RICHMOND REPORT does not approve, sanction or guarantee the validity or accuracy of any data, claim, opinion or picture, nor endorse any advertisement.

Deadline for information to the Editor is MONDAY following the Board Meeting

ADDRESS CORRECTION REQUESTED FORWARDING & RETURN POSTAGE GUARANTEED

THE CONSTRUCTION SPECIFICATIONS INSTITUTE is a National Technical Society embracing the entire construction industry, including research and development manufacturers, material suppliers, subcontractors and prime building contractors, as well as designing and specifying Professional Engineers and Architects. The Society is dedicated to continuing education through free interchange of information and experience among its Members throughout the entire construction industry.

TO:

Next issue— March 2004

Next Board Meeting: Thursday, February 26, 2003

Westwood Club Board Room

Next Meeting:

February 26, 2004

Location: Westwood Club 6400 Club Lane, Richmond, VA

Interested in joining us? Call Bill Spell 673-6970 or email Bspell.whs@cavtel.net

Ideas for Programs? Call Ross Deaver 264-2701

Letters to the Editor: Call Norman Jacobs—779-7076 or E-mail JCSCPM@aol.com

Institute Directors: Salvatore B. Verrastro sverrastro@spilmanfarmer.com Brian Trimble, PE btrimble@imiweb.org

CSI RICHMOND CHAPTER—2003-2004 Officers & Directors PRESIDENT Sidney Buford 513-2873, Fax: 717-5566 alsidbuf@aol.com PRESIDENT ELECT H. Carter Robertson 321-1700 ext 26, Fax: 329-7023 carter@jonescorporations.com FIRST VICE PRESIDENT Tom Young 827-0591, Fax: 828-1400 tyoung@vcu.edu SECOND VICE PRESIDENT Mike Bricker 794-0571, Fax: 794-2635 mbricker@balzer.com IM.PAST PRESIDENT Paul Sweet 371-6015, Fax 786-1870 psweet@bonair.net SECRETARY David Shupe 908-6666, Fax 233-3347 richdshu@alliedbuilding.com TREASURER Gib DeShazo 643-5100 Fax 643-2929 gib@hilemndeshazo.com DIRECTORS 2004 Pat Morgan, 358-2300 Frank DeStefano, 897-8933 Bill Spell, 673-6970 DIRECTORS 2005 Bill Eubank, 282-7990 Ray Dery, 757-833-0232 Steve Coor, 240-3803