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Wight & Company Sr. Project Manager discusses Design & Construction in Haiti

Leanne Meyer-Smith, AIA, LEED AP, a senior project manager at Wight & Company, appeared on WGN TV news on Monday, January 18th to discuss building design and construction in Haiti. As a volunteer, Leanne has traveled to Haiti several times to review the construction of a church which she designed. She is also the architect of a health care center in the Haitian village of Duchity which is currently under construction.
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Cool Construction Executive Jobs images

Some cool construction executive jobs images:

20110712-RD-LSC-0225
construction executive jobs

Image by USDAgov
From across the horseshoe shaped town of Pikeville, KY, various buildings, parking lots, temporary walkways, and above ground construction of the Pikeville Medical Center (PMC) expansion project, on Tuesday, July 12, 2011, in Pikeville, KY. After months of infrastructure construction and rain delays, one of Kentucky’s largest American Recovery and Reinvestment Act (ARRA) projects is under way. The .6 million Community Facilities Loan will finance construction of a new medical office building and parking garage. The new medical office building will house outpatient surgery, endoscopy, surgical support and provide exam, waiting and office space for 23 primary and specialty care physicians. It also will contain a medical research center to support existing research – in conjunction with Pikeville College – on health disparities, genetic research related to the prevalence of cancer and other areas, including drug and treatment trials. The new parking garage with more than 1,000 spaces will be built adjacent to the new medical building, eliminating the need to shuttle patients back and forth from remote parking areas. The new garage will provide closer and easier proximity to medical and hospital services for all patients.
Wayne Rutherford, County Judge-Executive for Pike County, says funding from ARRA is a boon for his county because it will create jobs.

“This is great for Pike County’s economy. We know we have a great hospital, and with this support, it will be even better,” said Rutherford. “The unemployment rate here is above the state average and this will stimulate jobs. There will be construction, which means lots of jobs on the front end – and even more once it is built.”

Pike County is one of Kentucky’s persistent poverty counties and the current medical facility provides health care services for a rural population of more than 68,000. This project will create 1,430 direct and indirect construction jobs, in addition to 97 long-term jobs. It is scheduled to be completed in December 2012.

“This project is a prime example of the ARRA monies being utilized for much-needed health care facility expansion in an economically-depressed region of Eastern Kentucky and Appalachia,” said Tom Fern, State Director for Rural Development in Kentucky. “This hospital has received national recognition for its quality of care, and this money will allow them to expand and build upon their success and continue providing quality health care services to the region.”

PMC was named National Hospital of the Year by the American Alliance of Healthcare Providers in November 2009. The hospital was among 400 elite health care facilities to apply for this prestigious honor. To earn this recognition, PMC competed against more than 400 hospitals, including the Mayo Clinic, the John Hopkins Hospital, Cedar-Sinai Medical Center, the Cleveland Clinic, Duke University Medical Center and Vanderbilt University.

Pikeville City Manager Donovan Blackburn said the medical center is the largest employer in Pikeville and contributes nearly million to the city through the payment of occupational taxes. He went on to say that Pikeville Medical’s success is also the city’s success because as other cities struggle with dwindling revenues, Pikeville has actually seen growth.

“This is a regional medical center that is very important to the city. Pikeville is a legal, financial and education hub for Eastern Kentucky and a gateway to rural communities in Virginia and West Virginia. There are half a million within a 50-mile radius – so it’s not just local people that depend on this facility,” said Blackburn. “From a regional standpoint it adds volume from a jobs standpoint. Everybody in this county knows someone or has family that works for Pikeville Medical Center.
“People in this area used to have to go out of the area for good jobs and quality medical services, but Pikeville Medical has changed that,” added Blackburn. "And it has impact on other parts of the city’s economy – hotels, restaurants and retail. It increases the quality of life tenfold.”

The Recovery Act was designed to spend money gradually over time in order to sustain a true recovery – with peak spending to occur early this year. While the experts agree that ARRA is already responsible for creating or saving approximately two million jobs, about 75 percent of recipients that reported on their Recover Act spending indicated their projects are less than half complete, meaning there is even more job impact from those dollars to come.
USDA Photo by Lance Cheung.

20110712-RD-LSC-0204
construction executive jobs

Image by USDAgov
From across the horseshoe shaped town of Pikeville, KY, various buildings, parking lots, temporary walkways, and above ground construction of the Pikeville Medical Center (PMC) expansion project, on Tuesday, July 12, 2011, in Pikeville, KY. After months of infrastructure construction and rain delays, one of Kentucky’s largest American Recovery and Reinvestment Act (ARRA) projects is under way. The .6 million Community Facilities Loan will finance construction of a new medical office building and parking garage. The new medical office building will house outpatient surgery, endoscopy, surgical support and provide exam, waiting and office space for 23 primary and specialty care physicians. It also will contain a medical research center to support existing research – in conjunction with Pikeville College – on health disparities, genetic research related to the prevalence of cancer and other areas, including drug and treatment trials. The new parking garage with more than 1,000 spaces will be built adjacent to the new medical building, eliminating the need to shuttle patients back and forth from remote parking areas. The new garage will provide closer and easier proximity to medical and hospital services for all patients.
Wayne Rutherford, County Judge-Executive for Pike County, says funding from ARRA is a boon for his county because it will create jobs.

“This is great for Pike County’s economy. We know we have a great hospital, and with this support, it will be even better,” said Rutherford. “The unemployment rate here is above the state average and this will stimulate jobs. There will be construction, which means lots of jobs on the front end – and even more once it is built.”

Pike County is one of Kentucky’s persistent poverty counties and the current medical facility provides health care services for a rural population of more than 68,000. This project will create 1,430 direct and indirect construction jobs, in addition to 97 long-term jobs. It is scheduled to be completed in December 2012.

“This project is a prime example of the ARRA monies being utilized for much-needed health care facility expansion in an economically-depressed region of Eastern Kentucky and Appalachia,” said Tom Fern, State Director for Rural Development in Kentucky. “This hospital has received national recognition for its quality of care, and this money will allow them to expand and build upon their success and continue providing quality health care services to the region.”

PMC was named National Hospital of the Year by the American Alliance of Healthcare Providers in November 2009. The hospital was among 400 elite health care facilities to apply for this prestigious honor. To earn this recognition, PMC competed against more than 400 hospitals, including the Mayo Clinic, the John Hopkins Hospital, Cedar-Sinai Medical Center, the Cleveland Clinic, Duke University Medical Center and Vanderbilt University.

Pikeville City Manager Donovan Blackburn said the medical center is the largest employer in Pikeville and contributes nearly million to the city through the payment of occupational taxes. He went on to say that Pikeville Medical’s success is also the city’s success because as other cities struggle with dwindling revenues, Pikeville has actually seen growth.

“This is a regional medical center that is very important to the city. Pikeville is a legal, financial and education hub for Eastern Kentucky and a gateway to rural communities in Virginia and West Virginia. There are half a million within a 50-mile radius – so it’s not just local people that depend on this facility,” said Blackburn. “From a regional standpoint it adds volume from a jobs standpoint. Everybody in this county knows someone or has family that works for Pikeville Medical Center.
“People in this area used to have to go out of the area for good jobs and quality medical services, but Pikeville Medical has changed that,” added Blackburn. "And it has impact on other parts of the city’s economy – hotels, restaurants and retail. It increases the quality of life tenfold.”

The Recovery Act was designed to spend money gradually over time in order to sustain a true recovery – with peak spending to occur early this year. While the experts agree that ARRA is already responsible for creating or saving approximately two million jobs, about 75 percent of recipients that reported on their Recover Act spending indicated their projects are less than half complete, meaning there is even more job impact from those dollars to come.
USDA Photo by Lance Cheung.

Nice Construction Superintendent Jobs photos

Check out these construction superintendent jobs images:

Puzzle 12: What is it? (Guessed)
construction superintendent jobs

Image by Chuck “Caveman” Coker
What is this object?

This must have been way too easy. Cptdrinian guessed it almost as soon as I had posted it.

When I took this photo I was standing on the west side of the south leg of the Gateway Arch. looking up along the leg. If you look closely, you can see the windows of the observation deck.

Jefferson National Expansion Memorial
11 N 4th Street
St. Louis, MO 63102
(314) 655-1700 — Visitor Information
(877) 982-1410 — Tram Tickets

The National Park Service has a web page which describes Unusual Events and Occurrences at Jefferson National Expansion Memorial. Check it out. It is part of the online book Administrative History: Jefferson National Expansion Memorial National Historic Site 1935-1980 (June 1984).

My favorite story from the book:

On Saturday, November 22, 1980, at approximately 8:55 a.m., Kenneth Swyers of Overland, Missouri, "was seen parachuting above the Gateway Arch. It appeared that Swyers landed on top of the Arch and that he was thrown off balance when the wind caught his parachute. Swyers’ parachute deflated and [he] fell down the North Leg of the Arch. Approximately [half-way] down Swyers attempted to deploy his auxiliary parachute, however it failed to open and Swyers landed on his head on the concrete terrazzo. Swyers was pronounced dead at the St. Louis City Hospital at 0950 hours."

The 33-year-old Swyers requested permission to make a parachute jump in the vicinity of the Arch on August 21, 1980, which was denied by Charles Ross, special assistant to the superintendent. Swyers watched a television program the night before his death which showed daredevil acts of parachute jumping. Swyers was himself a parachute enthusiast who had made more than 1,600 jumps, and on the morning of his death, he left a note for his wife to come to the Arch to photograph his jump. Few park employees or visitors were on the grounds before 9:00 a.m. in late November when Swyers made his jump. Park Technician Lisa Hanfgarn, hurrying to get to work on time, thought she saw an object fall down the North Leg of the Arch as she entered the doors to the complex. She reported this to Seasonal Park Technician Liz Schmidt (of the law enforcement division), who was monitoring the north entrance doors. Schmidt went outside to discover the body of Swyers lying in the midst of his parachutes, and immediately radioed to law enforcement rangers requesting assistance, an ambulance and the city police. Two St. Louis city policemen, who witnessed the jump from Wharf Street, arrived on the scene and documented the fatal injury to Swyers. An ambulance was on the scene by 8:59 a.m. Mr. Swyers’ wife was on the grounds at the time of the accident and saw her husband fall to his death. She came forward at the accident scene, viewing her husband’s body and eventually covering his face with his parachute. A large crowd gathered, composed of visitors, police and medical personnel. Park Technician Schmidt later testified that the weather was blustery, cold and windy, and that it was not a good day for a jump, near the Arch or elsewhere. The FAA was immediately notified, and an investigation eventually turned up the pilot who ferried Swyers over the Arch to make his fatal jump. As a result, Richard Skurat of Overland, Missouri had his pilot’s license suspended for 90 days by the FAA in December 1980.

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The Gateway Arch, also known as the Gateway to the West, is an integral part of the Jefferson National Expansion Memorial and the iconic image of St. Louis, Missouri. It was designed by Finnish-American architect Eero Saarinen and structural engineer Hannskarl Bandel in 1947. It stands 630 feet (192 m) tall, and is 630 feet (192 m) wide at its base, making it the tallest monument in the United States. Construction of the arch started on February 12, 1963 and was completed on October 28, 1965. The monument opened to the public on July 24, 1967.

Physical Description

The cross-sections of its legs are equilateral triangles, narrowing from 54 feet (16 m) per side at the base to 17 feet (5.2 m) at the top. Each wall consists of a stainless steel skin covering a sandwich of two carbon steel walls with reinforced concrete in the middle from ground level to 300 feet (91 m), with carbon steel and rebar from 300 feet (91 m) to the peak. The interior of the Arch is hollow and contains a unique transport system leading to an observation deck at the top. The interior of the Arch also contains two emergency stairwells of 1076 steps each, in the event of a need to evacuate the Arch or if a problem develops with the tram system.

The base of each leg at ground level had an engineering tolerance of one sixty-fourth of an inch or the two legs would not meet at the top.

During construction, both legs were built up simultaneously. When the time came to connect both legs together at the apex, thermal expansion of the sunward facing south leg prevented it from aligning precisely with the north leg. This alignment problem was solved when the St. Louis Fire Department sprayed the south leg with water from firehoses until it had cooled to the point where it aligned with the north leg.

It is the tallest habitable structure in Missouri, 7 feet higher than the 623 foot spire of One Kansas City Place in Kansas City, and 37 feet higher than the roof of Metropolitan Square in St. Louis, Missouri.

Tram

Eero Saarinen died from a brain tumor four years before the Arch was completed; prior to his death he had decided to incorporate a power lift system to obviate the need to climb the 1000-plus stairs. But the shape of the arch would have made a standard elevator impossible. After approaching several elevator companies who failed to come up with a viable method, Saarinen hired parking-lot elevator designer Richard Bowser to do the job. Skeptical city leaders gave Bowser only two weeks to submit a design, but he succeeded. By 1968, a unique tram system that combined an elevator cable lift system with gimbaled cars functionally similar to ferris wheel gondolas had been installed.

The tram is operated by the quasi-governmental Bi-State Development Agency under an agreement with the NPS.

From the visitor center one may move to either base (one on the north end and the other on the south end) of the Arch and enter the tramway much as one would enter an ordinary elevator, through narrow double doors. The north queue area includes displays which interpret the design and construction of the Gateway Arch; the south queue area includes displays about the St. Louis riverfront during the mid-19th century.

Passing through the doors, passengers in groups of five enter an egg-shaped compartment containing five seats and a flat floor. Because of the car shape, the compartments have sloped ceilings low enough to force taller riders to lean forward while seated (for this reason it’s recommended that the tallest of the five passengers in the car sit in the center seat facing the door). Eight compartments are linked to form a train, meaning that both trains have a capacity of 40, and that 80 people can be transported at one time. These compartments individually retain an appropriate level by periodically rotating every 5 degrees, which allows them to maintain the correct orientation while the entire train follows curved tracks up one leg of the arch. The trip to the top of the Arch takes four minutes, and the trip down takes three minutes. The car doors have narrow windows, allowing passengers to see the interior stairways and structure of the Arch during the trip.

Observation Area

Near the top of the arch, the rider exits the compartment and climbs a slight grade to enter the arched observation area. Thirty-two small windows (16 per side) measuring 7 by 27 inches (180 mm × 690 mm) allow views across the Mississippi River and southern Illinois with its prominent Mississippian culture mounds to the east at Cahokia Mounds, and the City of Saint Louis and St. Louis County to the west beyond the city. On a clear day, one can see up to thirty miles (48 km).

Notable Events

A time capsule containing the signatures of 762,000 St. Louis area students was welded into the keystone before that final piece was set in place.

Eleven light aircraft have been successfully flown beneath the arch, the first on June 22, 1966 when the arch had been completed for less than a year.

In 1984, David Adcock of Houston, Texas, began to scale the arch by means of suction cups on his hands and feet, but he was talked out of continuing after having climbed only 20 feet (6.1 m). The next day he successfully scaled the nearby 21-story Equitable Building in downtown St. Louis.

It was declared a National Historic Landmark in 1987.

On September 14, 1992 it was rumored that John C. Vincent of New Orleans successfully scaled the outside of the Arch with suction cups during the night, and performed a BASE jump from the top with a parachute at 7 a.m. No evidence surfaced to support his claim, and it was speculated by Park Rangers that Vincent was lowered from a helicopter onto the top of the Arch, from which he parachuted. He was jailed three months for the stunt.

On July 21, 2007, approximately 200 people were trapped in the trams or at the top of the Arch after an electrical problem occurred with the tram system. All were returned to the ground either by being taken down stairs to a service elevator, or by waiting for power to be restored. A second electrical problem caused one tram to be taken out of service the following day.

Source: Wikipedia — If you are a glutton for punishment, read Mathematics of the Arch

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Construction Nightmares: Jobs from Hell and How to Avoid Them

Construction Nightmares: Jobs from Hell and How to Avoid Them

Forty-year construction project veteran Arthur O’Leary relates actual jobs gone bad in the world of construction, dealing with plans, extras, delays, interference, scheduling, extra work, change orders defective construction, inadequate supervision, incompetent contractors, and just about every other problem that can happen on a construction job. After the reader finds out what happened on the job, what went wrong and how it went wrong, James Acret provides a legal analysis and the probable outcome of the potential arbitration or lawsuit. Acret also draws on more than 40 years of experience as a construction lawyer and legal writer to give the reader the practical information needed to handle problems on the job, and to solve them before they become nightmares.

List Price: $ 64.95

Price: $ 40.00

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Cool Construction Project Manager Jobs images

A few nice construction project manager jobs images I found:

Aiesh Ragih, KLB Project Manager
construction project manager jobs

Image by WSDOT
KLB Project Director Aiesh Ragih spoke about project delivery and construction related jobs the I-90 Project will bring.

WSDOT kicked off construction of the I-90 Snoqualmie Pass East project to improve safety and reliability of vital cross-state route.

The 5 million, 2005 Transportation Partnership Account-funded project was scheduled to begin in 2010. But a portion of the project was moved ahead a year after engineers developed a plan to build a detour bridge near the Gold Creek area at the Keechelus Lake reservoir to limit construction impacts on the movement of freight and people across Snoqualmie Pass.

Construction manager makes pitch to Norristown Area School Board

Construction manager makes pitch to Norristown Area School Board
WEST NORRITON — An architect and construction management consultant under consideration to supervise HVAC work at two Norristown Area schools over the next two years introduced himself to the Norristown Area School Board on Monday, Sept. 20.
Read more on Montgomery Life

Apartment market rebound good news for landlords, but tenants face higher rents
Apartment market rebound good news for landlords, but tenants face higher rents
Read more on Austin American-Statesman

More than million expected for Piedmont’s Beach school retrofits
There’s good news for Beach school’s seismic retrofits. The school board last week received word that it will receive $ 4.7 million in state matching funds for its construction projects, with another $ 6 million expected this fall.
Read more on The Piedmonter

Strathclyde Associates Construction Management News: Design Firms Are Reluctant to Adopt Collaborative Project Methods

Strathclyde Associates Construction Management News: Design Firms Are Reluctant to Adopt Collaborative Project Methods

 

 

WAYLAND, Mass. — Many architecture and engineering leaders believe integrated project delivery (IPD) — where architects, engineers, owners, contractors, and subcontractors work collaboratively as a team from the inception of a project and share the benefits and risks — is riddled with too many unknowns to even consider at this point, according to a survey by The Zweig Letter.

 

Strathclyde Associates Construction Management News: Participants in the survey said the lack of specific insurance protection products, no vetting in the courts, and the sheer difficulty of assembling a group of people with a common goal, are all impediments to IPD.

 

“Unfortunately I feel that IPD will only be tested when there is litigation,” said Rick Savely, chief development officer at architecture firm TAYLOR. “Then and only then will we see whether all parties will band together as one.”

 

Strathclyde Associates Construction Management News: Despite the jitters, a number of design firms are pushing the concept, which is seen as a way of producing better projects at lower costs. An evenly split majority of respondents (75 percent) said that they have either tried or are considering IPD.

 

“IPD allows competent firms to deliver increased value to their clients and achieve better returns if only by slashing bureaucracy, improving communication, and limiting rework, all while containing their liabilities through use of appropriate subcontract agreements,” said Kevin Phillips, CEO of FPM Group Ltd. in Ronkonkoma, N.Y., a full-service environmental and traditional engineering firm.

 

Respondents gave a variety of answers when asked about the greatest impediment to IPD adoption.

 

Strathclyde Associates Construction Management News: The most common responses focused on inertia, finding partners who think alike, fear of the “point of no return” with IPD, lack of specific liability coverage, legal unknowns, technological challenges, and reluctance to adopt existing IPD contracts, among others.

 

Specifically, 25 percent of respondents listed lack of specific insurance products as the biggest barrier, followed by lack of legal precedent (17 percent), and the difficulty in assembling the right team and a perception that IPD benefits some more than others (both at 13 percent).

 

Strathclyde Associates Construction Management News: Nevertheless, many among the skeptics are at least willing to give IPD a try. According to the survey, 44 percent of respondents said they would join an IPD team if they could find the right partners. Another 26 percent said they would entertain the concept if insurance products were available, and a further 26 percent said they are waiting to see how the courts look at litigation involving IPD before looking deeper.

The company was established in early 2005 to serve the booming international construction industry. We work with associate companies worldwide.

Soon after its establishment, Strathclyde Associates Trading and Management Construction Company made a number of associations mainly in the Pacific and Southeast Asia regions. These business partnerships added extra strength to Strathclyde Associates Trading and Management Construction Company. We are proud to be associated with projects in countries including Thailand, Indonesia, Singapore and Seoul, S Korea.

Strathclyde Associates Trading and Management Construction Company is passionate in the belief that from adversity comes opportunity. We believe that sustainable competitive advantage is always predicated upon the focused execution of a few core strengths or priniciples that are indemic to each particular company.


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