It’s no secret that America’s water infrastructure is in a state of crisis. Water infrastructure in the US is functioning far past its designed operating life, with a water main breaking somewhere in the US about once every two minutes. All those leaky pipes waste about 1.7 trillion gallons of water a year, or about 17% of the US public water supply.
According to ITT’s recent Value of Water survey, American voters are waking up to the issue. Ninety five percent of voters rate water as “extremely important,” more important than services like heat or energy. 80 percent stated that water infrastructure was in need of reform, and 63 percent stated that they would pay an average of 11 percent more for water to address the problem.
Charging more for water has been a hot button political issue for years, and there is a big gap between accepting a rate increase on a survey and accepting one in real life. Still, the survey indicates that consumers are willing to spend dollars and exert political muscle to keep water clean and reliable, as illustrated by this recent PSA:
A big THANK YOU goes out to our annual sponsor, McGraw-Hill Construction/Dodge. If you have attended a DBIA-Ohio Valley Region event you
most likely met Jodie Wills. Jodie is
the representative for Kentucky and Southern Ohio territory of Editorial. If you have news or a new construction
project, she’s the person to call.
Jodie has been with McGraw-Hill Construction/Dodge for over
18 years.While her territory is local,
she covers national news brought by General Contractors and Developers
headquarters in Kentucky and Southern Ohio.
Dodge is a nationwide construction news publication.It updates more than 5,000 projects every
business day to a national database of 400,000+ active projects, both public
and private. Dodge organizes, customizes, and produces these reports in a variety
of formats to suit your needs.
Dodge print publications cover all construction stages in over 150 U.S.
geographies. Construction project information included are pre-planning to the
start of the project so you can sell products, prepare bids, and/or enter
negotiations. Formats range from daily newspapers, weekly editions and daily bulletins. For more information about McGraw-Hill
Construction/Dodge visit www.construction.com. Contact Jodie Wills at Jodie_Wills@mcgraw-hill.com or by
phone at (812) 948-0402
Of course, project management started a long time ago, but working
remotely has brought new challenges. I recently asked him whether you
can still take a “lazy” approach to PM when handling remote teams is so
Email is one of those things that was supposed to make our lives
easier and has wound up consuming way too much time. It’s even a bigger
problem for remote teams, because popping your head over the cubicle
like a meerkat isn’t an option. How can you reduce the volume of email
while increasing your team’s productivity?
When I became a pro golfer, I learned very quickly what happens when
you start to have some success on the course: The better you play, the
more people ask of you. Suddenly, everyone thinks they know what’s best
for you and people you haven’t spoken to in years call because they say
they want to help you out. Of course, it’s always dangerous to listen to
the people who don’t have your best interests in mind. But it’s equally
as dangerous to shut everyone out and make decisions in a vacuum.
I used to think, “no one knows me better than I do” — which pretty
much meant that I didn’t bother to ask anyone else when it came time to
make an important decision. Over time I was surprised to find that,
whether I liked it or not, I have gathered a small circle of people
around me that know me better than I know myself. And that is incredibly
Whether I shoot 50 or 100, these are the people who are consistently
honest with me. I call them my “board of directors” and they each play a
specific role when it comes to how I manage my career:
By Julia Billen, CEO, Warmly Yours, Long Grove, Ill.
I run a radiant heating products
company — we’re closely linked to the remodeling and new construction
sector, which showed signs of trouble even before the economy collapsed.
My finance consultants told me I was going to lose a lot of money in
2008 — in the many millions — and that if I wanted to avoid bankruptcy I
needed to start cutting costs by slashing my workforce.
I told them I wasn’t going to fire a single one of my 60 employees.
I’d watched my father-in-law deteriorate after getting fired at just 44,
and I never wanted to put someone else through that. Sure, the numbers
were bad, but there was no sense in focusing solely on the negative.
I knew we could make it through if I could just keep the company
moving. To do that, I needed to keep my employees thinking positively.
There is an
ancient Hebrew proverb that says, “Be very careful, then, how you live-not as
unwise but as wise, making the most of every opportunity.” Many “experts” teach
that in order to be more productive you must manage your time better. I
disagree! It depends more on us “making the most of every opportunity.”
consultant and author Myers Barnes says, “Time management has nothing to do
with the clock, but everything to do with organizing and controlling your
participation in certain events that coordinate with the clock. Einstein
understood time management is an oxymoron. It cannot be managed.You can’t save time, lose time, turn back the
hands of time or have more time tomorrow than today. Time is unemotional,
uncontrolled, unencumbered. It moves forward regardless of circumstances and,
in the game of life, creates a level playing field for everyone.” Getting
things depends more on focus and “making the most of every opportunity” than it
does time management.
at three ways to focus on being more productive:
A number of the articles we have written have addressed the progress
made in establishing design-build as a viable alternative to
design-bid-build for public sector work.
The desire is for public entities to obtain best value. In some
cases, design-bid-build is very appropriate. As a taxpayer, I want to be
certain that design-build can be used on those projects where it makes
the most sense.
So how do we determine which approach would be best? We could say
that the more complex the project and the tighter the schedule, the more
design-build is likely to be the best approach. But it’s not as simple
For that reason, the Design-Build Institute of America (DBIA) has
published a position statement on best-value selection (go to http://www.dbia.org/). In the statement, the DBIA stresses that the
basis for evaluation “be clearly articulated by the owner in the
requests for proposals and in making the award.”