west virginia executive - fall 2013

INVENTSOMETHING

WVU student Katherine Bomkamp’s Pain-Free

Socket could improve the lives of countless amputees.

She was inspired to invent the prosthetic device when she visited wounded soldiers.

She’s been inducted into the National Museum of Education’s National Gallery for

America’s Young Inventors and named one of Glamour’s 2013 Top 10 College Women.

As the CEO of Katherine Bomkamp International, LLC, she hopes to invent more medical devices.

wvu.edu

What will you create at WVU?

I always thought,‘That could’ve been my dad.’“ ”

CONGRATULATIONS! on being WV Executive’s Youngest “Young Gun”

stfrancishospital.com

When the Old Laidley Home at 333 Laidley Street

in Charleston opened in 1913 as a 33-bed hospital,

a lasting legacy of compassion and faith was born.

Today, a century later, the same faith in Christ that

guided our early years remains the cornerstone of

our care at Saint Francis Hospital.

Our not-for-profit

mission has endured

and our trust and

faith in God’s healing

power is more present

today than ever. As we

mark our memorable

centennial year, we give

thanks for the thousands who have been touched

by our hospital – patients and families, doctors

and nurses, volunteers and caregivers, clergy

and staff – all of whom understand that

all things are truly possible through Christ. Peace be with you.

Sister Virginia YeagerVice President of Mission and

Director of Pastoral Care

Charleston, West Virginia | 304.347.6500

FaithBuilt On

w e s t v i r g i n i a e x e c u t i v e 4

introducing...

West Virginia’spremierbusiness publication!

Published by Executive Ink, LLC

Editor in Chief Kensie HamiltonCreative Director Jennifer Jett

Senior Graphic Designer Lisa AffolterProduction Assistant Amy Arnett

Production Assistant Maggie Matsko

Business Development

Vice President of Business Development Mark [email protected] • 304.543.2505

Business Development Amie [email protected] • 304.345.5517

Managing Member Linwood [email protected] • 304.543.4142

photography

Brian Persinger, Jennifer Cook, West Virginia University Photography Services, Cari Rosen, E.T. Boggess Architect, Inc., Rick Lee Photography, Sky Tourist Video, LLC, Kimley-Horn & Associates,

Inc., Boy Scouts of America, Sandra Scaffidi, American Public University System, Automated Logic, Tracy Toler, The Linsly School, Amie Lamborn, Sarah Garland Photography, Greta Foose

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West Virginia Executive is published quarterly by Executive Ink, LLC, PO Box 6277, Charleston, West Virginia 25362. All rights reserved. All contents are copyrighted by Executive Ink, LLC; reproduction in whole or part without written permission from Executive Ink, LLC is expressly forbidden and punishable by law.

West Virginia Executive is not responsible for unsolicited materials. All opinions expressed within West Virginia Executive belong to the feature’s author and are not necessarily the opinions of the publishers or Executive Ink, LLC employees.

West Virginia Executive and Executive Ink, LLC reserve the right to refuse any idea, material or subject matter, especially those of racist, sexist, pornographic or religiously derogating intent.

Throughout this issue, trademarked names are used. Rather than denoting a trademark symbol in every occurrence of a trademarked name, West Virginia Executive uses the names in an editorial fashion, with no infringement. All trademarked names are still fully protected, and anyone who uses them without permission will be prosecuted.

About thE CovEr Maribeth Anderson, a member of the Young Guns Class of 2014.

Richard L. Slater, Managing PartnerCharleston 800.924.6697 | Morgantown 877.826.6372

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As the editor in chief and one of the owners of West Virginia Executive (WVE), my job description changes daily. From arranging and executing photo shoots, selling advertising and selecting editorial to taking out the trash and changing light bulbs, I wear many hats at Executive Ink, LLC.

One of my favorite parts of my job is traveling the state, getting to know new people and introducing them to the magazine. In doing so, there is never a short supply of people who want to pitch a story for the magazine. We love that people want to contribute to our magazine, and in order to make it a little easier on those interested in writing for us, I thought I should explain the process of pitching editorial, as well as how editorial selections are made for each issue.

WVE receives hundreds of story submis-sions for each issue, but there is only room for approximately 25 stories per issue. When sending in your submission, we ask that you submit one to two paragraphs outlining the topic, the sources to be used in the article and why the article would be relevant to WVE’s readership. WVE follows the marketplace submission theory, which encourages that articles be presented with new angles, fresh twists and riveting human interest emphasis. While this is a business magazine, articles should be easy to read and interesting to all audiences. Please remember that we only publish original, first rights material.

When looking for a contributing writer, we generally look for experts in the in-dustry represented by the story pitch. At times, people submit ideas for stories they want to see in the magazine but are not eligible to author or are not interested in writing. When this happens, the editorial staff locates an industry expert to write the article. If an individual submits an idea for a story that is chosen for print and is eligible to write the article, once the article is chosen, the staff at WVE will contact the author with a word count and deadline. If two people submit similar ideas and both are eligible to write the story, we defer to the first-come, first-serve rule.

We include a travel, food and history article in almost every issue. We are always looking for interesting content on those topics, and I encourage people to submit early and often.

At WVE, we take our job—publishing a magazine that shines a positive light on West Virginia and all the wonderful people here—seriously and personally. Our staff likes to hear the little-known success stories of the Mountain State, and we love to hear about entrepreneurs and those that worked their way up the ladder in their chosen career path. Traveling the state, we’ve made a lot of contacts in a lot of industries who are enthusiastic about contributing ideas for print consideration. As industry professionals, their ideas and opinions are important to us, and as our readers, yours are too. We want to hear from you about what you want to see in the magazine. So, tell us: what do you want to read?

If you have a great idea for a story, even if you don’t want to write it, let me know! You can submit story ideas to me at [email protected]. I can’t wait to see what you come up with!

Editor’s

Energized Employees Empower West VirginiaCongratulations to our own Maribeth Anderson,

Senior Director – Government Relations, who was

named to the Young Guns Class of 2014. Her

dedication to improving West Virginia communities

and helping people she connects with every day

is a quality we honor, respect and applaud. We

congratulate the entire Young Guns class and

their commitment to making a difference in the

Mountain State.

LEADING A RESPONSIBLE ENERGY FutuRE ™

8258_ED 2013 WV ExecMag-2.indd 1 10/10/13 3:44 PM


InLetter from the Publishers

VECTRA 3D CameraThe VECTRA 3D camera captures three-dimensional photography of the subject. Using multiple cameras, it takes a number of pictures simultaneously from several different points of view. This is used to build a three-dimensional virtual model of the subject.

A. James Paine, Jr., M.D.,Certified by the American Board of Cosmetic Surgery, American

Board of Facial Plastic and Reconstructive Surgery and theAmerican Board of Otolaryngology Head and Neck Surgery

78 Brookshire Lane, Suite BBeckley, WV 25801

304-894-8519www.mountainstatecosmeticsurgery.com

After severAl yeArs of struggles, West Virginia’s construction industry is finally beginning to see some positive growth.

Consider these facts, provided by the Bureau of Business and Economic Research at West Virginia University (WVU): • Residential construction has seen a 19

percent increase from just a year ago.• Employment in the broad heavy and

civil engineering construction subsector has more than tripled during the last two calendar years.

• The overall construction industry forecast calls for the sector to record strong growth of 2.3 percent per year between 2013 and 2018. Part of that growth can be attributed to

the state’s increase in natural gas produc-tion. The natural gas industry will require new pipelines and distribution systems for transportation of the natural gas drilled, as well as the ethane and other by-products extracted during drilling. With the growing demand for additional commercial space, office space, hotels and transportation infrastructure, the natural gas industry is forecasted to be a solid market for West Virginia’s construction trades.

In this issue of West Virginia Execu-tive, you will gain industry insight from four professionals who lead construction trades organizations in West Virginia: Mike Clowser, executive director of the Contractors Association of West Virginia; Gary Facemyer, president of the American Council of Engineering Companies of West Virginia; Dave Ferguson, vice president and president elect of the American Institute of Architects West Virginia Chapter and Wendy McCuskey, president of the Associ-ated Builders and Contractors West Virginia Chapter. Interviews with these industry leaders will reveal the challenges, trends and

future direction of construction, architecture and engineering in West Virginia.

In “A New Home Among the Hills,” the Boy Scouts of America provide an inside look at not only what the new Summit Bechtel Family National Scout Reserve has to offer Scouts but how the summit was created despite West Virginia’s challenging terrain and the impact it is having on the state’s economy. Michael Mills discusses the art—and necessity—of rehabilitating existing buildings in West Virginia in “Repurposing West Virginia,” and “Against the Clock” reveals the details behind the $7.7 million runway renovation at Huntington Tri-State Airport that was completed in a mere 48 hours.

Fall also brings our annual Young Guns issue. This year, we are celebrating the induction of 12 members into the Class of 2014. While these individuals come from a variety of industries, hometowns and backgrounds, they all have in common a love for their state, a determination to succeed and a desire to give back to their communities. The Class of 2014 includes our youngest Young Gun in the history of the program. Katherine Bomkamp, president and CEO of Katherine Bomkamp International, is a 22-year-old political science major at West Virginia University who began her career early when she discovered an opportunity to make a difference in the lives of wounded soldiers.

We hope you enjoy this issue of West Virginia Executive, and we hope you will help us in welcoming our Young Guns Class of 2014.


fall 2013IN THISissue

Young Guns Class of 2014The Young Guns Class of 2014 has accelerated

past their competition. Take a look into their journey as they continue to race ahead.

85

29

Weekend Rolodexyoung Guns reloaded

For our Young Guns issue, we caught up with Todd Boggess from the Class of 2004 to talk about his successful architecture firm. By Amy Arnett

experiencing the netherlandsShare the journey of a WVU student to a model United Nations conference in The Hague for a taste of Dutch culture. By Spenser Wempe

the linsly schoolFounded in 1914, The Linsly School is an

institution older than West Virginia’s statehood. By Stacey Creely and Hayden Wright

in the chef’s corner

Le Bistro is a restaurant in Huntington that delights its patrons with delicious dishes and complementing drinks. By Matt Stickler

NotebookBlogging and your Business The secret to bridging the gap between your business and its consumers is simple: blogging. Read tips from an expert on how to use the power of a blog. By Jim Matuga the importance of Women in leadershipWomen in today’s professional arena are well-educated and highly qualified. Read about the importance of promoting women as leaders in the workplace. By Rick Slater

33

20114119122

114

26 rise of the restore

experiencing the netherlands

122in the chef’s corner

18 dogs on duty


the infrastructure funding Process Learn more about the creation of the Infrastructure Jobs and Development Council and the streamlined process it creates. By James Kelsh Around the stateThere are construction projects popping up all over West Virginia, and we have put together a collection of industry highlights. By Amy Arnett

73 the infrastructure funding Process

EXECUTIVE BUSINESS4 MASTHEAd 6 EdIToR’S JoURnAL 8 In InK 10 In THIS ISSUE 14 ConTRIBUToRS77 ARoUnd THE STATE 127 REGIonAL FoCUS 132 Ad FIndER

43

5753

73

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43A new home Among the hills

67 economic outlook

Construction TradesAgainst the clock

Huntington Tri-State Airport’s runway renovation challenged West Virginia Paving to complete a $7.7

million project in 48 hours. By Amy Arnett

A new home Among the hillsThe summit opened as the new home for the

Scouts’ jamboree this year, bringing with it a boost to West Virginia’s economy. By Dan McCarthy

repurposing West virginiaThere are many historic structures that can be

renovated into functional and environmentally-friendly structures. By Michael Mills

inside the infrastructure industryWe sat down with leaders of four organizations

in West Virginia to learn more about how this industry is moving forward. By Jennifer Jett

Buildings of the future

Read about how the use of a control system can regulate energy usage and make buildings more

green and more efficient. By Janis Nary

economic outlookDuring tough economic times, the construction

industry has been part of an improving jobs market. By John Deskins and Brian Lego

39 Against the clock

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w e s t v i r g i n i a e x e c u t i v e 14 w e s t v i r g i n i a e x e c u t i v e 14

Lisa AffolterLisa Affolter is a cum laude graduate from Marshall University who received her Bachelor of Fine Arts in graphic design in May 2006. In addition to designing magazines, Affolter works

on a variety of projects, including print advertising, business proposals and Web sites. She may be reached at (304) 941-0600, ext. 12, or via e-mail at [email protected].

Amy ArnettAmy Arnett studied public relations at West Virginia University before her position as a production assistant with West Virginia Executive magazine. Born and raised in Philippi, WV, she is a proud West

Virginian and takes every opportunity to share her love for the Mountain State. In her spare time, Arnett enjoys community service and traveling, and she rarely turns down an adventure. She may be reached at (304) 941-0600, ext. 10, or by e-mail at [email protected].

Stacey CreelyStacey Creely is the direc-tor of Public Relations and assistant director of Admissions at The Linsly School. Having served in her position at Linsly for nearly 10 years, Creely also has more than

five years of marketing and advertising agency experience. Creely holds a bachelor’s degree in communications from Bethany College. She earned her master’s degree in integrated market-ing communication (IMC) from West Virginia University in 2005, where she also serves as an adjunct marketing instructor in the online graduate IMC program. Creely resides in Wheeling with her husband, Dennis, and daughter, Olivia.

John DeskinsJohn Deskins is the director of the Bureau of Business and Economic Research at West Virginia University, where he leads the bureau’s efforts to serve the state by provid-ing rigorous economic

analysis and macroeconomic forecasting. Deskins holds a Ph.D. in economics from The University of Tennessee. His research has focused on U.S. state economic development, small business economics and government tax and expenditure policy.

Jennifer JettJennifer Jett is the creative director for Executive Ink, LLC, where her roles as a researcher, writer and editor keep her on her toes. Jett is a graduate of West Virginia State University and a 2012

graduate of Leadership Kanawha Valley. She spends her free time editing manuscripts, boating on Lake Erie and working on her novels. She resides in Solon, Ohio, with her cats, Buddy and Jovie. She may be reached at [email protected].

James KelshJames Kelsh is a partner with Bowles Rice LLP, where he has been practicing public utility law for 19 years. Much of his practice focuses on assisting municipal and public service district

clients in obtaining funding for projects and gaining the necessary regulatory approvals for projects to move forward through completion of construction. Kelsh is a graduate of the University of Virginia School of Law.

Brian LegoBrian Lego serves as a research assistant pro-fessor at the Bureau of Business and Economic Research, a division of the West Virginia University (WVU) College of Business and Economics.

Lego holds a master’s degree in agricultural and resource economics from WVU and specializes in economic forecasting and applied economic research.

Maggie MatskoMaggie Matsko, a pro-duction assistant for West Virginia Executive magazine, is a graduate of West Virginia University (WVU), where she re-ceived her bachelor’s and master’s degrees in

journalism. A Delaware native, Matsko has free-lanced for the Delaware State News and WVU’s newsletter, Signals WV. Matsko is an alum member of Phi Sigma Pi and was a recipient of the 2011 Outstanding Advertising Senior Award for the Perley Isaac Reed School of Journalism. She may be reached at (304) 941-0600, ext. 11, or via e-mail at [email protected].

Jim MatugaJim Matuga is the founder and owner of InnerAction Media, a multi-service marketing agency headquartered in Morgantown, WV. Matuga is a 1988 gradu-ate of the Perley Isaac

Reed School of Journalism at West Virginia University. InnerAction specializes in strategic planning, branding, Web site development, video production, online marketing, social media marketing and graphic design. Matuga is also the founder of SBASECAMP, West Virginia’s first co-working workplace, located in Morgantown.

CONTRIBUTORSfall

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Dan McCarthyDan McCarthy holds the position of Summit Group director for the Boy Scouts of America’s (BSA) Summit Bechtel Family National Scout Reserve’s Summit Group. A former member of the

U.S. Navy and a distinguished graduate of the Naval Postgraduate School, McCarthy has served in volunteer roles for the BSA at the council, district, regional and national levels. He is a two-time world Scout jamboree staff member and eight-time national Scout jamboree staffer. He has been recognized with the BSA’s Silver Buffalo, Silver Beaver, Silver Antelope and Order of the Arrow’s Distinguished Service awards.

Michael MillsMichael Mills is the founding principal of the Mills Group, an architecture firm located in Morgantown, WV. A graduate of Rensselaer Polytechnic Institute, he holds degrees in building

science and architecture. After graduation, he spent nine years working in architecture in Washington, D.C. before relocating to West Virginia to work on the historic B&O Railroad Station in Grafton. It was while he was serving as director of Historic Preservation at the Vandalia Heritage Foundation that Mills discovered a deep appreciation for West Virginia’s heritage, and in 2005, he started the Mills Group, which specializes in historic preservation, architectural design and planning.

Janis NaryJanis Nary is the marketing director for HSC, where she also handles business development initiatives for HSC’s Building Automation & Controls division. A journalism graduate of Marshall

University, Nary has 15 years of management, marketing and communications expertise in the private sector and nonprofit arenas. She is a member of several professional industrial and nonprofit organizations, and this year she was recognized as a recipient of The State Journal’s Generation Next: 40 Under 40 award. In her free time, she enjoys yoga, golfing, rescuing animals and duck hunting with her fiancé, Frankie Robins. She may be reached at [email protected].

Rick SlaterRick Slater is the manag-ing partner for Dixon Hughes Goodman LLP in West Virginia, an elected member of the firm’s National Executive Committee, the firm’s partner-in-charge of

campus recruiting and one of only two males serving on the firm’s Women’s Leadership Initiative Committee. Slater is a father of two talented, intelligent and inspiring young women and has a deep passion for helping to create opportunities and advancement for women where he can have a contributive influence.

Tracy TolerTracy Toler scaled Seneca Rocks at the age of 5 and has been reaching new heights ever since. Through his business, Tracy A. Toler Photography, he has become a leading pioneer, serving as creative

director and feature photographer for many of the region’s largest magazines. Known among his peers as “Mr. McGyver,” he can fix anything with a bobby pin, rubber band or Swiss Army knife. This comes in handy at home with his wife and two children. Toler may be reached by e-mail at [email protected].

Spenser WempeSpenser Wempe, a native of Harpers Ferry, WV, is an international studies major at West Virginia University (WVU). Wempe serves as a governor on the WVU Student Government

Association Board of Governors and is involved in the WVU Model United Nations Club, the Chinese Club, the Order of Omega, Young Democrats and Chi Omega, where she serves as career and personal development chair. As the 2011 Miss West Virginia, she represented the state at the 90th Annual Miss America Pageant. She is an avid traveler and has been to 49 U.S. states and 13 foreign countries.

Hayden WrightHayden Wright currently serves as an intern in the Alumni and Development Office at The Linsly School in Wheeling, WV. Wright’s role focuses on supporting development initiatives, including

the school’s 200th Anniversary Campaign and Bicentennial Celebration. A third-generation Linsly alumnus from the Class of 2009, Wright completed a bachelor’s degree in writing, literature and publishing at Emerson College in Boston this year.

CONTRIBUTORSfall


While they’re off duty, Bella and Ginger may look like typical golden retrievers, loving and eager to play. But when these girls go to work, they are part of an award-winning K-9 unit for the West Virginia University (WVU) Police Department.

Morgantown is home to some of the largest events in West Virginia, becoming

the most populous city in the state during football games at WVU. After 9/11, the department felt it needed to advance its efforts to ensure the safety of those in attendance at events.

As a result, the K-9 unit was formed, beginning with a trained explosives dog. The first dog, Raleigh, was handled by Lieutenant Bob Tucker. When Tucker was transferred to a different unit, Sergeant Joshua Cook eagerly took over the position to lead the K-9 unit. Cook is a serious dog lover who raised Bella as a pet, and he has helped transform the K-9 unit into one of the state’s most valuable law enforcement assets.

It started with training Bella to be an explosives dog, which was done with the assistance of Kathy Holbert, owner of Chiodo Kennels in Philippi, WV. Bella took well to the training and has

since been awarded the bronze medal in law enforcement excellence by the American Kennel Club—a competitive honor for which thousands of dogs are considered. Ginger, the unit’s second explosives dog, is an Adirondac Golden Retriever; she was donated to the program as a puppy by one of the country’s top breeders so she could be trained by Cook specifically. She has also been recognized for her work, receiving the honor of Top Canine in Training last year.

Bella and Ginger are joined by two narcotics dogs, Blek and Dexter, rounding out a team of canines that have become an integral part of the force. “They’re like family,” says Cook. “Being in law enforcement, it’s a close-knit bunch. It’s different from any other job in the world. The dogs are police officers, and you have to trust them with your life.”

The unit has become a law enforcement staple in the state since its inception, allowing for in-depth safety inspections at high-profile events, including visits from former President Bill Clinton. There’s even more still that Cook and his canines do. “I’m involved in just about everything,” says Cook. “I respond to any bomb threats in the state. We’ve searched planes, vehicles, trucks and open fields. It seems there’s always something new going on that we can help do.”

“We also do a lot of community outreach,” says Cook. “We talk to kids and let them see the dogs.” Within the community, the unit is consistently met with enthusiasm and respect, which is also part of the safety role they play.

The program is maintained with funding provided by the athletics program at WVU. They also provide Cook and his staff with training aids to help manage the dogs’ extensive exercises. Cook explains that there are always new elements arising in the field, so continuous practice keeps the dogs sharp and current with all of the hazards they might encounter.

Cook firmly believes Bella, Ginger, Blek and Dexter are an advantage to the team that could never be replaced. “My dogs are a big part of our family at work. They love their jobs and are focused and driven, but at home with their handlers, they cut loose and relax,” says Cook. “They could be described as our department’s unofficial mascots. They love visiting with people in the community almost as much as their work. They are great ambassadors for our department and our state.”

By Amy Arnett • Photography by Brian Persinger, Jennifer Cook and West Virginia University Photography Services

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Young Guns

As a young architect at his family’s design firm, welcoming Todd Boggess into the Young Guns Class of 2004 was an easy decision. His outstanding design work, positive client relationships and service-minded outlook exemplified the award’s criteria.

Today, Boggess continues to work along-side his family at E.T. Boggess, Architect, Inc. (ETB), providing design services to the region, including locations around West Virginia and Virginia. Amidst his busy schedule, Boggess took some time to share his thoughts about keys to success, family and work balance and creating a work environment that brings out every employee’s ability to make a difference.

WVE: As a Class of 2004 Young Gun, you stated, “My personal philosophy is to always keep the lines of com-munication open. I need to listen to the wants and needs of my clients to fully understand their goals.” How has that philosophy continued to benefit you in the field of architecture?

TB: As a firm, we have been fortunate with the variety of clients and projects we have had the privilege to serve. By focusing on the wants and needs conveyed during the design process, each project is a fresh start and a new venture. I feel that this commitment is reflected in the uniqueness of each project, each community and each client. Positive feedback comes from designing to satisfy the client’s specific needs. You can’t do that if you don’t listen to the client first.

WVE: How has architecture evolved since you began your career in the industry?

TB: I have seen some significant changes in how we deliver and provide professional services while some aspects of the profes-sion have stayed much the same. I started drafting in junior high school, pencil on vellum. I remember transitioning to overlay

drafting on mylars and running sepia prints and blueprints in the office. Our blueprint machine was named “old squeaky.” I went from overlay drafting in layers during the 1980s to working toward 3-D computer models of our designs. As our experi-ence grew and programs were developed, computer modeling, new imagery and design graphics became our most effective tools. We are able to explore and study design alternatives more effectively, and the increased awareness of design allows us to better understand the wishes and needs of our clients. Architecture should be a direct response of the client’s needs and short-term and long-term goals. It should be comfortable in the setting but still current.

WVE: In your Young Guns feature, you were also quoted as saying, “I feel a good reflection of my success is the many relationships I have developed through the design and building process.” Now, 10 years later, how have those relationships grown?

TB: We have continued to build on the relationships that have been developed over the past 10 years. We continue to have many repeat clients but have also developed new relationships. New projects

in different parts of the state have also provided new opportunities with different contractors and consultants we had not worked with before. A partnering attitude within the entire project team, including architect, client, consultants and contrac-tors, guides our direction. I try to keep this a focus for a common goal.

WVE: You have served on various boards for charitable foundations. How has community service provided opportunities for you and for others?

TB: I was raised by loving parents who were very involved in the community, so from a very young age, I was always taught that you give of yourself. Now as the president of a business, that philosophy is no different. Employees at ETB have a wide variety of interests, and I encourage them to pursue these opportunities. I see them making a difference and continuing to have a positive impact on the communities we serve.

By Amy ArnettPhotography by E.T.

Boggess, Architect, Inc.

Todd Boggess

Class of 2004Class of 2004

124 Virginia Street, East Charleston, WV 25323

(304)342-4158 (800)427-4158

www.searsmonument.com

Creating New Memories for Past, Present and Future Generations

23

When most people think of a café, several things come to mind: delicious treats, de-lectable drinks and a relaxed atmosphere. Entrepreneurs’ Cafés all across the state, though, are cooking

up more than just food. These entrepre-neurship-focused cafés are brewing up ideas and exposure for new businesses.

The first café was established in Huntington in 2012 when Create Huntington started a program called CAFE (Creative Arts Funding Endeavor) Huntington. The group had previ-ously seen other small organizations raise efforts to fund artistic projects in cities like St. Louis and Chicago. Upon attending an Unlimited Future event, Thomas McChesney, a member of Create Huntington, approached Gail Patton, the executive director of Unlimited Future, about using a similar model as the café to serve the community as a business incubator and resource center for startup local businesses. The end result was the first Entrepreneurs’ Café. When the success and growth of the Huntington program peaked, Vision Shared’s Entrepreneurship Committee made it a priority to spread

awareness about this great opportunity for local startups. Today, there are 10 Entrepreneurs’ Café programs around the state.

During a café event, four to five local entrepreneurs are given the opportunity to share their ideas or projects to attendees who pay $15 cash at the door for admis-sion. With that same fee, attendees enjoy a meal and cast a vote on their favorite project. The entrepreneur who receives the most votes for his or her idea or project wins the proceeds from admission at the event, as well as a special cash award from Vision Shared. The prize, at times, is in excess of $1,000. The winner then moves on to compete statewide for a possible $2,500 from Create West Virginia.

“I like that the café events are so per-sonal,” says Susan Wolcott, the owner of Yarnability, a sewing shop located in Shepherdstown. “It’s businesses helping each other, which is very grass roots.” Wolcott was the grand prize winner last March at the Entrepreneurs’ Café held in Bardane. As a result of the cash prize, she has expanded her shop to include sewing workshops under the name Sewinclined. She used the prize money to purchase sewing machines for the workshops so people who don’t own a machine can still learn through hands-on experience.

Since putting together an Entrepreneurs’ Café is a joint effort, both the café organizers and Vision Shared work together to make it a success. Each of the Entrepreneurs’ Cafés is organized by the individual communities. The organiz-ers decide on the dates and frequency of events, market the café and locate presenters, and Vision Shared provides templates for marketing, presenter ap-plications and tele-training for presenters when requested. Community organizers set the event price; sell tickets, which can be purchased in advance and at the door, and select the presenters.

“We hope some of the successful entrepreneurs from the past will take an interest in encouraging others to follow in their footsteps,” says Patton. “Even the businesses that don’t win are able to gain valuable exposure and make lasting connections as a result of participating.”

Because Vision Shared has received so much positive feedback from the participants at each one of the cafés across the state, they are exploring the idea of adding more programs. “One of the best things we've heard from event attendees is that because of the low cost of participating, they feel like they are part of improving business development in their local communities, even though they may not have the means to invest considerable resources,” says Rebecca Randolph, president of Vision Shared.

“I have had many presenters tell me what a difference the grant has made for their microbusinesses,” says Patton. “Even the smallest amount can help jump-start their dreams into reality.”

By Maggie Matsko Photography by Cari Rosen

Entrepreneurs’ Café Brewing

up Support for New

Businesses Across the Mountain

State

Peter Corum, the owner of Morgan’s Grove Market and a sponsor of a 2012 Entrepreneurs’ Café in Shepherdstown, holds the event’s grand prize check. Peter Corum, the owner of Morgan’s Grove Market and a sponsor of a 2012 Entrepreneurs’ Café in Shepherdstown, holds the event’s grand prize check.


The age of the Internet and social media have revolutionized the job market in ways that could have never been predicted. With social media sites like LinkedIn

designed specifically to serve as a professional showcase, other companies have found ways to take advantage of the online movement.

Glassdoor.com is a Web site that markets itself as “an inside look at jobs and companies.” The site operates as a search engine for multiple types of information that include job opportunities, employee reviews, salaries and interview questions all submitted by those with first-hand experience with a company.

Glassdoor makes efforts to include reviews written only by employees, interviewees or the companies themselves, which is accomplished through evaluating every submission before posting it. According to the Web site, Glassdoor requires that each user certify his or her e-mail address and employee relationship to the company when posting any content. “This verification process allows us to put measures in place to identify suspicious users and posts,” says Glassdoor. “And all of these, combined with active community moderation and our commitment to review every post, allow us to have confidence in our information.”

Glassdoor was launched in 2008 after a conversation between co-founders Rich Barton and Robert Hohman in which Barton posed the question, “What would happen if someone found the results of the company's employee survey on the printer and posted it to the Web?” This question led Barton and Hohman—two industry titans—to create a Web site that would allow its users to do just that: look into a company with honest opinions from its employees.

Barton and Hohman both have impressive Web development resumés, having worked together at Microsoft and Expedia. After leaving

Expedia, Barton launched Zillow, a company that opened access to home values and real estate information, while Hohman went on to work for Hotwire, putting his knowledge of the travel industry to good use. With their combined skills, the pair has made Glassdoor a business-world development that now boasts nearly 3 million reviews to help job seekers on their quest for employment.

So, how does it work? The site operates on what they call a “give-to-get model.” By posting your own salary, company review or interview questions, you get unlimited access to the site’s information. Those who don’t post information get access for 10 days to help them with their career search.

There are several rules posters must follow, as outlined by the site’s community guidelines: “Tell it like it is for real; stay balanced; take the high road; stay calm; help others; keep your secrets and remember your grammar.” Posts that do not meet these guidelines or provide reliable information will not be approved for submission to the site.

The site also includes another feature that incorporates an adage proven to be true: it’s all about who you know. Users can log in with their Facebook accounts; Glassdoor will then access users’ Facebook friends and networks to show where connections with companies already exist—or where they could easily be made. By providing a comprehensive networking solution, along with trusted reviews and salary information, Glassdoor has given the job hunting process a makeover.

As for the company’s name, the founders say “We were hoping the name was obvious, but just in case it needs some explanation—we chose Glassdoor because we wanted to give everyone an inside look at jobs and companies. We're opening the doors to make sure you have all the information you'll ever need to manage your career and make your next career decision.”

By Amy Arnett

GlASSDoor Employment Web Site opens Doors Through Transparency

25w w w . w v e x e c u t i v e . c o m f a l l 2 0 1 3

The Historic General Lewis Inn is a charming blend of the old and new, created and operated by the Hock/Morgan Family since 1929. The structure is listed on the National Historic Register and was originally constructed in 1834 as a single-family residence. There is a restaurant onsite, as well as an art gallery and flower garden. Fine antiques decorate the walls and rooms of this charming inn. All rooms are equipped with pri-vate baths, ceiling fans, air conditioning, in-room phones, television and more. Daily rates range from $110.00 to $155.00 per night and the property has exhibited a good historical occupancy. The General Lewis Inn is located in Lewisburg, West Virginia (America’s Coolest Small Town 2011) and is within walking distance to the shops in downtown and a short drive to The Greenbrier Resort.

Jay Goldman, Broker/Auctioneer #1291Goldman Associates, Inc.

1014 Bridge RoadCharleston, WV 25314

(304) 343-5695 www.goldmanassociates.org

First Time on the Market

The Historic General Lewis Inn


Today, Habitat for Humanity of Kanawha and Putnam ReStore brings people from all walks of life who enjoy finding great deals. One of the things ReStore shoppers love, besides the low prices, is that they never know what they'll find. Donations of materials and household items come in on a daily basis, resulting in a rapidly changing inventory that draws in visitors every day. While the

future is bright for the ReStore, it wasn't that long ago that the nonprofit was struggling.

In 2007, the ReStore program in the Kanawha Valley was in crisis. While the store’s annual sales were respectable, creating the net revenue used to fund the construction of Habitat homes each year, the ReStore added nothing positive to the public image of Habitat for Humanity in the community. The board of directors made the decision to invest in a new employee to oversee the ReStore’s operations. While this person would need to possess retail management experience, the board was looking for more than just a manager. The new director would need to be a visible member of the community and pursue new avenues of donation procurement. This is when Amy McLaughlin came on board.

McLaughlin, who had served as a store manager, district manager and regional manager for a large national chain of home décor stores, was a perfect fit for the position. “I have a passion for environmentalism and a devotion to my hometown,” says McLaughlin. “With those qualities, plus my previous work experience, I was able to see the small and big picture of retail sales, which was crucial for effectively transitioning the ReStore into a stable, respectable operation.”

Upon her arrival at Habitat for Humanity and with help and input from many others, McLaughlin developed a five-year strategic plan that would radically transform the operation

and identity of the ReStore. “Front and center in this new plan was embracing the environmental component of the ReStore’s mission—highlighting the ways in which the ReStore has a positive impact on the environment like facilitating the diversion of landfill waste and providing reuse and recycling opportunities for the community,” says McLaughlin.

The new strategic plan put the Charleston ReStore on the right track, and today, the Charleston ReStore places in the top 10 percent in sales in the country. Despite the ReStore’s success, obstacles remain, and McLaughlin identifies donation procurement as the greatest challenge the program faces.

According to McLaughlin, while the store receives donations on a daily basis, its customer base has grown faster than its donor base, creating a need for more donations to keep the shelves filled. Some donors have been affected by the downturn in the economy and choose to hold onto the items they would have otherwise donated, limiting the materials available to the ReStore for resell. The simple solution might seem to be to grow the program’s donor base, but there’s nothing simple about that.

“Donors have to appreciate the mission of diverting items from landfills or understanding and appreciating the available tax deduction that comes from donating,” McLaughlin explains. While the Charleston ReStore received more than 3,500 donations last year, the challenge is to find ways to increase that number in order to accommodate the increasing customer count.

Currently, proceeds from the ReStore are funding half of the Habitat for Humanity houses built in Kanawha and Putnam counties each year. This equates to four to five houses annually, which is a great increase from five years ago when the ReStore was funding only one house per year. Even with this mark of success, McLaughlin always strives for more.

“Eliminating substandard housing is a big goal, and the more money ReStore can provide for building houses the closer we get to achieving it,” says McLaughlin. “I’m not sure if I will ever be satisfied with the number of houses the ReStore can fund each year, but as long as we are showing healthy annual increases, I will be pleased.”

McLaughlin attributes much of the program’s success to all the people involved with ReStore, as well as those who take the time to donate. “We could not do what we do without the strong support of our current shoppers, donors and volunteers,” says McLaughlin. “The Habitat for Humanity ReStore in Charleston is more than just a store. It is a recycling machine and a green initiative. It is a community center and a source of community pride.”

By Maggie Matsko Photography by Rick Lee Photography

How a local

Nonprofit Became a National Success

Story

rise of the reStore


Combining TALENT & EXPERIENCEto get the job done.

Harper Engineering, PLLC provides innovative engineering design services to architects, owners and contractors throughout the state. Since 2008, our goal has been to create optimized systems that meet all of our clients’ performance, energy use and budgetary needs.

With a combined 93 years of experience, we have fused eager young talent and proven experience in order to serve your building systems design needs, including HVAC, plumbing, lighting, electrical, fire alarms and sprinkler suppression systems. We have worked with clients in a variety of fields such as K-12 schools, hospitals, offices, airports, manufacturing and water treatment plants.

52 B Street | St. Albans, WV 25177 | 304.722.3602

HVAC Design

• HeatingandCoolingLoadCalculations

• DuctworkSizing

• HydronicPipeSizing

• EquipmentSelection

Electrical Design

• ElectricalLoadCalculations

• PanelandSwitchGearSelection

• Lighting

• FireAlarms

• SiteUtilities

• EmergencyGenerators

• SecurityandCommunications

Plumbing Design

• PipeSizing

• FixtureSelection

• SprinklerDesign

• SiteUtilities

Drafting

Specifications

Project Management

Construction Documents

Jason E. Harper, PEJason Harper brings 11 years of design experience to our firm. He has experience with HVAC and piping design. His projects include educational facilities, health care facilities, office buildings, banks, emergency services facilities, postal facilities and government buildings.

Kevin Mark King, PEMark King has 9 years of electrical design experience and more than 10 years of electrical construction/maintenance experience. His projects include educational facilities, health care facilities, office buildings, emergency services facilities, government buildings and industrial projects.

Richard M. StandishRichard Standish’s 42 years in design have involved HVAC, plumbing and electrical design, with a specialty in the electrical design of water treatment and wastewater treatment plants. His projects include educational facilities, health care facilities, office buildings, banks, emergency services facilities, postal facilities and government buildings.

Scott D. PhillipsScott Phillips has been designing for 31 years. He has experience with plumbing and fire suppression system design. His projects include educational facilities, health care facilities, office buildings, banks, emergency services facilities, postal facilities and government buildings.

Treat yourself to low air fares. Nonstop flights to your favorite leisure destinations.

After a long week, you deserve a break. Escape to sunny Florida and relax. Whether it’s a trip away with your girlfriends or a getaway with loved ones, traveling is easy with Huntington Tri-State Airport. Be where you want to be in just a couple of hours.

Plan your next adventure, visit www.tristateairport.com.

Tampa Bay / St. Petersburg / Clearwater Orlando / Daytona Beach


one of the questions I hear the most is “Why do I need to blog?” Regardless of the type of business, if you’re in business,

you need to be blogging on a regular basis in order to market your products or services effectively.

By blogging, you can separate yourself from your competition. Blogging establishes you as an expert in your business category, allowing you to become a trusted adviser who regularly educates your audience with quality content. It also helps your Web site to be found through organic searches and increases your visibility through social media channels like LinkedIn, Facebook, Twitter and YouTube.

In today’s honest economy, there is a great deal of value that consumers place on organizations that help educate by providing informative and useful content—and are transparent when they do so—rather than simply selling their products and services. It’s not just about sales anymore; it’s also about information. That’s the power of a blog.

Today, blog content is a key factor in search engine optimization. If you want to rank higher in organic search results, you must have an active blog. In the past, search engine companies put an emphasis on the keywords used to market your business and how often those words appeared on your Web site. As technology evolved, search engines like Google, Yahoo and Bing began using advanced formulas, known as algorithms, to determine how frequently you update your Web site in addition to the origination and quality of the content you post. In essence, your organic search ranking depends on how recent, how relevant and how reliable your content is to the person searching your keywords.

What does this have to do with blogging? Everything.

Where you rank within search engines matters, and one of the most effective ways to increase your search engine rankings is to add unique, high-quality content on a regular basis. The easiest way to accomplish this is through a blog because each post or update is automatically categorized and adds a new page of content to your site that will be perused by search engines looking for specific keywords.

By Jim matuga

ExEdgeIn 1997, Jorn Barger coined the term weblog, which was later shortened to blog, to describe his collection of links logged from the Internet.

Source: www.wired.com/entertainment/theweb/news/2007/12/blog_anniversary

It’s not just about sales

anymore; it’s also about

information. That’s the power of

a blog.

and Your BusinessWhy You Need to Blog and Six Tips to Get Started Today

Blogging


Once you have set up your blog via a blogging platform like WordPress, you can use these six tips to ensure you are blogging effectively.

Be consistent. Managing a blog is more than posting an update once a year or posting an excessive amount of content every day for a month and then not posting additional content for a long period of time. Post as often as possible, but don’t risk burnout by trying to post every day. Keep posts short and to the point.

Come up with your own unique ideas for topics to write about for your blog. Consider addressing customers’ issues through your posts, and take a look at what other bloggers in your industry are talking about. Always be on the lookout for blog post inspiration.

Remember to keep your content relevant to your target audience. That doesn’t mean you should always be pitching your products. Mix it up and pick topics that hold value in the lives of your prospects. If you do this well, they will return to read future posts.

It’s perfectly fine to delegate blog writing to an employee, but it is nice for a CEO to make his or her voice heard by writing a blog post personally from time to time.

Be a guest writer on other blogs once you’ve established yourself as an expert on your own blog. Comment on other people’s blog posts and establish a rapport.

Share and promote your blog content through your established social media channels and email account.

The most important thing to do is simply get started. If you keep in mind these most basic blogging tips, you can refine your blog content strategy and make blogging a habit that will build your brand online, make you well known as an expert in your field and initiate revenue growth.

FuturesNavigating Our

WITH THE WV WOMEN’S COMMISSION

In partnership to promote the equality and empowerment of all West Virginia women:

Alzheimer’s Association of WV, Cross Lanes YMCA, Girl Scouts of Black Diamond

Council, Marshall University Women’s Center, Midwives Association of WV, Ohio River

Valley Women’s Business Council, Prevent Child Abuse West Virginia, Taylor County

Family Resource Network, The Kyle Group, West Virginia University Center for Women

and Gender Studies, WV Breastfeeding Alliance, WV Center on Budget and Policy,

WV Foundation for Rape and Information Services and the YWCA of WheelingThe West Virginia Women’s Commission is a

Commission within the West Virginia Department of Health and Human Resources.

State Capitol ComplexBuilding 6, Room 850Charleston, WV [email protected]

Join us in advocating on behalf of women at our

February 11–12, 2014 • State Capitol Complex

Women’s Day at the Legislature

TUESDAY, FEBRUARY 11 (CULTURE CENTER)Policy and Our Futures

8:30am Legislative Breakfast 9:30am Governor’s Proclamation 10:00am Panel Discussion 11:30am Networking Lunch 1:00pm Public Policy Workshops 1:00pm Youth Workshops 3:00pm Dress for Your Body Type 3:00pm Capitol Tours

Panelists and special guests to be announced.

WEDNESDAY, FEBRUARY 12 (STATE CAPITOL)Women’s Advocacy Day

Join the West Virginia Women’s Commission and our partner organizations as we fill the State Capitol and advocate on behalf of issues concerning West Virginia women! Attendees encouraged to schedule legislator meetings and join us in the House and Senate chambers.

Program begins at 9:00am and concludes at noon.

To register, scan our QR Code or visit www.womensday2014.eventbrite.com.


the role of Women leaders is of critical importance in our increasingly global marketplace. As such, for an organization

to thrive, it must create an environment where women are given the resources they need to grow and succeed. It is not only imperative to devote attention and resources to attracting, recruiting, developing and retaining high-performing women in the workplace, but it is equally important to devote attention and resources to creating a corporate culture and atmosphere where high performers have the support and motivation needed to contribute and advance.

The Problem Despite the women's rights movement, which dates

back to 1848, women have not advanced through the ranks at the same rapid pace as men. As reported in the book “Women and Leadership,” written by Deborah Rhode and Barbara Kellerman, “Over half of college graduates but less than a quarter of full professors and a fifth of college presidents are female. In management, women account for about a third of M.B.A. classes, but only 2 percent of Fortune 500 CEOs, 6 percent of top earners, 8 percent of top leadership positions and 16 percent of board directors

By Rick SlateR Giving female

employees more power

will ultimately be an asset

to the organization for reaching

its clients, consumers,

patients and business

owners who are women.

The Importance of Women in leadership


and corporate officers. In law, women constitute about half of new entrants to the profession (very similar statistics in public accounting) but less than a fifth of law firm partners, federal judges, law school deans and Fortune 500 general counsels. Half the students in divinity school are women, but they account for only 3 percent of the pastors of large congregations in protestant churches that have been ordaining women for decades.”

Perhaps even more perplexing is the common practice of sending an organization’s leadership to receive generational training or cultural training to help understand the differences between, for example, baby boomer employees and Generation Y employees or American college recruits and Hispanic college recruits, as well as how to create an organizational culture that allows each set to thrive and be high performers. Yet, most organizations, historically, have not invested the same amount of time or energy into understanding what women, as an employee set, need in order to be high performers. It’s the equivalent of leaving money on the table: you have an entire employee set that is rich in talent, ideas and strategies yet may somehow receive less consideration than male employees.

The Business Case The connection between an organization’s talent and its

market is critical to its success. The fact that more women are graduating college than their male counterparts is important for two reasons: the target market will change as women’s spending power increases, and it will change the composition of recruits

WEST virginia naTural gaS FuElS WEST virginia’S ManuFacTurErS.

The word is out, and West Virginia is open for business thanks to natural gas. Beyond powering our homes and vehicles, natural gas plays a critical role in manufacturing processes, either as energy to produce a bevy of products such as steel and glass or as a feedstock to produce chemicals and plastics. West Virginia’s own Blenko Glass is a prime example. “(Blenko Glass) Vice-President Katie Trippe says that the Milton glassmaker has benefited from a recent drop in natural gas prices and a surge in sales.” - WSAZ, August 6, 2012 More than $20 billion in manufacturing projects have been announced in America to come online by 2015 covering a geographic region ranging from the Gulf Coast to the Ohio Valley. That’s good news for America’s manufacturers, and for West Virginia.

Learn more at www.anga.us/westvirginia

Milton, WV

for almost every business looking to hire. As this shift occurs, organizations seeking to expand their reach into the global marketplace will have to strive to appeal to women—more so than they already do because strong applicants will be educated and experienced females. With a strong pool of female talent, businesses will then be able to better cultivate ideas and strategies for capturing more women in their target audience, as the female employees will be given the resources, mentoring and space for advancement. Giving female employees more power will ultimately be an asset to the organization for reaching its clients, consumers, patients and business owners who are women.

As we continue to develop and shift our corporate culture and employee offerings in order to be competitive with today’s generation of new employees, it is critical that we make a concerted effort to seek what motivates and helps women thrive and invest in their employers. It is well documented that retaining and grooming an employee is cheaper than recruiting and training a new hire. By some accounts, the cost to replace a high performer can be as much as two times the professional’s annual compensation plus benefit loads. That is defined as significant in business!

Therefore, we must continuously evolve to ensure our women employees are being groomed for executive positions, given the resources to perform and rewarded competitively based on their own definitions of success.

More than Lip Service It is easy to say all the right things about how the company

is really behind its women being successful in the workplace. However, intentional actions, persistence and flexibility are required in order to change the culture of your organization and get in the lead when building a women leadership culture within your organization. Most likely, unpopular decisions will have to be made in order to execute and be successful with the endeavor. There has to be much more than just an initiative. A commitment to saying the right things and doing the right things is a cultural imperative. Empowering women in leadership will only be successful if it becomes part of your corporate DNA.

The Launch If your organization is on the verge of embracing women in

leadership, the time is now for you to launch. The American Institute of Certified Public Accountants Women's Initiatives Executive Committee offers helpful strategies for organizational sustainability with regard to the attraction, retention and advancement of women leaders on their Web site at www.aicpa.org/career/womenintheprofession. These strategies include proactive steps relating to CEO and top leadership support, mentoring, networking and a strong commitment to a customized life balance for our women leaders.

Remember, execution leads to results, which leads to growth and, ultimately, a seismic transformation for your people, company and brand. By committing to what it takes to launch women’s leadership, you are taking a large step toward what it will take to build the sustainable vision for your enterprise. The economics support the imperative: if your vendors and customers support the initiation of women into leadership roles, they will begin to expect and demand it.

ENERGY • TRANSPORTATION • WATER & WASTE

(304) 722-4237 • www.ordersconstruction.com

BUILDING BETTER SINCE 1964

‘SAFETY FIRST’ ISN’T JUST A SUGGESTION IN THEIR HOUSEHOLD.

At BrickStreet Insurance, we know that safety doesn’t just happen. It takes time, patience, commitment, creative

thought and follow through. With BrickStreet 360°, we can help employers create safer work environments –

which in turn can lead to improved employee productivity and morale, as well as bottom-line savings. Benefit

from our specialized services and information resources to help identify problems before they occur; and have

peace of mind knowing we can provide a quick response if there is an accident. Log on or call to find out more.

www.brickstreet.com | 1.866.452.7425

DESIGN BUILD GROWConstruction Trades 2013

REPURPOSING WEST VIRGINIA

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1210 Smith StreetCharleston, WV 25301

800.292.6984www.cgwv.com

Find Your Corporate Style

CONTEMPORARY


Workers finish the last section of paving on the airport runway.

Anyone Who hAs traveled the interstates during the summer months understands that paving and road construction is

oftentimes a slow, gradual process. This was not the case when West Virginia Paving, a company based in Dunbar, WV, completed a massive $7.7 million renovation of the runway at the Huntington Tri-State Airport in just 48 hours.

During the two-day overhaul of the runway, West Virginia Paving’s 60 employees used 70 trucks and more than 15 pieces of heavy equipment to lay more than 31,000 tons of asphalt. To put this in perspective, a typical paving project like a small parking lot requires approximately 400 tons of asphalt and is completed over the course of multiple days. A project this large, which is on par with paving a six-lane interstate, typically requires several weeks to finish.

Jerry Brienza, the airport director, explains that the airport runway had reached the end of its useful life and had significant cracking, making the runway rehabilitation project a necessity. “We had two options,” says Brienza. “One was to draw out the project and shut down the runway every night for several months. The progress would have been much slower, and the product would not have been perfect.

The other option was to shut down the airport, get it done and have a great product.”

According to Brienza, these two choices are ones that airport managers face each time a runway surface needs attention. In the case of airports with only one runway—like Huntington Tri-State—the decision has an even larger impact on airport operations. “Each airport is different, and there is no wrong choice,” he says. “It’s just a matter of knowing your airport.”

Brienza adds that completing the runway all at once added years of life to the runway due to the higher quality, complete process. “It will be 15 to 20 years before we need to repave,” says Brienza. “If we would have paved nightly, the surface would have had to be redone in seven to 10 years.” The project also provided some less apparent benefits. “We are the first airport in the state to have paved runway shoulders, so our runway lights are now over asphalt instead of grass. This means less mowing operations and fewer chances to damage equipment.”

Pat Parsons, executive director of the Asphalt Pavement Association of West Virginia, notes the benefits of asphalt pavement projects like the runway renovation and commends the project, calling it “remarkable.” The association is a division of the Contractors Associa-tion of West Virginia (CAWV), which works with and follows multiple types of rehabilitations. “This pavement is going to give the airport years of service,” says Parsons. “Now, they have a smooth, safe and durable surface that they’re going to be able to maintain easily. It’s also good for the environment. Asphalt is the most recycled material in the nation, so the new surface is 100 percent recyclable and able to be put into future mixes.”

By amy aRnett

ExEdgeThe world’s oldest continuously operating airfield is College Park Airport in Maryland, set up by Wilbur Wright in 1909.

Source: www.parkrideflyusa.com/blog/2012/ 08/22/12-fun-facts-about-airports

A project this large, which

is on par with paving

a six-lane interstate,

typically requires several

weeks to finish.

against the ClockHuntington’s 48-Hour Runway Renovation

Logistically, handling an airport shutdown and completing a paving project of this scale included several components that had to be coordinated perfectly. West Virginia Paving brought in three pavers, three shuttle buggies and eight rollers and had to garner assistance from subcontractors and suppliers to have enough machinery, supplies and labor to complete the runway. In addition to being able to complete the project in such a short time frame, consideration had to be taken to meet the strict regulations of the Federal Aviation Administration (FAA).

“We have never had a job where we used this much equipment and this many trucks,” says Joe Donohue, commercial supervisor for West Virginia Paving, “but we laid 31,114 tons of asphalt in 48 hours by making the best use of all of our resources and personnel.”

Preparation for the two-day shutdown began months prior to the October 2012 completion date. Originally, the runway was extended by Mountaineer Contractors Inc. of Kingwood, WV. This 500-foot addition made the runway the second longest in the state and laid base work for the finished paving project.

West Virginia Paving wraps up its intense

paving project.

Before the runway renovation. After the runway renovation.

4300 First Avenue, 2nd Floor Nitro, WV 25143

304-204-1500

www.nitro-electric.com

Committed to Safety and Excellence

Since 1959, Nitro has provided quality construction services to their various customers throughout the United States. We are a very diversified contractor providing a wide range of industrial and commercial electrical, instrumentation, mechanical piping, millwright and HVAC/R services. We have successfully completed a wide range of projects across the country, earning a solid reputation as an industry leader.

ELECTRICAL SERVICES

MECHANICAL SERVICES

MILLWRIGHT SERVICES

HVAC/R SERVICES

Committed to Safety and Excellence

Dale Oxley, Owner • General Contractor(304) 549-4172 • [email protected]

Another important process in getting the runway ready was doing the prep work on the previous runway before the new one could be laid. “On this project, we micro-milled the entire runway during night closures,” says Donohue. “It took approximately 10 nights to complete. By micro-milling, we were able to get away from the traditional mill and fill method. This made for a smoother surface and allowed planes to land in the interim with no safety issues.” The micro-milling, completed by Boca Construction Inc. of Norwalk, Ohio, was another example of assistance provided by other companies.

After the milling was complete, the weekend came when it was time to pave the runway. Trucks were constantly hauling asphalt to the airport from two hot mix asphalt plants, Southern West Virginia Asphalt Inc. in Huntington and Mountain Enterprises, located in Ashland, KY.

Donohue explains that one of the most challenging aspects of such a large project was the tight scheduling required in a 48-hour time frame. “A lot of planning was involved in the equipment mobilization, scheduling of the eight crews used and coordinating the trucks to haul the asphalt,” he says.

Brienza was also a key player in the planning process. “The best way to go about it is by working closely with all the stakeholders involved. We worked together to understand everybody’s position and how each decision would impact their operation,” he says.

There were two important priorities in the scheduling that were considered at all points: the safety of those involved and attention to the strict regulations of the FAA. “It was a challenge to make sure we operated fast enough to complete the runway but slow enough to meet the strict compaction and smoothness specified by the FAA,” says Donohue. These regulations on quality and the company’s mandate made the success of the project a logistical achievement for the company. Jack Withrow, environmental compliance officer at West Virginia Paving, praised Donohue, saying his execution and supervision were nothing short of excellent.

“West Virginia Paving did an amazing job,” says Brienza. “The FAA has strict penalties. Every minute the runway was not open on Monday carried a $5,000 penalty, but we were able to open the runway early. It was a brief inconvenience for passengers to close for the weekend, but we are very happy with the product.”

Since its completion, the project has been recognized with awards by two industry organizations. It was named the 2013 Commercial Airport Project of the Year by the Southeast Chapter of the American Association of Airport Executives, and West Virginia Paving received a Quality in Construction award from the National Asphalt Pavement Association. West Virginia Paving was also featured in West Virginia Construction News magazine in coordination with CAWV.

“This project speaks to the talent and resources we have available here in West Virginia,” says Parsons. “I think those involved showed that they can do some amazing things when called upon. To be able to accomplish something like this in such a short, compact duration is quality work, and it gives the airport a resource that will return dividends.”

Photography by Kimley-Horn and Associates, Inc. and Sky Tourist Video, LLC

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locAted in the New River Gorge region of West Virginia, the Summit Bechtel Family National Scout Reserve sits on 10,600 acres of forested

mountains adjacent to more than 70,000 acres of the New River Gorge National River area. On July 15-24, the summit played host to the first of many national Scout jamborees that will be held at the site, which is the new permanent home of the event. By all accounts, the inaugural jamboree at the summit was a resounding success—both for the Boy Scouts of America and for the State of West Virginia.

An Economic BoostNearly 40,000 attendees spent 10 days in the Mountain

State for the 2013 National Scout Jamboree, including Scouts, volunteer staff and members of the coed program of the Boy Scouts of America known as Venturers. The economic impact of those thousands of extra people visiting the state during the month of July is still being calculated and will be felt for years to come. As West Virginians await the final economic impact figures from this year’s jamboree, it’s important to note that

By Dan mccaRthy

a New Home among the Hills

The Summit Bechtel Family National Scout Reserve

prior to the first Scout setting foot on the property this past summer, West Virginia had already seen a huge boost to its economy because of the summit.

Before construction even began, many of those involved in creating the summit helped support the economy in West Virginia through expenditures such as hotel rooms, meals, car rentals and airfare. It is estimated that since the 2008 announcement of the plans to build the summit in West Virginia, these purchases have contributed more than $1 million to the state’s economy.

Construction on the summit, which began in 2010, im-mediately helped create hundreds of jobs in the Mountain State and resulted in material purchases that further impacted the local economy. On-site contractors employed 952 people—80 percent of whom were from West Virginia—to create and build all of the features at the summit’s site, including 77 acres of lakes, 336 shower houses, 24 miles of roads, six base camps and numerous high adventure activity venues for visitors and Scouts. According to the most recent figures collected, those contractors paid more than $34.5 million in wages during the construction of the summit, $12 million of which was paid directly to subcontractors of companies based in West Virginia.

To build the structures at the summit, contractors purchased $16 million in materials directly from businesses in West Virginia, and more than $9 million of that went to vendors in Fayette, Raleigh and Nicholas counties. For site construction, more than 100 miles of electric, fiber, gas, water and sewer lines were installed. These utilities create an ongoing demand for services that are being provided by West Virginia. The West Virginia Department of Highways, local utility officials and a host of other agencies will continue to develop and build additional infrastructures that will support the needs of the summit and provide an economic benefit to the state for years to come.

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Challenging TerrainBuilding the summit in the hills of West Virginia was certainly

not without its challenges. The summit is built on the site of a former coal mining operation, and, as such, much of the topography of the site contained features from those bygone coal mining days. The coal mine benches, for instance, proved to be a challenging element for the builders of the summit. By using the benches as the foundation for many of the roadways throughout parts of the property, however, builders were able to create easily navigable paths for visitors and vehicles.

Additionally, the terrain featured a number of ravines that would have made it difficult to move easily from one part of the summit to another. To address some of the issues with the deep ravines, builders created four lakes on the property where some of those ravines were located, and the dams of those lakes became walkways that made it easy to pass from one side to the other.

One of the deepest ravines required a different approach. To address this issue, the iconic CONSOL Energy Bridge, the only bridge of its kind in the world, was installed, providing convenient access between two key areas of the summit property and giving the summit one of its most recognizable and impressive structural features. During the jamboree, thousands of Scouts walked across the CONSOL Energy Bridge each day as they passed back and forth from the base camps to the Summit Center area.

To address the challenge of the distances Scouts and staff would have to travel each day between their base camps and other areas around the property, site developer Trinity Works created a rectangular base camp footprint that helped reduce the amount of space from each camp and reduced distances between points. For instance, the site was constructed so that the farthest tent from the Summit Center was approximately half the distance of the farthest tent at the jamboree’s previous location at Fort A.P. Hill in Virginia.

Another major challenge was preserving the area and contribut-ing to the protection of the New River Gorge and its quality of water. To help ensure the water quality of the area would not be affected by the thousands of additional temporary residents of the area, extensive work went into the design and construction of the summit’s water system. This included low-flow, ambient-temperature showers; a grey water recycling system and overall reduced water usage measures.

Through the use of a state-of-the-art, on-site water treatment facility and forest-based irrigation system, the summit is able to treat its sewer waste on the property. This helps to protect the New River and the area watershed while minimalizing any impact from the temporary increase in population to the area that occurs during each jamboree and throughout the summer during regular high adventure program years.

Adventure AwaitsThe summit’s 10,600-acre property is home to the Summit

Center, the James C. Justice National Scout Camp, the Paul R. Christen National High Adventure Base and the high adventure areas known as Adventure Valley, Thrasher Mountain, The Ridge and The Canopy. It is within these areas that Scouts experience activities centered on the summit’s core mission areas of adventure, sustainability, leadership and service.


The Summit Center, which features 100 acres of exhibits, zip lines, BMX courses, a skateboard plaza, ropes courses, a 3,500-foot boardwalk and more than 60 climbing, rappelling and bouldering stations, is also home to the Sustainability Treehouse. Standing 126 feet tall and featuring 4,000 square feet of interactive exhibits, the treehouse serves as the centerpiece of Scouting’s commitment to leave the world a better place. It was designed to generate as much energy as it uses through a combination of photovoltaic panels, wind turbines and geothermal energy.

The Paul R. Christen National High Adventure Base features mountain biking, shooting sports and zip lines in addition to the monster whitewater rafting and world-class climbing offered by the region’s natural landscape. Programs at this adventure base will begin in June 2014 and will include the Summit Experience, which will give first-time visitors a chance to experience all the summit’s high adventure areas.

Adventure Valley consists of 200 acres of world-class climbing, mountain biking and zip lining. Representing one component of the adventure program for the jamboree, Adventure Valley is a core activity area of the summit’s ongoing high adventure programs set to open in 2014. Adventure Valley will feature The Rocks, one of the largest man-made climbing facilities in the world; The Ropes, a network of zip lines, balance beams, cargo nets and other challenges that facilitate the development of self-confidence, teamwork, physical fitness and communication skills; The Zip, a 5.45-mile area of zip lines that helps the summit rank among the top sites in the world for total mileage and Low Gear and High Gear, two mountain biking adventure areas that provide more than 36 miles of varied mountain biking trails.

Thrasher Mountain is home to The Park, The Trax, The Pools and The Cloud. The Park, at more than 100,000 square feet, ranks as one of the largest outdoor skateboard facilities in the world. The Trax, designed and constructed by the designer for ESPN’s X Games, is one of the largest BMX facilities in the world with more than 273,000 square feet of outdoor BMX areas. The Pools’ above-ground swimming pools and lakes were the locations for water activities at this year’s jamboree, and The Cloud held activities in science, technology, engineering and mathematics.

At The Ridge, The Bows, which ranks third in the world in total archery opportunities, features 60 static stations, 36 sporting stations, 10 long-distance stations and 10 sporting arrow stations. Offering more than 200 unique shooting opportunities, The Barrels allowed Scouts and Venturers attending this year’s jamboree to participate in sporting clays, five-stand, rifle and pistol programs as well as the “Steel Challenge.” The Canopy, which is among the leading zip line sites in the world in terms of total mileage, utilized its 60 zip lines on eight courses to create a fun environment in which Scouts could learn about the summit’s ecology, flora and fauna.

With the Summit Bechtel Family National Scout Reserve in Southern West Virginia, the Scouts have created a world-class high adventure camp; the State of West Virginia has received an economic boost and the world has an up-close view of everything wild and wonderful the Mountain State has to offer.

Photography by Boy Scouts of America

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In 2002, River Ridge Church began as a start-up congregation, meeting in leased space in the West Virginia State University Capitol Center Theatre in downtown Charleston, WV. Once this congregation grew from just a small group of individuals to a larger network of people, the church began plans to construct a permanent home on Greenbrier Street.

Pray Construction Company, located in Scott Depot, WV, worked as the contractor on the first building project for the church. Pray understood from the beginning that River Ridge is a group that likes to keep moving forward. “They’re a future-looking organization, and they see themselves con-tinuing to grow,” says Erich Reggi, project manager at Pray Construction. “We were working on their first building, and they al-ready knew they were planning a second church in Teays Valley.”

In 2008, church members decided to es-tablish a second campus in Teays Valley for those who had been traveling from

the area. “Over the next five years, the congregations at both campuses began bumping against the limits of the facili-ties,” says Chad Cobb, campus pastor at River Ridge, Teays Valley. The solution was to build a new facility in the Teays Valley

region and to add a 4,000-square-foot ex-pansion to the Charleston campus.

River Ridge needed a contractor and ar-chitect who would understand their needs. They returned to Pray Construction to do the building and cost analysis and looked to Silling Associates, Inc. for architecture and design. Both firms have worked to-gether on other projects, including the con-struction of the new Bible Center Church, also located in Charleston, WV. The part-nership allowed Pray Construction, Silling Associates and River Ridge to combine their strengths and collaborate on creating a space that would complement the goals and personality of River Ridge.

In 2012, a former Saturn dealership went on the market in Hurricane, WV. For River Ridge, making the decision to purchase this building depended on the cost and vi-ability of the building meeting their needs. In terms of budget, the two options of building a new facility and renovating the available dealership had to be compared.

By Amy Arnett

Raising Up

SPECIAL ADVERTISING SECTION

“The unique opportunity in working with Pray Construction is that you get early identification of cost,” says Mark Grigsby, president of Pray Construction. “We can quickly analyze and compare both options and give financial feedback so you’re work-ing with specific investment data.”

With the assistance of Pray Construction and Silling Associates, River Ridge was able to determine that purchasing the building would be advantageous in terms of bud-get and location. “The facility was the right size, and the location was ideally situated in the heart of the community,” says Cobb. Once the building was purchased, Pray and Silling began transforming it from a structure with a showroom and mechanic’s bay into a building with spaces for worship, classrooms and children’s areas.

Pray Construction’s focus on the structural integrity and functionality of the building led to a carefully constructed plan. Scheduling was extremely important, as River Ridge’s

goal was to move into their new facility by the end of summer 2013. Among other changes, Pray worked to revamp the build-ing by upgrading the HVAC systems, elimi-nating the hydraulic lifts and greasy surfaces from the former mechanic’s bay and provid-ing adequate restroom facilities to meet the large congregation’s needs.

Silling’s challenge was to create design elements that accentuated the building’s existing components while remaining budget-conscious. “We had this existing container that we needed to make work. We had to think, ‘What are the parts of the building that need to be exploited, reused and utilized?’” says Jody Driggs, partner at Silling Associates. “It was fun to get in there and figure out how to take something that was designed to do one thing and make it look like it was perfectly designed to do something different.”

Ultimately, the two firms took a building that had been suited for showing, sell-ing and working on cars into a space that is now a welcoming, colorful setting for River Ridge’s services, classes and offices. The mechanic’s bay is now the sanctu-ary, and the showroom is being used as a lobby space, incorporating the original aluminum garage doors of the dealership into the walls of the new structure. Silling created a minimalist design, using color as a way to code the different areas of the space with carpet tiles, painting and sig-nage throughout the facility. The parking situation also presented a challenge, as the car dealership’s parking was primarily behind the building. To address this issue, Silling created a welcoming entryway in from both directions of the building while still considering the interior traffic flow.

The new spaces for River Ridge, both in Hurricane and the Charleston expan-sion, have provided numerous benefits for the growing church’s congregation. The collaboration between the three groups allowed the church’s vision to be fulfilled and surpassed. “The church’s partnership with Silling Associates and Pray Construction was truly synergistic,” says Cobb. “Each took the time to learn the culture and values of River Ridge then freely brought ideas to the table to meet the unique challenges at each campus.”

Silling and Pray are quick to praise the collaboration as well. “We always have a lot of fun working with Pray,” says Driggs. “They’re very professional, great com-municators, and we’ve worked with them enough that they’ve got us speaking con-tractor. They’re a great partner.” “Silling is an extremely creative group, and as a design team member, they are truly working in the best interest of the cli-ent,” says Reggi. “Their ultimate goal is the owner’s use of the facility.”

Both the Charleston expansion and the dealership renovation were completed on schedule and on budget, leaving River Ridge Church with room to grow and an optimistic outlook on their future. “A big portion of the project was getting to know who River Ridge was,” says Mitchell Riggleman, designer at Silling Associates. “It wasn’t just about a building. It was more about the people inside the building.” Those people and their satisfaction were the focus of Pray Construction and Silling Associates’ careful labors to provide two functional and unique facilities that will en-able River Ridge to continue growing.

The partnership allowed Pray

Construction, Silling Associates and River Ridge to combine their strengths and collaborate on creating a space that would complement the goals and personality of River Ridge.

Photography by Tracy Toler

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53

Green PreservAtion expert Carl Elefante has been credited with the saying, “The greenest building is the one

that is already built.” Although sustainability has become a fast-growing trend, reusing old buildings is not a new concept. For hundreds of years, old buildings have found new purposes through adaptive reuse for economic, social and, more recently, environmental reasons. In West Virginia, creative architects, contractors and individuals are changing the landscape by reusing historic buildings and breathing new life into communities.

Preservation of historic buildings doesn't have to include putting a proverbial glass box over a structure in order to protect it. Buildings are best preserved when they are continually used and appreciated. Some people believe buildings are not useful once the original purpose no longer exists or when the mechanical systems do not meet current codes, meaning the only option is to tear the building down. While demolition will still occur sometimes, the best option is often restructuring.

Adaptive reuse makes economic sense. Federal and state incentives, which include grants and historic rehabilitation tax credits, encourage the reuse of existing buildings. Rehabilitated historic buildings can also serve as a catalyst for other economic development including heritage tourism and the creation of local construction jobs. As Jane Jacobs wrote in her landmark book, “The Death and Life of Great American Cities,” new entrepreneurs need old buildings. Today, preservation expert Donovan Rypkema emphasizes that historic buildings are the ideal size for incubating new busi-nesses. They are affordable and provide dynamic spaces for creative individuals. Preservation efforts also attract heritage tourists who travel and spend their money on local establishments, reinforc-ing the idea that there are significant economic benefits of renovating and reusing historic structures.

By michael millS

ExEdgeOn October 26, 1949, President Harry S. Truman signed legislation creating the National Trust for Historic Preservation, which seeks to acquire and protect historic properties.

Source: www.preservationnation.org

Preservation efforts also

attract heri-tage tourists

who travel and spend

their money on local es-

tablishments.

RepurposingWest Virginia

LEFT: Etter Hall, American Public University System; MIddLE: Gray Hall,

American Public University System; RIGHT: The Morgantown History

Museum and Morgantown Arts Center


Reusing existing buildings also promotes sustainable lifestyles. Each structure that is reused prevents greenspace, like parks, from being developed into commercial or residential property. The old growth wood and timber used in many early buildings also provides more strength and durability than new timber. Modern construction materials are oftentimes imported from overseas, adding to the cost and increasing the carbon footprint of the project. By reusing older buildings, much of the expense goes toward the labor source, which spends money locally. Additionally, the integrity of older buildings cannot be replicated due to the skilled, old-world craftsmanship that is no longer part of our modern construction trades.

Each generation of buildings tells a story about what life was like in our communities. Historic structures and neighborhoods oftentimes provide a sense of place, give a location a reason for being and create gathering spaces where residents can socialize and

congregate. Modern strip malls and big box stores are generic to the nation, and communities can get lost without the anchor of their past.

While the benefits of adaptive reuse are many, there are some challenges to overcome while reusing vacant spaces. Many industrial sites may be considered brownfields, where potentially hazardous materials may have contaminated the site. Other issues may be programmatic, in that developers need to be creative in finding innovative solutions to constraints or there are unknowns hidden behind the walls. While these challenges exist, West Virginia is fortunate to possess a number of talented individuals who are easily accessible to help guide potential projects to successful completion.

In Wheeling, Vic Greco with SMG Architects designed a new use for two buildings that were originally part of the former Straub Honda dealership. Now serving as the Applied Technology Center and Student Union for West Virginia Northern Community College (WVNCC), these formerly vacant buildings were located across the street from West Virginia’s Independence Hall and now seamlessly blend into the community. This project was an example of a context-sensitive solution that elevated the neighborhood and augmented the former B&O railroad station that had previously been reused for WVNCC.

The most successful repurposing projects take full advantage of the superior materials and craftsmanship used in the original building. AU Associates, a development firm from Lexington, KY, has been very successful in capturing the quality of older buildings in their efforts throughout West Virginia. AU has most recently retrofitted two educational institutions for use as senior housing. The Clendenin School in Kanawha County and the First Ward School in Elkins were successful redevelopment projects that fulfilled a key community need while preserving and reusing vacant, abandoned schools. AU

West Virginia Northern Community College Student Union


retained the original heart pine floors, the open hallways and the numerous windows that flood each new apartment with natural light. AU also capitalized on state and federal grant funding and historic rehabilitation tax credits to enable this project to become a reality.

Even buildings like old post offices can find new uses. The Morgantown History Museum recently relocated into the former Morgantown Post Office’s lower level. When the museum outgrew its original location in a neighboring building, they asked the Mills Group of Morgantown to design a space that would allow them to showcase their local history collection while creating an environment flexible for traveling exhibits and classes. This Beaux Arts-style building now serves two distinct cultural entities with the museum on the lower level and the Monongalia Arts Center (MAC) on the main level. The MAC utilizes the space by hosting exhibits, small concerts and numerous classes. This collaboration creates an economy of scale and a destination for residents and travelers alike.

Higher educational facilities are oftentimes known for con-structing new buildings to fit their needs, but American Public University System (APUS) in Charles Town saw the potential in reusing existing buildings for their extended downtown campus. As part of their comprehensive plan, APUS made a conscious effort to maintain the historic character of their buildings while increasing their energy efficiency. Efforts include installing a high energy efficiency HVAC system, motion sensor lighting and low-flow toilets. APUS’s examples show how historic buildings can be retrofitted for modern, sustainable technology.

Several West Virginia-based contracting firms have been instrumental in transforming historic buildings. Allegheny

Restoration, based in Morgantown, is a contracting company that has been restoring wood windows and doors for more than 25 years. Past Respects, based in Spencer, WV, is an expert in material conservation. Both companies recognize the value in preserving existing buildings and materials for reuse.

Numerous organizations are working to help redevelop historic properties throughout the state. Preservation Alliance of West Virginia (PAWV) is a statewide nonprofit organization dedicated to the preservation of West Virginia’s heritage. This organization can help individuals and developers learn the benefits of reusing existing buildings, raising awareness and finding funding. Lynn Stasick, the statewide field representative of PAWV, has also made it his mission to empower individuals and homeowners through learning about the benefits of existing wood windows and teaching them how to correctly repair windows themselves.

The North Central West Virginia Brownfields Association provides technical assistance and funding for the identification and reuse of potentially hazardous sites, and the State Historic Preservation Office (SHPO) is a source of technical and funding assistance for the redevelopment of historic buildings. The SHPO provides planning and development grants and also oversees the historic rehabilitation tax credit program in conjunction with the National Park Service.

Adaptive reuse is not only a smart economic, social and envi-ronmental philosophy and policy, but it’s also about preserving West Virginia’s communities and legacy one building at a time.

Photography by Sandra Scaffidi and American Public University System

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57

e v e ry d Ay l i f e i s dependent on reliable infrastructure: water and

sewer systems, roads and bridges and even schools, hospitals and airports. For the design, construction and maintenance of these elements that provide a higher quality of living, we look to the construction trades industry, comprised of construction, architecture and engineering.

For West Virginia Executive’s construction trades issue, we have asked the leaders of the state’s construction trades organizations—Mike Clowser, executive director of the Contractors Association of West Virginia; Gary Facemyer, president of the American Council of Engineering Companies of West Virginia; Dave Ferguson, vice president and president elect of the American Institute of Architects West Virginia Chapter and Wendy

McCuskey, president of Associated Builders and Contractors West Virginia Chapter—to provide an inside look at the construction trades industry, including the challenges, changes in technology and direction these industries are headed

While construction, architecture and engineering companies have their own specializations, they also face some of the same issues. All have identified shale gas drilling as a growth area for their industry and an aging work force as a challenge. There is also a general consensus that the state and nation’s antiquated infrastructure must be addressed, and that when lawmakers realize this, federal spending will be appropriated for these projects, creating jobs and giving the economy a boost.

By JennifeR Jett

Inside the Infrastructure IndustryWest Virginia Construction Trades


Mike Clowser, Executive Director Contractors Association of West Virginia

WVE: Tell us about the impact the construction industry has on West Virginia.

MC: Contractors in West Virginia build West Virginia’s roads, bridges, water and sewer systems, schools, airports and hos-pitals—the infrastructure that, combined, provides the physical fabric of our state. As Hoppy Kercheval of MetroNews has said, “All this stuff does not magically appear because politicians cut a ribbon. Somebody has to figure it all out, and contractors are the people who do that.” Today, many of the contractors in business are the genera-tion who built our interstate system, our secondary and higher education facilities and our other public works projects. A number of our members are third, and now fourth, generation contractors, and it will be their responsibility to make sure our infrastructure is there for the future. Our industry provides thousands of jobs for West Virginians building the projects. We provide thousands more in the industries that service our industry, plus the ripple effect as construction workers buy cars, take vacations, shop at retail and grocery stores and visit doctors and dentists.

WVE: How has the downturn in the construction industry in recent years had an effect on West Virginia’s economy?

MC: In July 2013, construction employ-ment was 34,500, down 3.4 percent from 35,700 in July 2012. More disturbing is that this year’s figure is a 14 percent decline from the state’s peak in December 2006 when 40,300 West Virginians were employed in the construction industry. In addition to construction jobs, hundreds of jobs are lost with construction equipment, materials and service suppliers such as accountants, law firms and bonding and insurance agencies. Hundreds of jobs are also lost in the broader economy, since those unemployed construction workers will be unable to afford things like new cars or taking their families to dinner and movies and other routine or luxury purchases.

WVE: Tell us about the trends you have noticed in the construction industry.

MC: I have noticed two things in particular. First, while many expect slow or sub-par growth in the construction industry, there is a growing consensus that reviving demand for construction, particularly private sector construction activity, is essential to sustaining broader economic growth. This is because, among other things, construction builds a more globally competitive economy, and there is a growing realization that investing in efficient water and sewer treatment facilities, good schools and a modern and safe transportation system improves our quality of life. Congress, as well as West Virginia lawmakers, will realize it will cost more to repair the nation and the state’s infrastructure rather than just maintain it. This will lead to future funding of roads, bridges, schools, water and sewer systems and airports, which will boost the economy and immediately improve employment levels.

Secondly, given the challenging eco-nomic times, contractors are reviewing their business models and reconsidering their company’s organization and focus. Contractors will want to restructure, which may include actions such as consolidating operations, reducing overhead, replac-ing executives and applying traditional company strengths on emerging markets or acquiring firms that complement existing construction capabilities. The reduction in the market will drive companies to innovate and create new business op-portunities and partnerships that provide work they never would have realized otherwise. There will be more mergers and acquisitions—and the creation of joint ventures to perform projects—that probably would not have occurred had the market remained stable. Great companies will get even better.

WVE: What types of challenges is the construction industry experiencing?

MC: The May/June 2013 issue of West Virginia Construction News magazine reported that members of the Contractors Association of West Virginia (CAWV) are beginning to have trouble finding qualified craft workers to fill key spots amid concerns that labor shortages will only get worse. A large number of con-struction workers are reaching retirement age and, with the recent downturn in the

economy, fewer people are entering the industry. For contractors in the northern part of West Virginia, they are seeing a shortage of skilled workers due to the expansion of Marcellus Shale gas projects. A recent nationwide survey by the Associated General Contractors of America shows that 74 percent of the contractors surveyed report they are having trouble finding qualified craft workers. The most frequently reported difficulties are in filling on-site construction jobs such as carpenters, equipment operators and laborers, and we are hearing the same thing in West Virginia.

WVE: What do you anticipate for the future of the industry, or in which direc-tion do you see the industry moving?

MC: Quite a few of the new construction jobs are in the Marcellus Shale industry and related power and energy industries. West Virginia contractors are seeing a good market in the oil and gas industry that was not there a few years ago. However, public construction continues to decline as local and state governments struggle to balance budgets. Federal investment poli-cies are causing considerable uncertainty for construction firms.

Water and wastewater construction has been steady, but the Obama administration continues to cut funding for the Clean Water State Revolving Fund Program and the Drinking Water State Revolving Fund Program, the federal funding mechanisms for local water and sewer facilities. Unless Congress takes action, these programs will not grow in the foreseeable future.

The year 2014 will be a mixed bag for West Virginia’s construction industry. There will not be any immediate improvement in road and bridge construction unless action is taken on recommendations by the Governor’s Blue Ribbon Commission on Highways. There will be a small improve-ment in public building construction at various points during the year, starting with higher education and community college facilities, followed by state parks and county school facilities. Some CAWV members are beginning to get calls from private developers, a segment that has been flat for the past few years.


Gary Facemyer, President

American Council of Engineering Companies of West Virginia

WVE: What do you see as the strengths or benefits of engineering companies doing business in West Virginia?

GF: One benefit is that the market in West Virginia is relatively small, which allows firms to build professional relationships with public and private clients in the regions in which the work is needed. A second benefit is that West Virginia law requires state and local governments to use a qualifications-based selection process to select engineers and architects. During the past 40 years, the federal government and most state and local governments have transitioned to the use of qualifications-based selection, which has proven to be more efficient and less costly when considering total lifecycle costs than the use of a selection system using price as a criterion. Private industry in West Virginia largely uses the qualifications-based selection process as well.

WVE: Tell us about the types of trends you are noticing within the state’s engi-neering industry.

GF: Consulting engineering companies are losing engineers and designers to the shale gas industry at 30 to 100 percent of their current salary. While this may be good for the industry in the long run, it is causing consulting firms to scramble for resources in the short term.

Also, design-build (DB) and public-private partnerships (P3) are changing the traditional method of project delivery for engineers. In DB and P3 projects, engineers work in a collaborative team to design a project. Recent legislation and current trends indicate these delivery methods will become more widely used.

WVE: What types of challenges do you see the industry facing?

GF: Recruiting and retaining engineers and designers with five to 15 years of experi-ence is a challenge, as well as the lack of qualified engineers to manage projects and designers to lead design teams. Other than the shale gas industry, wages for entry level engineers remain relatively low. There is also a shortage of mid-level and senior engineers.

The greatest threat to the engineering industry, though, may come from the federal government’s spending priorities. The nation’s infrastructure needs to be a focus of elected officials, and Congress needs to provide long-term stability for infrastructure funding.

WVE: How is changing technology affecting the engineering industry?

GF: Information technology will continue to drive innovation in our industry. Design software, modeling software and the use of geographic information system software in all aspects of life, not just engineering and management, will become the norm. While these are not new trends, they continue to grow and change the market even after 20 years of development. Engineers and technicians who embrace this technology will be the future of engineering.

WVE: Are there any new laws or regulations that are having an impact on the engineering industry? If so, what are they and what is their impact?

GF: Drinking water regulations continue to make it more and more difficult for small water systems to meet standards. Stormwater management and nutrient removal regulations are creating new

opportunities but at the same time are taking away needed resources in basic drinking water and wastewater infra-structure. Regionalization approaches and good asset management are essential to reducing the overall cost of infrastructure.

The energy sector continues to be under the direct influence of existing and proposed state and federal government regulation, especially the coal and gas industries. The constant flux of energy regulation creates great uncertainty in energy investment, in turn creating the ups and downs of the construction and engineering industries. A consistent and predictable regulatory policy will have the greatest impact on the health of the consulting engineering profession.

WVE: What do you anticipate for the future of the state’s engineering industry?

GF: Sustainable design will be the future of the industry. Consulting firms will strive to ensure that projects are delivered with minimal impact on the environment and the community where the project is located. Sustainability is achieved through proper planning, design and construction of projects that create and maximize environmental and social impacts.


Dave Ferguson, vice President and President Elect

American Institute of Architects West Virginia Chapter

WVE: How has the business climate in West Virginia affected the architec-ture industry?

DF: There always seems to be a good amount of public work in West Virginia. The amount of private work has not been consistent from year to year, but because West Virginia is a smaller state by comparison, it’s easier to build client relationships. It’s those relationships that keep some firms going during slower times.

In addition to a relationships-based business climate, our state also uses the qualifications-based selection process for the selection of the design firm. This process has proven over time to be the most effective tool in selecting design firms. It’s been so effective that private industry has taken it upon itself to also use this

process. This way, firms can showcase their talents and qualifications and be selected accordingly.

WVE: Tell us about the ups and downs of the architecture industry over the last few years, both in West Virginia and nationally.

DF: The industry overall seems to have its highs and lows, depending on the part of the country in which you live and work. West Virginia, over the years, has seemed to keep a steady pace. At different times, selected sections of the country experience growth, and some design firms flourish while that growth is sustained. Over the past five years in West Virginia, a portion of the public works side of construction—the Army National Guard and the West Virginia School Building Authority—has spent more than $597 million on new and renovated construction projects. This has been a large portion of the steady growth in the design and construction industry.

WVE: What trends are you noticing in architecture and construction?

DF: Over the past several years, building information modeling (BIM) and sustain-able design, or LEED (Leadership in Energy

and Environmental Design), have gained ground both locally and nationally.

A BIM model is a digital representation of the physical and functional character-istics of a facility. These design projects haven’t really been developed here like the LEED or sustainable design projects have. In fact, most owners have embraced the sustainable design principals, even if they choose not to pursue LEED certification.

Clients seem to be more tuned in to energy-efficient buildings because of the capability to control their operating costs. LEED is intended to help building owners find and implement ways to be more environmentally responsible and efficient. Newer LEED standards and recent building codes have evolved from inception to accurately represent and incorporate emerging sustainable building technologies. The construction of a LEED project is just as involved as the design. Contractors must have working knowledge of the LEED process and be involved throughout the construction phase, and they will also have a key role in the final outcome of the project as it regards the LEED certification.

WVE: What types of challenges are you experiencing?

DF: One of our biggest challenges is trying to keep up with ever-changing design and building codes and technology systems while trying to compete with out-of-state firms that are looking for work in West Virginia.

Design and construction markets change at a different rate in some of the neighbor-ing states. Typically an indication of this is the rate at which architects, engineers and contractors from surrounding states cross the state line looking for work. Usually, some of the larger design firms and contractors will cross the state line for a really large project, but as times get tougher, some firms will be more aggressive for the smaller work that is the mainstay for some of the West Virginia firms.

WVE: What do you anticipate for the future of the industry?

DF: We anticipate the public sector to maintain a steady amount of work. The government projects seem to have slowed down in the state, but hopefully there will be an increase in private and institutional work to help make up the difference.

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Wendy McCuskey, President

Associated Builders and Contractors West Virginia Chapter

WVE: What effect has the business climate in West Virginia had on the construction industry?

WM: Without a growing business economy in West Virginia, construction suffers tremendously. Any reductions in private sector spending will negatively affect the industry. It is impossible to sustain an entire industry on federal and state projects. If new businesses aren’t coming to our state and current busi-nesses aren’t growing and expanding, there are no private construction jobs. With increases in regulation, government spending and general uncertainty, private sector spending decreases.

WVE: Tell us about the ups and downs of the construction industry over the last few years both in West Virginia and nationally.

WM: West Virginia’s economy was hit hard in 2009, as was the national economy, and West Virginia has been a little slower to recover. One of the largest gains in construction spending nationally has been manufacturing, but with West Virginia’s manufacturing on the decline, this increase hasn’t been the same in our state. Luckily, we have seen a boom with the oil and gas industry. This recent boom has had a very positive influence on helping the construction industry recover in West Virginia.

WVE: What is driving the growth we are now seeing in West Virginia?

WM: The oil and gas boom in West Virginia has driven the most growth within certain types of contractors, but the boom has also begun to impact demand for commercial space, offices, hotels and transportation infrastructure.

Influxes in institutional spending at the university and hospital levels have also positively impacted the local construc-tion industry. Private sector investment increases and some population growth in the Eastern Panhandle and North Central West Virginia have helped with commercial development and residential construction.

WVE: Tell us about the trends you are noticing in the construction industry.

WM: New technology, the design-build movement and energy efficiency requirements, as well as the challenge of an aging work force in West Virginia, are all impacting the industry.

Technology trends are allowing project managers and job site employees to have immediate access to information, which helps increase productivity on the job site.

Within the design-build movement, a design-build project creates 3-D models for clients to not only visualize their project but actually see it in 3-D. Inclusion of specialty contractors in the design phase of a project has been a new trend in design-build that has caught on.

Energy efficiency requirements and green building are not brand new to the industry, but complying with the increased environmental regulations is becoming a full-time job for construction companies. Many companies simply do not have the manpower to keep up with new regula-tions, and they are regulating a lot of companies out of business.

WVE: What types of challenges is the construction industry experiencing?

WM: The number one challenge in West Virginia is an aging work force that is getting ready to retire, which poses the question, “Who will replace them?” This should be an easy answer. There should be students enrolled in technical and vocational schools ready to start at a construction company as soon as there is an opening. We have a growing problem that starts with students who do not want to enter the industry. Whether there is a stigma with the industry, school counselors not being realistic with students or a lack of educational facilities, something is driving this major issue. Most likely, it is all three.

The second part of the work force challenge is the same one that is plagu-ing our entire state: drugs. There is no easy solution to this problem, but this is a major challenge within the industry. Hiring workers who can pass a drug test is becoming more challenging each day. If one teammate on a job site is abusing drugs, it puts everyone at risk for major injury or worse. Drug testing current employees has become the normal practice for all companies, but it takes productive time away from the work day and increases the cost of doing business.

WVE: How is changing technology affecting the construction industry?

WM: Technology is always improving, and keeping up with it is a tremendous task. Construction companies need to be proactively thinking about new technology in the industry to position themselves ahead of the competition. One of the major trends with technology is GPS fleet tracking and monitoring. By installing and implementing a GPS tracking and monitoring system, companies have seen increases in fleet productivity, decreases in fuel costs and faster recovery of stolen vehicles and equipment.

Another advancement is the ability to deliver information to a job site. In the past, much of the drain in construction productivity has been caused by informa-tion problems. With the work force in the field having smartphones, tablets and laptops, though, information is immedi-ately shared, and there is no more waiting around for an answer or a decision. We can use mobile apps to calculate supply costs, create documents or log into job site cameras for added security.

WVE: What do you anticipate for the future of the industry?

WM: As the industry rebounds, the future of construction is going to start depending more on alternative sources of financing. Last year in the legislature, a bill passed enabling public-private partnerships for highway funding. There has been some controversy over this bill, but the overall theme for alternative funding sources is growing and will be a reality for our state.

With competition increasing, construction companies will need to market themselves in a different way. They will turn to social media, increase usage of 3-D modeling and be able to react quickly to a more demanding consumer. Technology will play a big role in the future of the industry, with safety and efficiency topping the reasons to adapt and embrace these advances.

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BuildinG AutomAtion and controls systems (BAS) are used for energy management. A BAS allows users to

look at the metrics of a building and see, in terms of energy usage and management, what is going on in a building on a day-to-day basis. BAS systems ensure a building is operating efficiently while maintaining desired room temperatures. Hospitals, schools and data centers are examples of buildings that have critical needs to maintain temperatures and benefit from these energy management and controls systems. When it comes to building automation and controls systems, temperature doesn’t matter; what matters is how an energy management system maintains its setpoints.

Most individuals have a degree of tolerance when it comes to a slightly too hot or slightly too cold room. Some things, such as weather conditions, can’t be controlled while other things, like IT server areas in data centers, must be controlled. When considering building automation and controls, it is reassuring to

know there are products on the market that offer the ability to manage this important factor while also providing preliminary warnings when systems are not functioning properly.

Key Elements of an Ideal BASAn ideal BAS will offer a single, front-end user

interface or a single programming tool that controls all products and allows customization of applications specific to the user’s building requirements. It will also have Web-based architecture, which allows the user to access his or her building system anywhere there is Internet access using any Web appliance without the need for additional software.

An ideal BAS should also include options like security levels that enable system access, viewing and editing based on users’ assigned logins. For example, a facility manager would have unlimited accessibility and controls authority for all areas in the system while a maintenance technician would have limited abilities concerning administrative actions and wouldn’t be able to make system changes.

Intuitive graphics is another component of a preferred BAS system. Intuitive graphics enables the user to view a building floor plan, zone or piece of equipment and see real-time data that allows the user to more easily diagnose potential issues. For example, in some systems, threshold temperature settings are shown in color-coded graphics. If an area’s temperature settings are not within the design parameters or setpoints, the area color will change from the ideal setpoint color to a warning color. These color-coded graphics let maintenance personnel know at a quick glance if there is a building area or zone experiencing issues, which enables immediate reaction and a quicker problem resolution.

By JaniS naRyBAS systems

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Benefits of a BASClimatic issues can impact even the

most scheduled of routines. Bad indoor air quality, for instance, has been known to shut down entire buildings. One such in-stance in the education sector that involved bad indoor air quality required a facility manager to lease office space and transport staff and students to numerous locations in order to continue the learning process. The situation resulted in unexpected housing

and transportation costs for the school system until the air quality situation was resolved. Had the school been using a building automation and controls energy management system, climate changes could have been tracked, and indoor air quality would have been monitored.

Additional benefits of using a BAS can be financial in nature. In the educational arena, snow days can be a drain on energy efficiency. A school building utilizing a

BAS can benefit financially from using the system to remotely adjust heat and temperature settings when school is canceled. A county school system with numerous schools operating under an ideal BAS would be able to shut down all of the schools on a snow day from a remote location in a matter of minutes, allowing for savings on energy bills.

Finding the Right SystemDue to government regulations and

energy savings demands, many building owners and facility managers are beginning to experience the previously unrealized need to know or care if their building is running efficiently. Some controls companies offer a full suite of product add-ons in their systems, while others may offer a more basic system with additional options a la carte. In addition to the preferred elements of a BAS, other offerings may include: equipment troubleshooting or diagnostic capabilities, integration, trending, alarms management and energy reporting. • Equipment troubleshooting or

diagnostics, such as fault detection, helps prevent scenarios in which malfunctioning equipment may be

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robbing a building of energy. Options may include showing warning alarms with links to images of equipment experiencing the alarm condition. This allows the user a real-time look at how the equipment is operating and often speeds up the troubleshooting process.

• Integration is the ability to integrate additional systems, such as lighting, boilers, fire alarms and security, to the BAS, resulting in energy, man hours and equipment savings.

• Trending allows the user to view and analyze data, like room temperatures and building energy usage versus time of day, over a period of time. It also allows the user to identify when problems have occurred in the past in order to pinpoint building issues and improve on energy discrepancies for the future.

• Alarms management is the ability of the system to receive and process critical conditions and failures in the BAS, as well as how the system displays and reports the conditions.

• Energy reporting provides the user with an opportunity to see how the building is spending money across the board. The ability to obtain energy

data and display information quickly enables building owners and operators to make well-informed decisions that affect the building energy usage. Ideal energy reporting will allow a user to see the total utility bill costs broken down by consumption of varying items over selected date ranges and will also enable reports to be generated that can be shared with others in a variety of formats.As with all things, the best product for

the job is not always the cheapest or the most expensive, but it is always the product that best meets the end user’s needs. The best energy management and controls systems will not only meet those needs but will be intuitive. It is up to the end user to do his or her research, talk to industry experts and collaborate to determine the best system on the market to meet their needs.

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West virGiniA’s construction sector remains on the road to recovery. While job gains have

not been consistent on a monthly basis over the course of 2013, employment in the sector has increased at a strong pace overall.

Since bottoming out just over two years ago, the industry has seen the addition of 3,000 jobs, and workers have seen their average workweeks increase in length. Total economic output increased by nearly 17 percent from 2012. A recovery in single-family home construction throughout the state, particularly in higher-growth areas such as the Eastern Panhandle and Putnam County, has been welcoming news. However, the largest spark to the sector in recent years has been a surge in construction associated with the boom in natural gas production activity.

The broad heavy and civil engineering construction subsector posted a nearly 51 percent increase in employment from 2010 through 2012. While this

industry is generally linked to highway construc-tion and other forms of traditional infrastructure construction and repair jobs, it also includes workers who perform construction at oil and gas sites, as well as new pipeline development. Employment in this subsector has more than tripled during the last two calendar years and has accounted for a wide majority of the new construction jobs added on net since 2010. By comparison, residential construction employment—including contractors—has increased modestly during the past two years, while nonresiden-tial construction employment saw its first calendar year increase since 2008.

By John DeSkinS anD BRian legoThe overall

construction industry forecast

calls for the sector to

record strong growth of 2.3

percent per year between

2013 and 2018.

The Construction Industry

Economic Outlook


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Residential ConstructionJust more than 2,000 new single-family

homes were started at some point during the year from mid-2012 to mid-2013, according to data from McGraw-Hill Construction. Although this represents a pace that is more than two-thirds lower than the height of the state’s building activity in early 2006, it does mark a 19 percent increase from just one year ago. In addition, the recent gains in new construction activity put this new supply of housing units at approximately half of the number of new homes expected in a given year after one takes into account the current stock of housing, population growth, replacement and the general preference for new homes by some buyers.

Because of the state’s low population density and high homeownership rate, West Virginia tends to not be very active in terms of multifamily construction activ-ity. The peak in apartment construction occurred during 2006 and 2007, when more than 2,000 units were started, with a substantial share of those newly-built units added in Berkeley County. As of mid-2013, fewer than 300 multifamily units had been started within the state’s 55 counties over the preceding 12 months.

Nonbuilding and Nonresidential Construction

While the state’s single-family con-struction sector has shown signs of improvement over the past 12 months, the nonbuilding segment has struggled significantly. Nonbuilding construc-tion typically consists of infrastructure projects such as highways, bridges and water and sewer systems, as well as utility distribution systems. These line items are linked to federal, state and local spending decisions made with a considerable lag before construction takes place. Given the extensive debates over the trajectory of government spending occurring at all levels, funding decisions for projects have likely been stalled, which has an adverse effect on nonbuilding construction activity.

During the first half of 2013, new non-building projects started in West Virginia totaled $270 million, marking a 46 percent plunge in dollar value compared to the same time frame in 2012. Among the major nonbuilding types, data from McGraw-Hill indicates only waterway infrastructure projects experienced an increase in year-to-date spending activity compared to 2012.


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Our For the nonresidential construction sector, the value of new projects started during the first half of 2013 totaled $221 million, slipping nearly 8 percent compared to the same six-month period in 2012. In addition, the level of new nonresidential construction spending within the state was at its lowest for the first half of a year since 2003. Offices, bank buildings and retail space—as well as schools, libraries and other types of government buildings—represent some of the building types included within the nonresidential sector. Of the nonresidential property types reported by McGraw-Hill, only new office space and education-related buildings posted a gain in new construction through the first six months of 2013.

Industry OutlookPublicly-funded infrastructure spending in West Virginia, as

well as other states, will remain under pressure during the forecast horizon. Increased fuel efficiency of U.S. vehicles combined with virtually no increases in miles driven over the past six years has led to sluggish growth in fuel taxes and shortfalls in the federal highway trust fund. In addition to the problems created by weak state revenue growth, broader federal tax reform and other plans connected to reducing the federal debt could have a significant effect on funding for future highway construction and other infrastructure development in the state.

The overall construction industry forecast calls for the sector to record strong growth of 2.3 percent per year between 2013 and 2018, though not all segments are expected to participate in the expansion to the same degree. The state’s energy industry is expected to remain a solid contributor to the construction sector going forward, but its impact will be smaller than the robust amounts of the past two years. TransGas Development Systems’ coal liquefaction plant project, targeted for construction in Mingo County, could reportedly generate as many as 3,000 construction jobs to build the nearly $4 billion facility.

New pipelines and distribution systems will need to be constructed in order to transport the large amounts of natural gas extracted from the Marcellus, Utica and Devonian shale formations in West Virginia and the surrounding region to utility companies and other end users. Large quantities of ethane and other by-products found while extracting natural gas reserves have also yielded proposals for constructing facilities in West Virginia to process these products for industrial applications.

A continuing recovery in the state’s housing market is also expected to bode well for the construction sector. New single-family home construction is expected to accelerate modestly over the next few years in the state’s traditionally higher-growth locales due to the combined effects of stronger economic growth, relatively low interest rates and waning competition from distressed sales. Healthy rates of in-migration and rising per capita incomes will support demand for new single-family housing construction in areas like the Eastern Panhandle over the long term.

Overall, the outlook for West Virginia's construction sector is largely positive. Issues with the federal budget may hamper growth in investment for highways and other forms of infrastructure, but new construction activity linked to booming growth in the state's oil and gas industry and a general recovery in the single-family housing market offer strong sources for optimism for the industry in the state.

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in the PAst, applicants who needed funding for infrastructure projects were forced to individually approach funding

agencies in order to obtain the proper funding. The creation of the West Virginia Infrastructure and Jobs Development Council (IJDC) changed that by centralizing the review of applications to include multiple funding agencies. The infrastructure council, which was formed by law in 1994, wears two hats. It is the central clearinghouse for review of hundreds of millions of dollars of water, sewer and economic development grants and low-interest loan applications, and it is also a funding agency itself.

“Each year, the council typically receives around 70 to 80 applications for public water and sewer projects,” explains Jim Ellars, the executive director of the IJDC. “The review process takes approximately 50 to 60 days, and once the application is approved, the sponsor is authorized to pursue the approved funding package and project scope.” Bringing a

project to completion takes years from that point. Final engineering design must be completed, and that design must be reviewed and approved by state agencies. Final rates must also be developed, and for utilities other than municipalities, those rates must be approved by the Public Service Commission. Interests in real property need to be acquired, sometimes by condemnation, and the construction work has to be put out to bid. Once these issues are addressed, closing on financing occurs and construction can begin.

“Having adequate water and sewer service in place in advance is often a prerequisite to an area landing a large commercial or industrial prospect,” says Todd Hooker, the senior manager of Financial Programs & National Accounts at the West Virginia Development Office. “These commercial and industrial entities are typically looking at various sites in several states with a relatively short time frame. If it’s just a question of a water or sewer line extension, typically that can be accomplished within the time frame needed by the prospect. If a treatment plant, either water or sewer, needs to be constructed, though, it tends to be a much larger challenge to get that constructed in time.”

In its central clearinghouse role, the council approves, modifies or denies applications for funding. Approved projects will be directed to utilize specific funding sources, such as the West Virginia Department of Environmental Protection’s (WVDEP) State Revolving Fund, the WVDEP Abandoned Mines Lands and Reclamation Program, the West Virginia Bureau for Public Health’s Clean Water State Revolving Fund, Small Cities Block Grants and Appalachian Regional Commission grants administered by the West Virginia Development Office.

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ExEdgeIn 1806, Congress allotted funds for the national road, the first federally funded road. It stretched from Cumberland, MD to, eventually, southern Illinois.

Source: http://amhistory.si.edu/onthemove/themes/story_47_1.html

“Prior to the council, cities

and towns would have to

find funding, which

typically meant

hunting for a grant.”

from application to approval

The Infrastructure Funding Process

In its second role, the council funds projects using its own infrastructure fund. According to Ellars, the three basic sources of income for the fund are from excess video lottery proceeds, income from investment earnings and interest paid on outstanding loans. The council also provides funding for economic development projects that are eligible under the statutory definition. These projects follow a different application process, with applications first being submitted to the West Virginia Development Office.

Executive Director of Region IV Planning and Development Council W.D. Smith worked closely with the council during its formation and has worked with the IJDC to obtain funding for

the West Virginia infrastructure and Jobs Development council is made up of four committees:

Sewer and Water Technical Review Committeescomprised of four member agency heads, these conduct all technical reviews of applications and provide written comments and recommendations to the council for each application.

Funding Committeethis committee meets in advance of the full council meeting on a monthly basis and reviews applications and their proposed funding packages. they either approve or make modifications to the packages.

Consolidation Committeemeeting on an as-needed basis, this committee reviews multiple applications that may have competing or overlapping scopes of work and applications that may benefit from consolidation with another project.

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water and sewer projects in his region, which includes Nicholas, Fayette, Webster, Greenbrier and Pocahontas counties. “Prior to the council, cities and towns would have to find funding, which typically meant hunting for a grant,” says Smith. “The legislation determined that there needed to be a better way, which led to this more comprehensive and formal approach for communities to plan and develop their public works.”

“Six state agencies make up half of the voting members of the council,” says Ellars. “The others mentioned in the law are either advisory, nonvoting members or invitees to the council’s public meetings.” By statute, the council invites two federal funding agencies to each meeting: the Rural Utilities Service of the U.S. Department of Agriculture and the U.S. Army Corp of Engineers.

The IJDC cannot direct federal agencies on how to use their funds, but applicants will often utilize a federal agency for funding part of a project, which will be a part of the funding package put together by the council.

Applications are submitted by project sponsors, which is now a completely Web-based process. The council reviews a project application and decides on its approval or rejection based on the scope of the project, the project’s estimated cost and the proposed funding sources that will finance the project. Once the application is filed, the council’s funding committee will meet to discuss and make a recommendation to the voting members of the council with regard to each application. It is important for applicants to attend these funding committee meetings. Being present allows the applicant to address any concerns that may arise.

After the application is approved, often with modifications, the council expects the project to begin preparation for construction. “The council does not provide a binding commitment of funds until the project is ready to proceed to construction,” says Ellars. This is important for applicants to note in advance to ensure their filing and funding process goes smoothly.

When reviewing applications, the council also considers the applicant’s resources in an effort to provide approval and funding in the most beneficial manner. “They look at user rates of utilities and try to level the playing field,” says Smith. “Some communities are paying a lot more for their services. Where rates are extremely high, the council works to give those people more opportunities for lower rates and grants. They are working to give better deals to the communities that need them.”

Because of the decrease in available grant dollars, low-interest loans are becoming a more common way of funding utility projects. What the council is able to do for applicants is provide these loans at below-market interest rates through government agencies rather than approaching banking establishments, which can’t provide funding on the same terms.

“Everyone in my region, from large areas to a community with a population of eight, has accessed the infrastructure council,” says Smith. “In general, it has been a good thing. It brings continuity to the system, and we’re seeing funds spread out to those communities that really need it.”

Between the council itself and other funding agencies, approximately $224 million was committed to water and sewer projects that had not yet proceeded to construction in 2013. The infrastructure council made up approximately $53 million of those binding commitments.

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Canaan Valley Resort Finalizes $34 Million Renovation with New Lodge

Canaan Valley Resort State Park has marked the final stages of a $34 million renovation with the opening of a brand new lodging facility. The renovation includes 160 guest rooms, an atrium-style lobby with a sleek, stone façade and elegant conference space. Construction on the project has taken more than two years and includes the complete construction of the new lodge, retro-fitted into the existing lodge.

The lodge’s guest rooms are designed for rustic elegance, with luxury beds and linens, oversized bathrooms, flat-screen TVs and in-room microfridges for complete convenience. Overlooking the valley and offering sweeping views of the surrounding peaks, Canaan Valley Resort offers guests a variety of accommodations including new guest rooms and suites, cabin and cottage rentals and paved campsites.

More than 25,000 square feet of flexible, spacious meeting venues are available for meetings, conventions, reunions, retreats and destination weddings. Meeting rooms are equipped with wireless Internet access; they accommodate an assortment of floor plans, and audio visual equipment is avail-able. For larger scale events or activities, there are playing fields and a natural outdoor amphitheater.

Habitat for Humanity Builds 700th Home in West Virginia

Habitat for Humanity of West Virginia (HFHWV) has served more than 1,000 families statewide since 1987. This year, HFHWV celebrates the 700th Habitat home in West Virginia, located in Monon-galia County.

The Mon County Habitat for Humanity (MCHFH) partner family, Tara Davis and her two daughters, Tori and Lexi, will soon move into the home. The house is the first

One of the guest rooms in Canaan Valley Resort’s new lodge. One of the guest rooms in Canaan Valley Resort’s new lodge. One of the guest rooms in Canaan Valley Resort’s new lodge.

79

of six that will be built as part of Phase 1 of MCHFH’s first single-family home housing development, Jerome Park Place.

“The most rewarding part of this experi-ence has been working with new people and seeing all those who help out in the community,” says Davis. “They’re like little angels out there all over the place, and I can’t thank them enough.”

Over the past year, approximately 16,000 volunteer hours have been put into the home. Along with dedicated individuals and work groups, each member of the partner family older than 18 was required to put in 250 sweat equity hours of work on their house. Sweat equity is part of Habitat for Humanity‘s commitment to a hand-up, not a hand-out, for families in need.

“Sweat equity ends up being more about just working on completing their home,” says MCHFH Executive Director Shawnda Cook. “Families gain valuable experience that can be applied to home maintenance and upkeep, as well as education on ways to keep their homes energy efficient. The whole process is geared toward preparing them for homeownership.”

Since 1990, Mon County Habitat for Humanity has completed 42 homes and has provided housing for approximately 180 individuals.

The Linsly School Breaks Ground on 200th Anniversary Campaign

The Linsly School opened its 200th aca-demic year this fall with a new construction

project to expand Banes Hall, the school’s main classroom building. The expansion is part of Linsly’s 200th Anniversary Campaign, a capital fundraising effort with a goal of $10 million, the largest in the school’s history.

Linsly broke ground on the Banes Hall construction project in late August 2013. With the construction timeline running on schedule, administrators predict the renova-tion work will be complete in May 2014. The expansion of Banes Hall will include construction of a high-tech presentation classroom with stadium-style seating for 100, a new academic wing addition and an alumni dining hall, as well as redesigned classrooms that will feature presentation technology and technology infrastructure improvements.

In addition to the ongoing construc-tion to Banes Hall, progress has already been made on other campaign priorities, including a $1 million goal to restore Behrens Gymnasium and the lower campus practice facility with turf for physical education classes, boarding student use and team practices.

The campaign also includes a $4 million goal to support teachers and students called the Endowment Building for Scholarship and Faculty Professional Development.

According to Reno DiOrio, Linsly’s president, Linsly is among a very elite group of independent schools to reach this 200th anniversary milestone. “In the National Association of Independent Schools, of which Linsly is a member, there

Tara Davis and her two daughters,

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are approximately 1,400 member schools. Fewer than 50 of these schools were founded in 1814 or earlier. It is a remarkable achievement for any institution to reach the milestone of 200 years, and Linsly is proud to be among the small number of independent schools to celebrate our bicentennial anniversary.”

North Central West Virginia Airport Completes $11 Million Runway Project

North Central West Virginia Airport (NCWVA) has completed a runway extension project that took nearly eight years and $11 million to complete. Mandated by the Federal Aviation Administration, the project was designed by Thrasher Engineering and constructed by J.F. Allen Company. At 7,800 feet, NCWVA boasts the longest commercial runway in the State of West Virginia. The project was presented the 2012 Quality in Construction Award by the National Asphalt Pavement Association.

In the last 24 months, NCWVA has also completed several other renovation projects that will maintain and improve on the airport’s documented $394 million annual economic impact. A $3 million water line extension project has provided water pressures that meet the National Fire Protection Association’s standards for current and future economic development. The construction of new taxiways, at a cost of $450,000, will aid Fairmont State University and Pierpont Community and Technical College’s aviation programs and provide a new industrial access road to the airport’s Phase 1 aerospace park. The recent $500,000 terminal renovation increased the airport’s ability to accommodate secured passengers, raising the number from 24 to 170.

University Program Finds New Home in Downtown Stone Center

Wheeling Jesuit University (WJU) recently moved its doctorate of physical therapy program to downtown Wheeling in the Stone Center, as the center provided more space for the university to expand its program in number of students, classrooms and labs.

The Stone Center, now owned by Regional Economic De-velopment Partnership (RED), was formerly Stone & Thomas Department Store’s flagship store until it closed in the early 2000s. Since that time, RED has assumed ownership of the building, which houses several businesses.

“RED works hard to fill the Stone Center with the right tenants,” says Don Rigby, executive director of RED. “Having Wheeling Jesuit University’s physical therapy program downtown is a great fit because the students bring more activity to the area. This is the building’s highest occupancy since RED began working with the building nearly a decade ago.”

The physical therapy program occupies about 20 percent of the Stone Center’s 180,000 square feet of floor space. The program also features a free clinic staffed by WJU physical therapy students.

“We are thankful to RED and the City of Wheeling for their generous commitment,” says the Reverend James Fleming, S.J., president of WJU. “Not only did this move allow Wheeling Jesuit to grow its health science programs, but it also brings new growth to our city to help revitalize downtown.”

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Hutchinson Elected President of West Virginia Building Trades Council

Bill Hutchinson has been elected president of the West Virginia State Building and Construction Trades Council.

Hutchinson replaces Steve Burton and will remain the business manager of the Parkersburg-Marietta Building Trades, a position he has held since 2008. Prior to that, Hutchinson was a business manager of Iron Workers Local 787 Parkersburg and has been a member of the Iron Workers since 1977.

In accepting the position, Hutchinson remarked, “I am honored to be chosen as president and feel I have big shoes to fill, but I can assure you I will work hard and to the best of my ability.”

Hutchinson will serve for the remaining three years of the four-year term that began in 2012. Every four years, the terms of president and secretary-treasurer are elected by delegates to the West Virginia State Building Trades Convention. Delegate votes are proportional to the dues paid by each local union. The duties of the president include chairing the monthly meetings of the council, making appointments to committees and representing the council during major political events and negotiations.

Edgewood Summit Announces Grand OpeningEdgewood Summit officials recently held a ribbon cutting

ceremony to announce the grand opening of the new Arthur B. Hodges Center at Edgewood Summit for memory support and skilled nursing care.

“We appreciate the encouragement and support we received for this expansion, and we are proud to bring this project to fruition,” says Executive Director Diane Gouhin. “Memory

support and skilled nursing assistance is greatly needed in the Kanawha Valley and throughout West Virginia, and we look forward to serving the community in this manner for many years to come.”

The new Arthur B. Hodges Center completes Edgewood Summit’s continuum of care, making Edgewood Summit the Kanawha Valley’s first and only complete continuing care retirement community.

West Virginia State University Breaks Ground on New Residence Hall

A groundbreaking ceremony earlier this fall marked the start of construction of the first new residence hall to be built on the campus of West Virginia State University (WVSU) since 1969.

The new Judge Damon J. Keith Scholars Hall will feature suite-style living with two-, three- and four-bedroom suites, in addition to a café and gaming room on the building’s first floor. It is expected to be open for students coming to campus for the fall 2014 semester.

“This is an exciting time as we join together to break ground on a modern, state-of-the-art residence hall—a home to future generations of Yellow Jackets, a symbol of growth and prosperity and a gathering place for the entire campus community,” says WVSU President Brian Hemphill.

Ambling University Development Group is the developer of the 291-bed, four-story residence hall. Earlier this year, the Kanawha County Commission approved the issuance of up to $30 million in bonds to fund construction.

The new residence hall is named in honor of distinguished


WVSU alumnus Damon Keith, who has served as a judge on the U.S. Court of Appeals for the 6th Circuit since 1977.

“Judge Keith represents the rich history and proud legacy of West Virginia State University,” says Hemphill. “He is an example of a past student who made a significant impact on the world while retaining a deep connection to the institu-tion he loves so dear. This residence hall, bearing Judge Keith’s name, will stand as a tribute to and reminder of his strength, courage and loyalty.”

Keith is the recipient of numerous awards, most notably the NAACP’s highest award, the Spingarn Medal, whose past recipients include the Reverend Martin Luther King, Jr., Justice Thurgood Marshall, Rosa Parks and General Colin Powell. Other prominent honors bestowed upon Keith include the American Bar As-sociation’s Thurgood Marshall Award, the Distinguished Public Service Award from the National Anti-Defamation League and the Detroit Urban League’s Distinguished Warrior Award.

Douglas Equipment Marks a Year of Growth with Four Major Projects

Douglas Equipment, a Bluefield, WV-based commercial kitchen, food service and convenience store equipment dealer, has recently completed large scale projects for Radford University, Edgewood Summit, Quail Hollow Golf Club and Hometown Shell. These high-profile regional projects represent a growing part of Douglas Equip-ment’s business, in addition to operating equipment showrooms in Bluefield and Bristol, VA.

Douglas Equipment provided equipment, installation and support for the renovation of the 4,500-square-foot Dalton Dining Hall at Radford University in Radford, VA. The project included upgraded kitchen equipment with state-of-the-art food prep

and dining areas for more than 3,000 students on a daily basis.

Edgewood Summit, a retirement commu-nity in Charleston, WV, constructed a new building, and the company provided the equipment and set up for their new kitchen, including cooking and prep equipment, a walk-in cooler and an energy-efficient hood system.

Quail Hollow Club, based in Charlotte, NC, hired Douglas Equipment to assist with a complete remodeling of the kitchen area. From design to installation, the company assisted with the upgrade that is preparation for hosting PGA tour golf events beginning in 2015.

Douglas Equipment assisted when Hometown Shell expanded and renovated their busy convenience store in Bluefield, VA with new commercial refrigeration including a 12-door retail cooler, walk-in beer cave and an open-front merchandiser, plus retail shelving and counters and food prep and heated display equipment.

Larry Douglas, president of the company, looks forward to future oppor-tunities to continue a record-setting year for the company. “These were big projects and took a lot of time and manpower to complete, but it is always exciting to watch these jobs come together and see the finished product,” he says. “It’s been a great year so far, and we are optimistic about the future.”

New Comfort Suites to Open in Bridgeport

The new Comfort Suites in Bridgeport, WV is under construction and will be open to guests in the spring of 2014. The hotel is owned and operated by Mountaineer Hospitality Group, LLC and located at 285 White Oaks Boulevard in Bridgeport.

With 83 guest rooms, Bridgeport Comfort Suites is near both the United Hospital Center and the FBI center. The

Rendering of WVSU’s Judge Damon J. Keith Scholars Hall.

83

Charleston | Parkersburg

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hotel will feature free high-speed Internet, free newspapers, in-room coffee makers and in-room safes. The 100 percent suite facility will also have extended stay studio suites with fully equipped kitchens. The hotel will have an indoor pool, hot tub and full-service lounge.

Alford Home Solutions Appointed as Grip-Tite Dealer

Grip-Tite, an industry-leading manu-facturer of foundation and basement wall repair systems, new foundation piles and soil retention elements, is pleased to announce the appointment of Alford Home Solutions as the certified Grip-Tite dealer/installer for West Virginia, Western Kentucky and Southeast Ohio.

Alford Home Solutions has been servic-ing customers and guaranteeing customer satisfaction in the Tri-State area since 1963 and will now be adding foundation and basement wall repair to their service offerings. Alford Home Solutions joins a growing Grip-Tite dealer network that covers all 50 states and Canada.

With a commitment from Chris Alford, president, to send a full contingent of key operational and sales personnel to an intensive, three-day training at the Grip-Tite facilities in November, Alford Home Solutions will be positioned to immediately address foundation and basement wall problems and provide the best and most cost-effective solutions.

McKinley & Associates Saves Fort Henry Club Building

McKinley & Associates has announced the purchase of the historic Fort Henry

Club Building, located on Chapline Street in Wheeling, WV.

Originally designed and built as a Federal Style mansion in the 1850s, the home was purchased around the end of the Civil War. Alterations of the home created a Classical Revival Style townhouse. The building, situated on a prominent downtown corner, was later purchased to house the budding Fort Henry Club.

By the late 2000s, dwindling member-ship caused the club to close, and the building was left vacant. Its neighbor across the street, St. Matthew’s Presby-terian Church, took ownership in 2011. Unable to find a new owner, planning for the demolition of the building began. McKinley & Associates purchased the building to save it from being torn down.

“Despite being more than a century old, the building is in good condition,” says Ernie Dellatorre, president of McKinley & Associates. “When you look at an old building such as that, you have to determine if it can be saved. This building has strong bones and is structurally sound.”

McKinley & Associates was already in the process of repurposing the building for previous owners when they took posses-sion. The company developed floor plans for a variety of alternatives that include office space, high-end apartments/condos and a boutique hotel.

Since the structure is included in the Wheeling Historic District, listed in the National Register of Historic Places, McKinley & Associates’ goal is to maintain the historic character of the interior and exterior by retaining any historic fabric, mouldings, finishes and door frames.

A proposed rendering for the Fort Henry Club Building in Wheeling, WV.

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there’s A reAson the phrase “Wild and Wonderful” is used to describe the Mountain State. West Virginia is full of magnificent views,

inspiring success stories and phenomenal people. At West Virginia Executive, it’s more than just a slogan or a description, though. It’s a mission. In every publication we produce, our goal is to help show not only the state’s beautiful, action-packed attributes but also its success stories—our wildly entrepreneurial and wonderfully talented people.

One element of the magazine, in particular, assists us in reaching that goal: our annual Young Guns issue.

The individuals we feature in each Young Guns issue are leaders from different industries across the state. They appreciate the hard work it takes to achieve success, are actively involved in their communities and are, in their own individual ways, completely wild and wonderful.

Selecting individuals to recognize in the Young Guns issue is something we take very seriously. We receive nominations from around the state by the hundreds and spend countless hours poring over each nomination to narrow the class down to 10. Certain criteria must be met to be eligible for consideration of this honor. Each Young Gun must be 43 years of age or younger at the time they are selected, must live and work in West Virginia

and must be very community minded. During the selection process, both career achievements and community service of each nominee are considered before a decision is made.

This year, we made an exception to our limit of 10 members per class and selected 12. Check out page 95 to meet the Contraguerro brothers who helped us break the mold with the 2014 class. This year’s class also includes our youngest Young Gun to date. Learn more about Katherine Bomkamp on page 93.

The Class of 2014 was photographed on location at Smith Company Motor Cars in Charleston. The dealership, which served as the backdrop for the photo shoot, is home to four of the top luxury brands: Jaguar, with the exhilarating new Jaguar F-Type; Mercedes-Benz offering the new CLA; Land Rovers and Range Rovers with go-anywhere performance and Volvos, including the completely redesigned 2014 XC60 and S60.

Our Young Guns exemplify focus, determination and hard work, and we believe it is leaders like these who will guide West Virginia into a brighter future. If you know someone who meets the criteria and would make a great member for next year’s class, you can visit www.wvexecutive.com and complete a nomination form.

Photography by Tracy Toler on location at Smith Company Motor Cars


Young Guns 2014By kenSie hamilton


JessicA AlsoP’s childhood was one of courage and camaraderie—and double dares. Her two older brothers, Ty and

Toby, liked to see how tough their baby sister could be, and she never backed down from a challenge. Today, as a member at Jackson Kelly PLLC in Charleston, Alsop has been able to harness the resilience and determination that put her on a level playing field with her brothers and use it to propel herself toward a successful career as an attorney.

Alsop, an Elkins native, aspired to be an accountant from an early age. She loved anything to do with numbers, and spending time at her father’s lumber mill provided the opportunity to use numbers in a business setting by tallying lumber and log tickets. It wasn’t until she was preparing to graduate from West Virginia University (WVU) with a bachelor’s degree in accounting that she took pause to consider the path she had chosen. “I decided I wasn’t ready to finish school and start a career,” she remembers. “I felt like I wanted to do something more.” After graduation, Alsop returned to WVU where she received her law degree before going on to attend New York University to study tax law.

Throughout her career, Alsop has had many mentors, and she credits Louis Southworth, Mike Foster and Beth Lord at Jackson Kelly for playing major roles in guiding her career and her life. She also credits her husband, Rob, for the vital source of support he has offered.

“Someone recently told me that 90 percent of your happiness in your adult life is determined by your choice of spouse,” says Alsop. “I believe that to be true. My husband always encourages me to keep going when things are hard and provides a soft place to land when things don’t work out the way I have planned.”

When it comes to balancing her career with her personal life, Alsop has found that having a supportive spouse, planning ahead and finding an outlet through which she can regroup is the key. The best outlet she has found for herself is running. “The day goes much better if I am able to get out early in the morning and spend some time taking care of myself,” she says. “Everyone in my house—and probably in my office—can attest that I am much better at anything if I’ve run first.”

Part of that planning ahead is being able to carve out time for her volunteer work. She is on the board of the Chil-dren’s Therapy Clinic and the board of trustees of the University of Charleston, and she serves as the treasurer of the American Inns of Court. In addition, she is a member of the Priscilla Circle at Christ Church United Methodist, a group of women who organize and execute the semi-annual Twice Blessed Consignment Sale to raise money for local children’s charities in the area. Since its inception several years ago, the group has gifted more than $100,000 to local charities.

Alsop might have learned a lot from her brothers, but her sink-or-swim attitude was something she picked up from her parents. “When my dad took me to Parkersburg to buy my first car, he told me if I really wanted that particular car, I had to learn how to drive a stick shift on the spot,” Alsop remembers. “He made me drive it off the lot and all the way home. My parents believed you learned best by putting yourself in the situation where you didn’t have a choice but to just do it.”


By JennifeR Jett

Jessica alsop Member, Jackson Kelly PLLC

“if we wait for the

moment when everything, absolutely everything

is ready, we shall never

begin.”

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mAriBeth Anderson has never been someone to sit down and be counted. She makes people notice her. She has an

undeniable charisma and drive that has propelled her to the position of senior director of Government Relations with Chesapeake Energy.

Anderson’s father is a United Methodist minister, which required the family to move around the state during her childhood. Born in Romney, WV, she moved to Ripley at the age of seven and spent her high school years in Huntington. After living in Huntington for just a year, Anderson ran for 11th grade class president and won the election, demonstrating a bravery and confidence that has long been a part of her success.

During her first job at Stone & Thomas Department Store in Huntington, WV, she worked shifts folding shirts then left to intern at the WSAZ TV station, where she assisted with production of the nightly news. “I couldn’t believe they actually paid people to have so much fun,” says Anderson. “That job taught me how much more alive you can feel when you have a larger sense of mission, a purpose.”

That taste of the communications business led her to move forward, eventually working as a news director for WSAZ TV. During her time there, the station had the highest-rated 6 p.m. broadcast in the nation. “We were lucky to have a giant stage, microphone and spotlight to showcase solutions and people doing good work,” says Anderson. “It was a responsibility we took seriously.”

Today, Anderson continues to use her experience to create a working dynamic based on relationships and solutions. “When there’s a lot of disagreement, even when there are raised voices and heightened passions, I’ve been able to bring everyone back to common ground,” says Anderson. “In the shale gas debate, when people are on opposite ends of the spectrum, there’s always some place from which we can all start and finish. We all want to use the resource in a way that improves our quality of life and secures our future.” This approach has made her an asset to Chesapeake during a time when the energy industry is under intense public scrutiny.

While her career has always been a priority, Anderson refuses to let her work life define her. At one point in her career, she took a year where she only worked part-time. “I recalibrated,” she says. “That redirection sent me down a path that landed me in the middle of the New Natural Gas Era—in the center of the shale space and what it means for our state. There’s no place I’d rather be.”

Outside of her tenacity for work, Anderson approaches her home life with equal vigor. Always on the move, Anderson has gone from roller skating to running, and she recently completed her first half marathon, the Hershey Half Marathon in Hershey, PA. She also knows how to sit down and enjoy a good book on her Kindle and has always been a reader—and writer. When she was just 17, Anderson spent a month on Spruce Knob writing her own autobiography.

Anderson is also a committed public servant. She serves on the board for Vision Shared, an economic development group, where she works on ideas for the betterment of West Virginia. She also works with the West Virginia Chamber of Commerce, which led to her involvement with No Labels, an initiative that stresses unity in politics for the benefit of the country’s citizens. “That’s what I like most about the projects I’m involved in,” says Anderson. “We need to get past labels or preconceived notions of where people land and just work together for the betterment of the community.”

From family to community to industry, Anderson is never short on motivation to continue. “I’ve just always felt that things are supposed to be a challenge,” she says. “I’m wired to push. If it feels easy, I kick it up a notch.”


By amy aRnett

Maribeth anderson Senior Director of Government Relations, Chesapeake Energy

“Spread your arms,

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– Guy Clark

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NEEDED: Communities that encourage all adults to find their talents and challenge all children to grow.

Adults with developmental

disabilities are oftentimes denied

the opportunity to fully participate

in their communities. Forming

social contacts is what allows us

all to get jobs, develop lasting

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contributions. Everyone has gifts

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We all have a drive to do great

things for our community and at

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disabilities are often sheltered from

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skills. Most importantly, they may

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overcome challenges on their own.

In the same manner, students

need challenged in order to be

able to grow and learn. Students

with developmental disabilities

are often forced into learning

environments that stifle their

possibilities. Social learning and

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limits from what can be gained

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Different students have different

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Anna Smith receiving the award for her grand champion lamb.


KAtherine BomKAmP is proof that age doesn’t define what a person can accomplish. At 22 years old, Bomkamp is the president

and CEO of her own company, a highly-involved advocate for nonprofits and a full-time student at West Virginia University (WVU). She has proven herself as a force in the business world with her outlook. “I never thought I was too young to do something important,” says Bomkamp.

Growing up in a military family, Bomkamp faced the transitions of service life optimistically. “By the time my dad retired from the Air Force, I had lived in seven states and 16 houses and attended 10 different schools,” she says. “We were exposed to different cultures and unique experiences, and I think that perspective has defined us both as a family and as individuals.”

Bomkamp’s West Virginia-based company, Katherine Bomkamp International, produces the revolutionary Pain Free Socket (PFS), a holistic prosthetic device that uses temperature control to help reduce or eliminate phantom pain experienced by amputees. At the age of 16, Bomkamp’s time spent with her father at the Walter Reed Army Medical Center introduced her to the pain experienced by severely injured soldiers returning home.

After listening to the stories of amputees with different experiences, Bomkamp set out to make a change. “My thought process in developing the PFS was that when I pull a muscle, I apply heat to it,” says Bomkamp. “I wanted to see if I could apply this to treating phantom pain in a mobile environment.” For her 10th grade science project, she developed a prototype of the PFS,

a double-walled socket with heating between the two layers, based on the concept of thermal biofeedback that has been used successfully in Europe.

The patented device has garnered recognition from Popular Mechanics magazine, the Royal Society of Medicine in England, the National Gallery for America’s Young Inventors, Intel, the International Council on Systems Engineering and the U. S. military, among others.

Beyond her company, Bomkamp works hard in multiple ways to make a difference in the lives of others. “My parents taught me that my life is bigger than myself,” she says. “I’ve been able to do a lot of work with nonprofits that support wounded veterans and their families. I get excited about turning the things I’m passionate about into serving the needs of others.”

Bomkamp volunteers with On Eagles’ Wings Therapeu-tic Horsemanship Program, a therapeutic riding program. She also mentors high school students and supports them in making decisions for their future. Bomkamp’s Web site and Twitter account have provided a platform for her to raise awareness for several nonprofits, including Achilles International, America’s VetDogs, Fisher House Foundation, Homes for Our Troops and Wounded Warrior Project. In 2012, Bomkamp was chosen as a Campus Compact Newman Civic Fellow for her work in community service and therapeutic technology.

Now a political science major at WVU, Bomkamp has to remain very organized. “Balance has always been a very delicate thing in my life,” she explains. “It can be a challenge to envision the future and look at the big picture of a product you have created while still being able to execute the day-to-day tasks that get you to the end result.”

Bomkamp credits her family and mentors for her accomplishments. “My parents have always been my biggest supporters and have sacrificed more than I’ll ever know to allow me to pursue my research everywhere it’s taken me,” says Bomkamp. “I’ve also been surrounded by some incredible people and been truly blessed to work with some of the most intelligent and talented people in the State of West Virginia. I never had control over where I lived before I chose to come to West Virginia for college, and I have never regretted that choice for a second.”


By amy aRnett

Katherine Bomkamp President and CEO, Katherine Bomkamp International

“let us all live lives

worthy of the sacrifices

being made for us.”

– General Richard Cody


FoodPasta saladTV Show“Community”PlaceMilan Puskar Stadium on a fall day

Connect with Katherine:


While younGer Brothers Tom and Josh initially had other goals—Tom wanted to be an astronaut and Josh

wanted to play for the Pittsburgh Steelers—a day never passed that Bob Contraguerro, Jr. doubted his future with their father’s company. Despite varying interests, it was a passion for the business their parents built that brought the three brothers back together in their hometown of Wheeling to run Panhandle Cleaning & Restoration.

Bob, Jr. began learning the family business at the age of 10. “I spent a lot of time watching my father grow the business from the ground up,” he says. “I couldn’t wait to ride around with him in the truck and go on jobs with him. He taught me everything I know about the business.”

In addition to the hard work and dedication of their father, Bob Contraguerro, Sr., Tom says older brother Bob, Jr. also played an instrumental role in his decision to stay in Wheeling to help the family business expand its services and geographic footprint. “As a younger brother, I always looked up to Bob, Jr., and watching him become an essential part of the business inspired me to help the business grow and prosper.”

Josh pinpoints the root of his success to his parents as well. “Throughout my life, my parents have sup-ported me and helped me achieve my goals. They have always made it a point to do whatever they could to help me stay on the path to success.”

Running a family business doesn’t happen without challenges. For Bob, Jr., it wasn’t until his son was

born that he found a balance for work and family. “Before, I could work all day and night. Now, I find myself thinking twice before starting a new project at the end of the day. I want to be able to see my son before he goes to bed at night.”

While some may struggle to find motivation in their jobs, Tom’s comes as a result of being able to help people through the family business. “In our line of work, we are called when catastrophe strikes,” he explains. “It’s extremely rewarding to help people in a time of need. That’s the key to my motivation—knowing that our business is helping customers restore their most prized possession: the place they call home.”

Today, Panhandle Cleaning & Restoration has 80 vehicles and more than 100 employees, and it has provided services all along the East Coast. Despite the company’s national growth, the family’s focus remains on supporting their community.

In addition to the company’s community service projects, the brothers each have their own ways of giving back. Bob, Jr., who sits on the Wheeling Chamber of Commerce board of directors and Disaster Kleenup International’s advisory board, devotes time to Easter Seals, Wheeling Health Right and the West Virginia Northern Community College’s foundation and board of governors.

Tom, the middle brother, is a member of the YMCA board of directors and a volunteer for the local soup kitchen, Catholic Charities West Virginia, canned food drives and Toys for Tots. He also speaks to local youth about the importance of setting goals and being active.

In addition to canned food drives and the local food kitchen, Josh focuses on raising awareness for childhood fire safety and is behind efforts to establish a disaster support group for children. “It’s important to help get children back to a sense of normalcy after something happens to their home,” he says. “Even if it’s as little as a teddy bear to sleep with at the hotel, a child deserves to get back into a comfortable rhythm in their life.”

Despite childhood dreams of space and the NFL, Tom and Josh have, with the help of Bob, Jr., found careers even more rewarding than they had imagined: implementing the values of their parents and helping others all while being afforded the unique opportunity to find success in the Mountain State.


By JennifeR Jett

Contraguerro BrothersBob Contraguerro, Jr., Vice President; Tom Contraguerro, Vice President of Operations;Josh Contraguerro, Vice President of Marketing

What is yourfavorite … ?

Bob’s Favorites:

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Midnight SnackPopcornSmell

Citrus

Tom’s Favorites:

Cartoon Character

Inspector GadgetAppESPN

Movie“Home Alone”

Josh’s Favorites:

Ice CreamChocolate Chip Cookie DoughTV Show

“Seinfeld”Car

Aston Martin

Connect with Bob, Jr., Tom and Josh:

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PAul dAuGherty has established himself as a leader in the philanthropic sector in West Virginia simply by

focusing on his personal mission of a better future for the Mountain State. Growing up in a large family where the focus was on serving others, his civic entrepreneur-centered career should come as no surprise. “Being actively involved in the community through service is how I was raised,” says Daugherty. “Some of my best childhood memories are rooted in the hours spent working alongside family and friends, developing programs to create opportunities for Doddridge County and its citizens while enhancing community pride.”

As a child, Daugherty dreamed of growing up to be Santa’s helper, a choice that, even at a young age, exemplified his desire to have the greatest impact on the largest number of people. While he didn’t quite make it to the North Pole, his dream of a career in service has come true. Daugherty is the president and CEO of Philanthropy West Virginia, formerly known as West Virginia Grantmakers, a position he has spent his whole life preparing to fill.

Daugherty’s career began as a part-time regional representative for Our Community’s Foundation, where he gained valuable insight he uses today as the country’s youngest CEO of a regional association of grantmakers. “This position was an opportunity to give back to make sure others have great opportunities in life,” he says.

Motivation comes in many forms for Daugherty, all of which center around solving problems and helping his

fellow West Virginians. “Growing up, I was encouraged to leave West Virginia, travel the world and begin my career somewhere else. I was assured that the challenges here would still exist in 10, 25 or 40 years,” he remembers. “Then it dawned on me. Why should I wait until I’m 60 to help when I could have an impact through my career, grow philanthropy in the state and be an active leader? Leadership is about taking action. If each of us would invest even just a few hours a week, we could move West Virginia forward so much faster.”

Passionate about engaging young West Virginians, he sees one of the state’s greatest assets as its young talent. This vision led him to co-found Generation West Virginia in 2007, a statewide coalition of young leaders committed to cultivating talent for the state’s future. Daugherty didn’t stop there, though. He is also co-founder of the West Virginia Nonprofit Association, Young Emerging Leaders of the Mid-Ohio Valley and the Doddridge County Education Foundation, and he is a founding member of the Governor’s Council on Young Talent. He serves on the FORUM’s National Government Relations Committee, and his volunteer efforts include Bethlehem Farm, the Graduate and Young Professionals group within his church, the Good Shepherd Tree and various Generation West Virginia committees.

Daugherty’s knowledge and skills could take him anywhere in the world, but he chooses to remain in the Mountain State. “I don’t know of a place that would allow me to be an agent of change in my teens, 20s and now 30s to shape our state’s future to be the vibrant, healthy and robust community our people deserve. Here, I can be a part of a generationally diverse group of leaders who are setting the course for our state’s next 150 years.”

On his journey to a better, brighter West Virginia, Daugherty will continue experimenting with the eclectic selection of instruments he’s picked up along the way, which includes steel drums, brass instruments and the piano. And when he gets a spare moment or two, he’ll train for a marathon and maybe even finish that book about growing up in a large, diverse, comical and never dull West Virginia family he’s been planning to write with relatives for a while now.


By JennifeR Jett

Paul Daugherty President & CEO, Philanthropy West Virginia

“consult not your fears but

your hopes and your

dreams. think not about your

frustrations, but about your

unfulfilled potential. concern

yourself not with what

you tried and failed in, but

with what it is still possible

for you to do.”

– Pope John XXIII


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cominG from a long line of pioneers in the oil and gas industry, Scott Freshwater always knew he would end up carrying

on his family’s legacy. “My Grandfather Rogers used to say I was born with a pipe wrench in my hand,” says Freshwater. “He always had a desire to see me in the oil and gas business like him.”

Freshwater’s father, grandfathers and great-grandfathers were all involved in the oil and gas industry in North America, South America and Canada. “Since the first wells in history were drilled, my ancestors have been working in the oil and gas industry in one fashion or another,” he says. Freshwater is carrying on the family legacy as the president of Contractor Services Inc. of West Virginia and Reserve Oil & Gas, Inc.

Freshwater learned early on how to be a successful businessman. As a young boy, he remembers sweeping and cleaning bathrooms in the family shop, which led to working on well service rigs and well cementing equipment during high school. “From those first jobs, I learned to do whatever it takes to ensure the customer, client and boss are happy,” says Freshwater. “If they aren’t happy, do what you can to make them happy. It pays to go the extra mile for your clients.”

To get where he is today, Freshwater received guid-ance from his father and strives to make him proud. “My father is a high school graduate and Vietnam veteran who founded a company with nothing but a dream and determination.”

Like many other driven, successful business owners, there have been times when it was difficult for Freshwater to balance his career with his personal life. “My focus has always been 100 percent on my career, and at times, it’s been hard for me to just turn off my work mode mentality,” he explains. After seeing the impact such a strenuous work load can have on one’s health, he now makes it a priority to spend his weekends with his family.

Away from the office, Freshwater enjoys whitewater rafting and zip lining in Fayetteville, WV. He also enjoys simply taking in the natural beauty of the Mountain State. “I have spent my entire life in the town of Spencer in Roane County, WV,” says Freshwater. “My childhood homes, company office and current residence are all within a couple miles of town, and I can’t imagine living anywhere else.”

Even though Freshwater is focused on running two businesses, he still finds time to give back to his com-munity. He is a board member of First Neighborhood Bank and the Independent Oil & Gas Association of West Virginia, and he serves as president of the Allohak Council of the Boy Scouts of America. “I support the Boy Scouts because I know the Scouting program works in developing our youth into the next generation of leaders and upstanding citizens,” he says. “As business leaders, we must do all we can to ensure the com-munities we operate and live in flourish.”

West Virginia has given Freshwater many reasons to be grateful, and there was never a moment he thought he would live—or run a business—anywhere else. “I live and work in West Virginia for two reasons,” he says. “First, it is home to me. I have known that I wanted to stay in the hills of West Virginia all my life. Second, I think it’s my duty to do whatever I can to support this state and my community. West Virginia and its natural resources have been good to me and my family for generations.”

Freshwater is proud of all of his accomplishments but does not take time to dwell on them while he looks to the future. “I believe I still have many things yet to accomplish. Once one goal is met, I set a new, higher goal. My greatest success is yet to come, and it is the thought of potential future successes that motivates me.”


By maggie matSko

Scott freshwater President, Contractor Services Inc. of West Virginia and Reserve Oil & Gas, Inc.

“it takes many good

deeds to build a good

reputation, and only one

bad one to lose it.”

– Benjamin Franklin


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Connect with Scott:

Whether you are a professional or amateur photographer or just enjoy taking pictures, this is your chance to shine! West Virginia Executive is asking you to send in your favorite West Virginia photos in the categories of portrait, wildlife, architecture and scenery.

Photos must be received by the deadline indicated below in order to participate in the contest and qualify for the opportunity to be seen in a future issue of WVE! To enter send your photo(s) to [email protected].

WVE’s staff will choose the top 10 entries for each category, and those entries will be available for public voting on our Web site. The photo receiving the most votes will have the chance to win a custom photo collage that will be showcased in an upcoming issue.

The finalist from each category will be published in the Winter 2015 issue of West Virginia Executive, and our readers will cast their vote for the grand prize winner. The photographer of the winning photo will have a feature spread published in the Spring 2015 issue.

Be sure to visit www.wvexecutive.com between January 8 and January 22 to cast your vote!

Hop to it!Send us your photos.

West Virginia photos only. Limit 3 entries per person per category. Images must be high resolution with no watermarks or filters applied.

Issue Showcased Category Due Date Winter/February 2014 Portrait January 3, 2014Spring/May 2014 Wildlife April 4, 2014Summer/August 2014 Architecture July 1, 2014Fall/November 2014 Scenery October 3, 2014


miKe Green has always had the drive and determination to succeed—he just had to find the best outlets for achieving

that success. The path to his career as an entrepreneur, business owner and state senator was revealed to him while he was exploring his true passions: entrepreneurialism and politics. Today, Green is the president and CEO of Custom Business Solutions LLC and president of Premier Construction Inc., as well as a West Virginia state senator.

“I had an entrepreneurial spirit from a very early age,” says Green. “If possible and appropriate, I always wanted to be the one making the decisions instead of letting someone else make them for me.” That spirit was put to test in 2005 when the opportunity to turn a real estate investment into a business revealed itself. Green had been buying, building and selling houses, and when his contractor moved out of state, Green started his own contracting company, Premier Construction Inc.

It wasn’t long before Green was ready to tackle a new project. “It had become obvious to me that there was an ever-growing need for human resource assistance for small- to medium-sized businesses,” he says. “At Custom Business Solutions LLC, we help our clients streamline essential administrative business functions so their businesses can focus on being successful and profitable.”

Green knows firsthand that starting a business is a risk, and he is thankful for those who never stopped believing in him. “Like most folks who have had some sort of measureable success in life, I am very blessed to

have many individuals who have guided me and assisted me along the way.” He says there has been no person more influential in his professional career than his business partner, Steve Antoline. “He understands the challenges of starting a new business and has been very supportive of the direction I have taken our company.”

Green got to where he is today with hard work, dedication, a vision and the unwavering support of friends and family—and learning from the challenges along the way. “In each instance of starting a new business, there were times when I wasn’t sure how I would meet my obligations, but in those tough times I learned to enjoy and appreciate the successes.” These experiences have helped make him a productive state senator.

His decision in 2006 to run for office was one that would impact not only his life but also the people of West Virginia. “As a business owner, I saw firsthand the direct impact the government and the legislature have on small businesses,” he says. “Running for office has been one of the most rewarding decisions I have ever made—to be able to positively effect change in regard to public policy that allows our entire state to prosper and move forward has been well worth the time and energy.” Green, who was elected to represent the 9th District, was reelected in 2010 and has filed for reelection in 2014.

Holding office isn’t the only way he gives back to West Virginia. Green is also a member of the Fellowship of Christian Athletes, Southern States Energy Board, Shady Spring Youth Football League, Friends of Coal, Loyal Order of the Moose-Mullens Lodge, Beckley-Raleigh County Chamber of Commerce, Beckley Rotary Club and West Virginia Chamber of Commerce. Out of all the ways in which Green serves his community, the most rewarding by far is his involvement in coaching youth baseball, basketball and football. “I enjoy watching the kids thrive within the team concept because we are able to teach them life lessons through sports,” he says.

So, what pushes Green to make a difference in West Virginia? To him, the answer is simple. “My children are the driving force in my life. I want to see them grow up in an environment that is conducive for success—that is why I want to see our state succeed.”


By maggie matSko

Mike Green President & CEO, Custom Business Solutions LLC; President, Premier Construction Inc.; Senator, West Virginia Senate

“Sometimes you don’t

realize your own strength

until you come face

to face with your greatest

weakness.”

– Susan Gale


Cartoon Character PopeyeBookThe BiblePetMy black labs, Crosby and Malkin

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BAnKinG is in Chad Mildren’s blood. The regional president for United Bank decided to become a banker after being

influenced by four paternal generations in banking. “My great-grandfather, my grandfather and my father, Bill Mildren, were all in the banking business,” says Mildren. “My grandfather and father ran Commercial Bank in Parkersburg for more than 50 years.”

When he was younger, Mildren wanted to become an attorney but found that he was a natural in banking and quickly began climbing the ranks. Working for his father in Parkersburg led to an internship opportunity at Jackson State Bank (JSB) in Jackson Hole, WY. His involvement with JSB solidified his desire to be a banker and led to his first job out of college as a credit analyst for the company.

From his position at JSB, Mildren returned to West Virginia to attend the West Virginia School of Banking. During that time, he worked as a branch manager and consumer mortgage loan officer at Commercial Bank, which was sold in 1997. Under the new ownership, Mildren was promoted to vice president and commercial loan officer. In 2000, Mildren was hired by United Bank as vice president in commercial loans and began attending Stonier Graduate School of Banking at Georgetown University. He quickly moved up in the company until he became the regional president in 2011.

Born and raised in Parkersburg, WV, Mildren’s first job was working as a caddy for Larry Martin at the Parkersburg Country Club, which gave him experience

that he still uses today. “Larry taught me many important lessons: hard work, honesty, integrity, teamwork and the value of a dollar,” says Mildren. “He had a disciplined approach for managing the golf shop.”

Beyond instilling in him the values of hard work, Mildren’s time as a caddy cemented his love for the game, which he played in high school and continues to play today. Mildren is an avid outdoorsman and also enjoys hunting, skiing and fishing. He once spent a summer traveling Montana, Idaho and Wyoming to fish, which the locals call being a “trout bum.” He also owns a farm in Athens County, Ohio, where he practices quality deer management.

His love of the outdoors also affects his involvement in the community, which he considers a vital responsibility. He has worked on the Allohak Council of the Boy Scouts of America, co-chaired the annual Kids Golf Classic for the Boys and Girls Club of Parkersburg and spearheaded a fundraising effort to build the Parkersburg Skate Park as a part of the Downtown Development Taskforce. “I have always enjoyed giving back to the community and working to make it a better place to live,” says Mildren. “I have been very blessed in my life and feel it is my duty to be involved.” Mildren also serves on the boards of the Wood County Development Authority, the West Virginia Bankers Association and United Way, where he focuses on community improvement, an ideal he strives to pass onto his family.

Mildren and his wife, Nikki, have two daughters, Annie and Margaret, and he works hard to find balance. “As with any young family, it is busy keeping up with all of the activities, but my biggest challenge also gives me my biggest rewards,” says Mildren. “Taking a long-term view of both my personal and career goals helps me keep things in perspective. Working hard, caring and keeping a positive attitude is a great equalizer for challenges in my business life.”

With his drive to pursue balance and quality work, Mildren has proven himself as one of the state’s exemplary businessmen, and his secret is in his approach. “I have a passion for banking and love being involved in the industry,” says Mildren. “But the core drivers have been hard work, persistence and a little luck.”


By amy aRnett

Chad Mildren Regional President, United Bank

“Don’t wait. the time

will never be just right.”

– Napoleon Hill


AnimalDeerAppPoyntPlace Jackson Hole, WY

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from A very younG AGe, Angie Swearingen exhibited a passion for helping others. “From kindergarten to my senior

year in high school, I wanted to be a teacher,” she says. “I think my passion for teaching children and contributing to the health of others is rooted in my desire to help those around me.” That same desire put her on the path to an unexpected career in the health care industry. Today, she serves as the vice president of Finance and CFO for St. Mary’s Medical Center in Huntington, WV.

Swearingen is passionate not only about her career but also about her employer. St. Mary’s is a health care ministry founded by the Pallottine Sisters in 1924. “Those founding sisters were in leadership roles long before women had many top administrative jobs in the workplace,” says Swearingen. “They created a hospital from nothing and made it thrive, even during the Great Depression. Their example of determination and stewardship paved the way for women like me to be successful many years later.”

Swearingen’s career began at St. Francis Hospital in Charleston, WV. As a decision support analyst, she was responsible for building a cost accounting system from the ground up, and, within six months, she became the hospital’s controller. Later, she served as CFO for Greenbrier Valley Medical Center in Ronceverte, WV before accepting a market CFO position in Hilton Head, SC. From there, she returned to West Virginia and joined St. Mary’s.

She has been fortunate to have great mentors and co-workers throughout her career who have

taught her the importance of a having strong work ethic, knowing how to build relationships and being passionate about her work. “Life is too short to not be happy at work, and for most of us, we spend more time in our job and with our co-workers than we do our families,” she says. “I take pride in the work I do, and I value the relationships of those I work with.”

As rewarding as her career has been, Swearingen says the two most joyful days of her life were when her two sons Trey and Chase were born. “Being a parent is such a gift, and my husband and I feel so blessed every day,” she says. Swearingen identifies the defining moment in her personal life as the diagnosis of her oldest son, Trey, with autism at the age of 2. “My husband and I had to overcome our fears and try to understand how best to help our son as we faced this challenge together,” she says. “I’m so proud of how Trey has overcome the obstacles associated with autism, and our bond as a family couldn’t be stronger because of how we’ve approached this.”

Swearingen is enthusiastic about giving back to her community. She sits on Marshall University’s College of Business and Health Informatics Advisory Board committees. Because of her personal connection to the cause, she leads the St. Mary’s team in the Autism Awareness Walk every year in Huntington. She has also been involved with United Way in multiple capacities throughout her career, such as serving as a leader of the St. Mary’s employee fundraising campaign and sitting on the board of Big Brothers Big Sisters, one of United Way’s funded partners. She has also served as a United Way board member and ambassador.

Looking back on her career, Swearingen is thankful for the ones who have stuck by her side. “I could make a list of people whom I’ve worked with or for over the last 16 years who have inspired, encouraged and supported me,” she says. “I think that’s what fuels my passion and love for my job—I work with very talented people who collaborate daily to ensure the mission of the hospital is carried out.” She reserves her biggest thanks for her husband, Ron. “He has supported me through my entire career. There is no way I could do what I do without the support he gives me.”


By maggie matSko

angie Swearingen Vice President of Finance and CFO, St. Mary’s Medical Center

“Just when the caterpillar

thought the world

was over, it became a butterfly.”

– English Proverb


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BoBBy WArner sees every day as an opportunity. Whether it’s heading up one of the most sought-after plaintiff practices

in the state, giving back to the community or spending quality time with loved ones, his recipe for success has come from determination and a mind for people.

Warner is originally from Clarksburg, WV, and grew up learning the ideals of hard work. “I was eight when I landed my first job. I worked doing chores for my grandmother,” he says. “Cathryn Warner did not tolerate substandard effort and had no qualms about withholding your pay until the work was done right.”

Warner is grateful to a large, supportive network, especially his father. “My father was a lawyer, and I was captivated by stories about his latest case,” he says. “I also admired how he was respected in our community.” Warner has also had several mentors over the years, all of whom have encouraged him throughout his journey, including his middle school teacher, Phyllis Pilewski, who always told him he had a personality for the courtroom.

After graduating from law school at West Virginia University, Warner began working as an associate at Huddleston Bolen, where he was quickly thrown into the trenches under the direction of John Fowler and Mary Sanders. In 2000, he opened his own law firm, Warner Law Offices, in Charleston, WV. During the early years, Warner consulted with Wheeling-area attorney Bob Fitzsimmons on the elements for a successful practice. “Bob spent countless hours on the phone with me

late at night,” says Warner. “He became not only my mentor but truly one of my best friends.”

Once he was established, Warner quickly found that he wanted a way to keep a heavy work load from interfering with his home life. “I don’t think anyone sets out to be one of those lawyers who is defined by their work as the totality of their adult life, but the demands of law can easily become all-consuming if you allow it,” he says. “The first step for me was getting past the dogma that the lawyer who works the most hours wins. Somewhere along the way, I realized that something had to give if I was going to live a balanced life.” From there, Warner reduced the number of cases he accepted, made sure they were only of the highest quality and took on the most talented new hires. “We are only as good as those we surround ourselves with, and I am pleased to have the best,” he says.

Warner Law Offices makes strides in the community beyond offering sound legal services. The firm has been consistently recognized for its charitable work, which includes a public commitment to give away $100,000 to individuals, community groups and civil organizations that are doing good work in the community. The firm also has a booster seat program to raise awareness and provide the means for child safety.

In 2010, Warner founded Beyond the Backyard, a 12,000-member kids’ club that provides resources to families in an effort to encourage them to be more active and involved in outdoor activities. This came about from his own love of the outdoors, which began with his family’s fly-fishing and hunting trips and continues today. Warner is a sponsored bow hunter and recently participated in an exclusive trip to a remote area of the Northwest Territories.

Working hard, prioritizing family and having a passion for outdoor activity are all traits that Warner and his wife, Michelle, strive to pass onto their three children, Jackson, Riley and Gage. “My greatest accomplishment is my family. Work is transient, success is fleeting, but your relationship with your family is forever,” says Warner. “My kids don’t care how much money I make, but they sure notice if I am there to watch their soccer practice. The most important thing is that I am there participating in my children’s lives.”


By amy aRnett

Bobby Warner Owner, Warner Law Offices

“all men die; few men ever

really live.”

– “Braveheart”


FoodElk tenderloinColorSage greenSports Team Pittsburgh Steelers

Connect with Bobby:


in July 2013, West Virginia University’s (WVU) Student Affairs department sent a delegation of six

students to The Hague, Netherlands, for The European International Model United Nations (TEIMUN)

conference. Model United Nations (UN) programs provide a simulation to high school and college-level students to present not only how the UN operates, but also to teach public speaking, col-laboration, writing, negotiation and networking skills.

TEIMUN, hosted by Holland’s University of Groningen, was attended by nearly 600 students from more than 70 countries. When a show of hands was requested to identify attendees from the United States, the only upraised hands were those of WVU’s delegation: Adam Christian, Sarah Lilly, Caleb Shaw, Dara Erazo, Franklin Roberts and myself.

For the 10-day duration of our trip, I was fortunate enough to build relationships with students not only from the Netherlands but also India, Indonesia, Zimbabwe, Italy, Egypt, Denmark, Kazakhstan, Greece and Kenya. Though the official language of the conference was English, walking the hallways of Haganum, the high school in The Hague where the conference was held, we were surrounded by the chatter of languages from across the globe.

I imagine if I had been a tourist instead of an attendee of such a diverse conference, I would not have encountered such a variety of cultures by simply walking the streets of The Hague and Amsterdam. I’ve spent a great deal of time abroad in Europe, Asia and the Middle East, and Holland is undoubtedly one of the easiest places to navigate for visitors who don’t speak the native language. While the official language of the Netherlands is Dutch, everyone I encountered, both at the conference and in the community, spoke fluent English and most spoke a bit of German as well. In fact, I was told I should

By SpenSeR Wempe

NetherlandsExEdge

The name Amsterdam

refers to the city’s formation around a

dam in the Amstel River

in the late 12th century.

Source: www.

amsterdam.info/basics/

history/

Experiencing the

With bicycles as the pre-dominant form of transporta-tion, roads are built with bike lanes and special stoplights for bikes.

NetherlandsExperiencing the


not intend to practice my Dutch while visiting because most natives would prefer to practice their English. While there, I asked one of my new Dutch friends how I would fare living there if I did not speak Dutch. She informed me that while I could conduct business as usual, I would likely find myself left out of friendly conversations that were more apt to be conducted in the native language.

Nonetheless, I could see myself living in a city like The Hague one day. A governmental town, it is the home of the International Court of Justice and the Dutch parliament building. Many professionals live in The Hague, which is extremely cyclist friendly, and I would oftentimes see cyclists in suits or skirts as they commuted to and from work. With bicycles as the predominant form of transportation, roads are built with bike lanes and

special stoplights for bikes. Drivers and pedestrians alike recognize that cyclists almost always have the right of way. The hotel where we stayed near Central Station in Amsterdam had a bicycle garage instead of a parking garage, and we estimated the garage housed nearly 2,500 bicycles.

While I did rent a bike for a few days, I spent most of my time taking a tram. The tram system is probably the second most popular form of transportation throughout the major cities in the Netherlands. When I first arrived in the country, I put a few Euros on an OV Chipkaart, which is swiped every time one boards and disembarks from a tram, train or bus. It is a very sophisticated public transportation system that leaves virtually no need for a car.


Public transportation is also great for practical reasons. The Dutch have quite the drinking culture, and perhaps it is due to their close proximity to Germany and Belgium, since the most popular beers are Belgian. One unique attribute I noticed was that at the end of every work day, we would conclude with a drink—a beer or a glass of wine—before leaving for our hotel for the evening. Many of the Dutch students would even comment that they were ready for a drink as an indicator that they were ready for the end of the day. The Dutch are allowed to begin drinking alcohol at the age of 16, so most of our peers had been drinking for at least six years. In contrast to the busy nightlife of Morgantown, WV, our evenings out included gathering at a bar for a casual conversation and a few beers.

While the drink selection was vast, there was not a large variety of Dutch foods for us to try. The Dutch are all about the starches; fortunately, almost any type of food is readily available. The Dutch did have a few unusual habits when it came to food, first of which was how they enjoy their French fries. When dipping fries, they use mayonnaise instead of ketchup, and while I didn’t anticipate that I would like their condiment of choice, it turned out to be pretty tasty. In addition to the lack of ketchup, there also seemed to be a lack of coffee—at least before 10 a.m. My days regularly started at 8 a.m., which is normal in the United States. In the Netherlands, however, work days are not only shorter, but the locals also rarely eat or drink outside of the home in the morning. Visitors should also keep in mind that coffee is sold at cafés, not

coffee shops, as coffee shops are places where marijuana is legally purchased and smoked.

While in The Hague, one of my favorite places to visit was the Peace Palace. Funded by famous American businessman Andrew Carnegie, the Peace Palace is a remarkable building that serves as an icon for anyone interested in international law. I also enjoyed checking out Grote Markt for restaurants, bars and a little local flair. Two little watering holes in particular stand out from my trip: Rootz, a place where locals show off their Dutch orange pride and, just around the corner, Fiddlers, an Irish bar with 180 beers.

Amsterdam had a myriad of things for us to see and do during our visit, including the original Heineken Experience, the Red Light District and the foot-and-a-half-wide alley that houses the most beautiful and expensive girls of the district. For a little more culture, we visited the Van Gogh Museum and the Rijksmuseum, which was recently reopened after a 13-year renovation. The Rijksmuseum holds one of the most

astounding collections of art I have ever seen. I also enjoyed touring the Anne Frank House, which was remarkably moving.

The best part of my trip to the Netherlands—as is true for any trip—was simply the experience. I believe strongly in seeing the world from one’s own eyes, learning something new and making lifelong friends, and for me, this once-in-a-lifetime trip to the Netherlands provided all of that and more.

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founded neArly 200 years ago in the year 1814, The Linsly School is one of the few surviving institutions in West

Virginia that predates its statehood. Nestled in the Northern Panhandle, The Linsly School today is an independent college preparatory day and boarding school for boys and girls in grades five through 12 committed to academic excellence and character development.

For almost two centuries, Linsly has witnessed great changes and progress in the State of West Virginia, including the completion of National Road in 1818, the Baltimore & Ohio Railroad entering Wheeling in 1853 and West Virginia’s admission to the Union in 1863. It was at this time in West Virginia’s history that the first state capitol occupied Linsly’s school building until it was moved to Charleston in 1870.

In these and so many other ways, Linsly’s history is inextricably linked to the history of the state it has called home.

As West Virginia celebrated its 150th anniversary in June, Linsly, which is a member of the National Association of Independent Schools and is accredited by the Independent Schools Association of the Central States, kicked off its bicentennial celebration at the start of this academic year. To put that milestone into perspective, Linsly is among 1,500 member schools of the National Association of Independent Schools. Of them, fewer than 50 were founded in 1814 or earlier. Remarkably, Linsly is the only school among that distinguished group located outside New England and the eastern seaboard.

By Stacey cReely anD hayDen WRight

200 Years of Tradition

The linsly School

(L-R) Reno DiOrio, The Linsly School’s president of External Affairs, Linsly students and Headmaster Chad Barnett.




The Early DaysThe school’s founder, Connecticut-

born Noah Linsly, moved to Wheeling in 1799 to practice law, making a provision in his will for the establishment of a coeducational school. Chartered by the Commonwealth of Virginia in 1814 as the Lancastrian Academy, Linsly’s methodology was based on a system in which more advanced students taught those less advanced. Evidence of this tradition exists today in Linsly’s prefect system, where outstanding juniors and seniors serve in various leadership positions, including mentoring newly enrolled students through their first year.

In 1861, at the start of the Civil War, the makeup of the student body shifted when Linsly became an all-boys school. This was largely due to competing enrollment in the recently established Wheeling Female Academy. Two years later, when West Virginia was officially admitted to the Union, the building to which Linsly had moved, located on 15th and Eoff streets in Wheeling, was loaned to the new State of West Virginia as a temporary state house, pending completion of the state capitol in Charleston.

The first graduating class of cadets in June 1878.

Sophia Banes, the benefactress who offered a $1 million

challenge grant, at the groundbreaking for Banes Hall in 1964.

At Linsly’s 1914 Centennial Celebration, cadets marched across the Wheeling

Suspension Bridge to St. Luke’s Church on Wheeling Island to mark the anniversary.


The Military Era By 1876, the school was in transition

again. Principal John Birch revived the previously disbanded cadet battalion, and Linsly became a military school, a change that would define Linsly’s identity for 102 years. A military dress code was adopted, and much of student life became structured around a hierarchy of rank. Under Birch’s leadership, the curriculum shifted from basic academic instruction to a rigorous program of college preparation and character development.

At the centennial celebration in 1914, cadets marched across the Wheeling Suspension Bridge to St. Luke’s Church on Wheeling Island. To mark this anniversary, trustees dedicated $40,000 to upgrade furnishings and instructional spaces. In 2013, that amount would approach the value of $1 million.

During the military era, Linsly established two new, important bases. The first was the site of Old Main, constructed in time for the 1925-1926 school year. At that time, the school acquired its now-iconic statue, the Aviator, which was constructed by Augustus Lukeman in memory of Lt. Louis Bennett, Jr. Charles Lindbergh paid the newly erected statue a visit in 1927, placing a wreath at its base in memory of fallen aviators of World War I.

The arrival of Basil Lockhart in 1939 commenced the beginning of a time that historian Robert Schramm, author of “The Linsly School” of The Campus History Series, called “The Age of Building.” In Lockhart’s 33 years as headmaster, much of the campus Linsly occupies today was acquired and renovated or built. In 1964, Sophie Banes, the school’s greatest benefactress, donated a $1 million challenge grant to construct a new school building in her name. Today, construction on Banes Hall is underway as part of Linsly’s 200th Anniversary Capital Campaign, wherein state-of-the-art instructional technology, a 21st century library and a new academic wing will propel the school into its third century.

Coming Full CircleThe second half of the 20th century was

a time of significant expansion and great cultural change for Linsly. In 1978, the board of trustees resolved to discontinue the military program in favor of a traditional coat-and-tie boys’ college preparatory school. This decision was made under the leadership of Dr. Donald Hofreuter,

longtime chairman of the board and current chairman of the 200th Anniversary Capital Campaign. It was also during this time of change that Linsly hired a young headmaster, Reno DiOrio, a transplant from the Kiski School in Saltsburg, PA, to lead the transition in the 1979-1980 school year. In 1988, DiOrio oversaw the decision to return to a coeducational student body after 128 years as a boys’ school. He and his wife, Karen, occupied the headmaster’s residence for 30 years, leading Linsly into the new millennium. Today, DiOrio continues to serve the school in a development role as president for External Affairs.

“When one considers everything that has happened to our country and to our local community in the time period of 200 years—the Civil War, two world wars, the Great Depression, major floods in the valley, the Civil Rights Movement—we are proud that Linsly has been able to adapt with the times, to persevere and overcome challenges and to remain committed to its founding principles,” says DiOrio.

Today, Chad Barnett carries on the legacy of Birch, Lockhart and DiOrio as Linsly’s headmaster. Under the leadership of Barnett and Linsly’s chairman of the board of trustees, Robert Nutting, Linsly is well positioned for the 21st century, opening its 200th academic year with a full school and welcoming students from 15 states and 12 foreign countries. In celebration of The Linsly School's bicentennial anniversary, the school launched “Forward & No Retreat: The 200th Anniversary Campaign,” a $10 million capital campaign, which is the largest in the school's history.

“This occasion marks an unmatched opportunity to recall the principles and people that have made Linsly an excellent school during each of its incarnations,” says Barnett. “Founded under the motto ‘Forward and No Retreat,’ Linsly has always emphasized that the greatest accomplishment is not in never falling, but in rising again after you fall. We believe students should be challenged and pressed without facing the possibility that they will quit. Linsly today stands as a premier traditional school preparing college-bound students for 21st century success. We have an opportunity to contextualize our best practices for contemporary times and to extend our inimitable history.”

Photography by The Linsly School and Greta Foose

1814 noah linsly dies and makes a bequest to establish the lancastrian academy in Wheeling.

1820 the first school building is completed at thirteenth and fourth Streets (chapline Street). John f. truax becomes the first teacher.

1861 linsly becomes an all-boys school at the beginning of the civil War.

1863-1870 the State of West Virginia is admitted to the union and occupies the linsly building while the new state capitol is completed.

1914 During the centennial year, the board begins considering a new location in the suburbs for the growing school.

1964 enrollment is 375, and old main is no longer large enough to meet the school's needs. Sophie Banes donates a $1 million challenge grant for a new building.

1973 lockhart field is dedicated.

1979 the school's military program is discontinued. Reno Diorio becomes headmaster.

1988 linsly becomes coeducational after 128 years as an all-male institution.

2009 chad Barnett becomes headmaster.

2009 Reno Diorio becomes president.

2010 Robert nutting becomes chairman of linsly's board of trustees.

SoURCE: "The Linsly School" by Robert Schramm.


le Bistro is a fine dining establishment located on 3rd Avenue across the street from Pullman Square in Huntington,

WV. The restaurant is open for lunch and dinner and features an ever-changing menu that utilizes locally-grown foods. The restaurant is also known for its impressive wine list and stunning dessert offerings, all within a comfortable and personal atmosphere. The restaurant has been locally owned and operated by the Abraham Restaurant Group since its inception.

Le Bistro's lunch menu offers country French comfort food. Executive Chef Brittany Barker’s menu begins daily with fresh roasted turkeys, grilled beef tenderloins and seasonal ingredients. With recipes from both French grandmothers and French bistros, the menu is evolving into a daytime lunch break favorite in the area.

“We are looking forward to carrying on the standard of excellence our customers have become accustomed to, and Chef Barker is more than capable of accomplishing that,” says Dr. Nazem Abraham, one of the principals in the Abraham Restaurant Group. “She has been with us since the opening of the restaurant and has been responsible for many of the outstanding dining experiences our patrons have enjoyed.”

In the evening, Le Bistro becomes a magical escape in fine dining. Barker's menu reflects her artistic culinary talents by offering contemporary French cuisine. The restaurant also has an extensive wine list and full bar to complement each meal.

From Le Bistro’s regionally-unique wine cellar to its fresh herbs and hospitable service, the staff takes pride in artistically crafting each dish to delight the palates of their guests.

Le Bistro is located at 905 3rd Avenue in Huntington and is open Monday through Saturday. Daily lunch hours are 10:30 a.m. to 3 p.m. with a limited menu served from 3 p.m. to 5 p.m. Dinner is available Monday through Thursday, 5 p.m. to 9 p.m., and Friday and Saturday, 5 p.m. to 10 p.m. Reservations are recommended and may be made by calling (304) 523-2012.

Photography by Tracy Toler

By matt StickleRWith recipes

from both French

grandmothers and French bistros, the

menu is evolving into

a daytime lunch break

favorite in the area.

In the Chef ’s Corner

Le Bistro

Executive Chef Brittany Barker


Cheddar Grits3 cups milk1 cup chicken stock2 tsp Old Bay Seasoning 1 cup quick grits1 cup shredded sharp cheddar cheese1 tbsp cream cheese

Combine the milk, chicken stock and Old Bay and bring to a boil. Slowly whisk in the grits and reduce the heat to low. Let the mixture simmer for five to seven minutes or until the grits have thickened. Remove the pot from the heat and then stir in the cheddar and cream cheese.

Cajun Shrimp36 medium-sized shrimp, peeled and deveined2 tbsp Cajun seasoning 2 tbsp salted butter

Melt the butter in a sauté pan over medium heat. When the butter has fully melted, add the shrimp and seasoning. Sauté over medium heat for about five to seven minutes until the shrimp have turned pink and are slightly firm. Serve over the cheddar grits.

Cajun Shrimp and Grits

Pear Salad1 head of romaine lettuce2 cups baby spinach2 Anjou pears½ cup toasted chopped pecans½ cup blue cheese¼ cup dried cranberries

Rinse and dry the pears, lettuce and spinach leaves. Chop the lettuce into bite-sized pieces and toss with the baby spinach in a bowl. Quarter each pear, remove the seeds and cut into six slices. Arrange the slices on the bed of lettuce. Crumble the blue cheese over the top of the salad and sprinkle with toasted pecans and dried cranberries.

Tarragon Vinaigrette2 cups mayonnaise1 orange, zested and juiced 1 lemon, zested and juiced 1 tbsp salt 1 tbsp fresh or dried tarragon leaves1 tbsp rice wine vinegar 2 tbsp honey

Place all of the ingredients into a large mixing bowl and whisk until blended well together. (Serves 6)

Tarragon Pear Salad

Chambord Chocolate Mousse 2 cups chilled heavy cream4 large egg yolks3 tbsp sugar1 tsp vanilla extract 7 oz bittersweet chocolate ¼ cup Chambord or other raspberry flavored liqueur

Heat three-fourths of a cup of the cream in a saucepan until hot. In a separate metal bowl, whisk together the yolks and sugar and then slowly add the hot cream. Transfer the mixture to a saucepan and cook over low heat until the mixture has reached 160°. Remove from heat and stir in the vanilla and Chambord.

Melt the bittersweet chocolate in a double boiler until smooth and then whisk the custard into the chocolate. Set aside the mixture to allow it to cool.

Beat the remaining heavy cream with an electric mixer until stiff peaks form. Fold the cream gently into the cooled chocolate custard. Cover and chill overnight. (Serves 8)

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Robinson & McElwee Of Counsel Sworn in as Chairman of the United States Commission on International Religious Freedom

Robinson & McElwee of Counsel Dr. Robert George has been sworn in as the chairman of the United States Commission on International Religious Freedom (USCIRF) in a ceremony at the U.S. Supreme Court in Washington, D.C. George was sworn in by the Chief Justice of the United States, John Roberts, and took the oath on the Bible of Harriet Tubman.

“I am deeply honored to have been sworn in by the Chief Justice as USCIRF’s chairman, humbled by taking my oath of office on Harriet Tubman’s Bible and uplifted by the participation of my colleague and dear friend, Dr. West. As I held this Bible in my hands, I was struck by the thought that every generation is responsible for the defense of human liberty and dignity, and that each generation stands on the shoulders of past heroes. I am awed by Harriet Tubman’s witness and sacrifices and the towering example she set for us all, especially during this year’s commemoration of the 100th anniversary of her death,” George says in an announcement on the USCIRF’s Web site.

West Virginia Grantmakers to Become Philanthropy West Virginia

In celebrating its 20th anniversary year, West Virginia Grantmakers has announced that effective January 1, 2014 the organization will be known as Philanthropy West Virginia.

“The new name is more reflective of our mission and work,” says Paul Daugherty, president and CEO of the organization.

The announcement was made at the organization’s annual conference at Oglebay Resort in Wheeling in the presence of more than 100 leaders from foundations and giving programs from across the state.

Conference presenter Gayle Manchin, president of the West Virginia Board of Education, commented, “Philanthropy West Virginia allows for our state’s foundations to work together for the benefit of West Virginia citizens and communities. They are a key to our state’s future, and the philanthropic community needs to be innovative, creative and focused on broad efforts.”

Wheeling Partnership Creates Downtown IncubatorWest Liberty University (WLU) and Wheeling Academy of

Law & Science (WALS) recently announced the opening of a business incubator in the heart of downtown Wheeling known as Intellectual Capitol.

The partnership will work with West Liberty graduates to create economic opportunity and businesses that grow, mature and stay in the Wheeling area. Dr. Carrie White, director of WLU’s

Regional focuscompileD By amy aRnett anD maggie matSkophoto By SaRah gaRlanD photogRaphy

Regional focuscompileD By amy aRnett anD maggie matSkophoto By SaRah gaRlanD photogRaphy

Wheeling Academy of Law & Science will host Intellectual Capitol in their

building on Eoff Street in Wheeling.






Charleston, WV(304) 744-1101 • (304) 410-5338

With 12 years of experience as a professional dog trainer, my training is focused on building a relationship with your dog and teaching them based on their traits and abilities. Every dog is a little different when it comes to the type of communication they need. These subtle variations can be the difference between success and frustration. Here at Shamrock Pet Lodge, I train each dog

based on its individual capacity and learning traits with a

focus on off-leash training.

Ken Flippin, trainer

BOARDING AND GROOMING ALSO AVAILABLE

Center for Entrepreneurship, will be co-directing Intellectual Capitol with Jay Good, the executive director of WALS.

Intellectual Capitol’s mission is to incubate graduates and mentor them with their business goals, ultimately launching WLU alumni into self-sustaining local businesses. Additionally, the incubator assists with technology and office needs, business planning, funding sources, locating clients and general business startup.

“Simply put, it creates jobs for West Liberty graduates, and it is a great opportunity to see Wheeling reborn as a vital business and educational hub,” says Good.

Business Experts Lend Hiring Tips to West Virginia University Institute of Technology Students

West Virginia University Institute of Technology (WVU Tech) recently hosted an expert panel of employers during a special “Get Hired” event in the university’s new Student Success Center. The program included an informal meet and greet session prior to the panel discussion. The 10-member panel featured employers from across the state with professional backgrounds that represent a variety of the institution’s majors including accounting, business, chemistry, health service administration, mechanical engineering, nursing and sport management.

“These professionals graciously agreed to come to campus to provide students with insight on interviewing, resumé writing and competing in the job market,” explains Jen Wood Cunningham, interim director of Student Support Services and event organizer.

Sophomore electrical engineering student Daniel Noel adds, “Learning from the very individuals who would be reviewing potential employees truly was an eye opening experience. The expert advice that the panel offered cleared up much of the confusion that surrounds the process of applying for a job. I now feel confident in approaching this daunting task of getting hired.”

Washington Inaugurated as Third President of New River Community and Technical College

Dr. L. Marshall Washington was recently inaugurated as the third president of New River Community and Technical College. The occasion was filled with ceremony and thoughtful comments from a broad spectrum of friends and associates of the man who will guide New River into its second decade of service to students in Southeastern West Virginia.

The expert panel at WVU Tech’s “Get Hired” event.

The inauguration of Dr. L. Marshall

Washington as New River’s third president.


Totally 80’s, Totally Murder.Plus, 80’s Dance PartyThe Juggernauts, a totally 80’s New Wave band, are in Morgantown for a radical concert, but things turn bogus quickly and one of these 80’s stars is a murderer. Channel your inner investigator in this show with professional actors from a national repertory company.

March 21, 2014 • Waterfront Hotel • Morgantown, WVCocktails: 6-7 p.m. • Dinner: 7:00 p.m.Killer Revealed: 9:00 p.m. • 80’s Dance: 9 p.m.-12 a.m.Dress: 80’s Totally Rad or Business CasualReservations: 304-983-1014

Individual tickets and sponsorship packages are available. Visit morgantownmystery.com for more information.

Ad courtesy of Rollins, Cleavenger & Rollins, CPA

Proceeds go to Operation Welcome Home, a transitional program for Veterans of the Armed Forces at Mylan Park in Morgantown.

“Dr. Washington impressed the search committee with his intelligence, his foresight, his fierce love of learning, his humanity and his humility,” says David Nalker, chair of New River’s board of governors. “The challenge of leading a multi-campus institution in a time of budget cuts, rising costs and a changing educational landscape is not for the faint of heart. However, I am confident that Dr. Washington is the right man to lead New River to a very bright future, and I thank him for accepting this challenge.”

In his inaugural address, Washington outlined his vision for New River’s future. “Working together, we will create a culture of trust and connectedness across the college community to promote well-being for all and success for students,” Washington said. “Together we will build a culture of accountability, transparency and innovation in academics, finance and student affairs. I place a high priority on cooperation, collaboration, fairness and teamwork. We will be accountable and follow through with all constituents of New River, be they employees, volunteers or students.”

West Virginia University Cancer Center Participates in National Study on Anti-Melanoma Drug

Melanoma is one of the most aggressive and deadly types of skin cancer. The West Virginia University (WVU) Mary Babb Randolph Cancer Center is part of a national study on a drug for melanoma patients whose tumors have been surgically removed but who are at high risk for the melanoma to return.

The drug in the study underway at the WVU Cancer Center is ipilimumab, an immunotherapy drug that stimulates the

body’s immune system to fight melanoma. It has been shown to improve survival in patients with advanced melanoma that has spread to other organs. However, it is only FDA-approved for treatment of advanced melanoma when surgery is not possible.

“The problem with interferon is that patients have significant side effects from the drug, and it hasn’t been shown to improve overall survival. We hope that the study results are encouraging so that high-risk melanoma patients have another treatment option,” says Miklos Auber, M.D., lead investigator of the study at the WVU Cancer Center. “We will also learn how effective ipilimumab is in improving patients’ survival. We have to keep trying, and clinical trials, like this one, are the way to go to get better treatments.”

Allegiant Announces Nonstop, Low-Cost Travel Between Clarksburg and Orlando

The announcement of Allegiant’s new, nonstop jet service between Clarksburg, WV and Orlando, FL on November 7th marked the 99th U.S. city served by Allegiant’s low-cost, nonstop service to popular vacation destinations.

“For the past several years, our airport authority has been aggressively pursuing travel opportunities for the citizens of North Central West Virginia,” says Ron Watson, president of the North Central West Virginia Airport Authority. “With Florida as the destination, our partnership with Allegiant Air is the start of a new beginning.”


Marshall University’s Bond Rating of AA- Affirmed by Fitch Ratings

More than $86 million in Marshall University revenue bonds have had their AA- ratings affirmed by Fitch Ratings, university officials recently announced.

In the affirmation document, Fitch says the rating reflects “historically stable student enrollment and demand for auxiliary facilities.” It also says that it expects Marshall to manage effectively through any cuts in state operating appropriations.

“This is yet another indication that Marshall has been fis-cally responsible and managed its money well,” says Marshall President Dr. Stephen Kopp. “We thank the members of our board of governors, both past and present, for their direction and expertise.” The support of the university’s faculty and staff is also important in keeping the university on solid ground, he adds.

Wehrle Family Donates $1.5 Million to West Virginia University

Bernard “Bernie” Wehrle, III, and his wife, Cecilia, have made a gift of $750,000 to the West Virginia University (WVU) College of Business and Economics (B&E) for the creation of a supply chain, non-endowed professorship to initiate a supply chain management program and a $500,000 gift to the WVU College of Law for building expansion and redesign.

Additionally, a gift of $250,000 was donated from the H.B. Wehrle Foundation to support the B&E professorship. The foundation principals include Henry Wehrle, Jr. and his sons and daughters, Bernie Wehrle, Steve Wehrle, Beth Wehrle and Lynne Zande.

“Mr. Wehrle and his family have been extremely generous to WVU and higher education over the years,” says WVU President Jim Clements. “Literally thousands of our students will benefit from the opportunities these initiatives will provide. Mr. Wehrle helped to build a successful West Virginia business—and now he is helping to build a stronger future for the students at WVU and the state we serve.”

The contribution was made in conjunction with A State of Minds: The Campaign for West Virginia’s University, a $750 million campaign being conducted by the WVU Foundation on behalf of the university through December 2015.

Lindsey Optical Opens New Office in BeckleyDr. Zane Lawhorn and his associate, Dr. D. Scott Carpenter,

have opened a new office in the Crossroads Mall. Lawhorn and Carpenter provide comprehensive eye examina-

tions for eyeglasses and contact lenses and do evaluations for refractive surgery. Patients can now conveniently schedule their eye examinations and their shopping at the same time.

“We use the latest 3-D, refractive technology to perform eye examinations quickly and accurately,” says Lawhorn. “Busy patients can have a quality eye examination and be on their way within minutes.”

Harkins Named Executive Director of Concord University Foundation

Lisa Harkins of Franklin, TN, has been named executive director of the Concord University Foundation.

“The addition of Lisa Harkins as director of the foundation at Concord University has helped us to reenergize our efforts in her areas of responsibilities,” says Dr. Kendra Boggess, interim

president of Concord. “Lisa’s enthusiasm, positive attitude and broad range of experience promises to enhance the operations of the university and its advancement team. We are very glad that she has joined us.”

Harkins has a strong background in development and fund-raising along with experience in event planning. She earned a bachelor’s degree from the University of Texas at Austin.

“I am honored to be a part of the advancement team at Concord University,” Harkins says. “I am looking forward to continuing the essential work of the foundation.”

Hartvigsen Named Adventures On The Gorge CEO

David Hartvigsen has been named the CEO of Adven-tures On The Gorge, based in Ames Heights, WV. Hart-vigsen will be responsible for leading the organization as it continues to grow as one of the country’s premier outdoor recreation resort

destinations. Hartvigsen brings extensive leadership experience with resort properties in the United States and Canada.

“Dave’s strong background in resort development, marketing and management, combined with his love of outdoor recreation, made him the perfect choice for the position,” says Brian Campbell, managing member at Adventures On The Gorge.

“Moving to West Virginia and joining the Adventures On The Gorge team hits a lot of high notes for me,” says Hartvigsen. “As an avid outdoorsman, I will be able to enjoy a number of my favorite activities, including some of the most exciting whitewater rafting, zip lining, hiking and mountain biking trails. I want to help others share in the joy that comes from being active in the outdoors, and this role will be key to doing just that.”

Thomas Health System Welcomes New Vice President of Ancillary Services

Thomas Health System recently welcomed Brian Ulery as vice president of Ancillary and Support Services. His duties include management of clinical services such as the laboratory, radiology and physical therapy as well as support services that include dietary and housekeeping.

Ulery was born in Elkins, WV and comes back to West Virginia from Athens Regional Medical Center in Athens, GA.

“My family and I are thrilled to be joining Thomas Health System and the Charleston community,” says Ulery. “We have had some opportunity to learn about the group, and everything we know makes us even more excited about the future. We also look forward to reconnecting to family and friends in Pennsylvania and the surrounding areas. It’s good to be home!”

Tawney Insurance Consulting Offers Solution-Based Business Model to Companies of all Sizes

Whether your business is a local construction company with 10 employees, a community bank with 50 employees or a regional law firm with 200 employees, the task of attracting—and retaining—talented individuals is a common challenge. Tawney

David HartvigsenDavid Hartvigsen

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Insurance Consulting, LLC, a new business based in Morgantown, WV, was founded with the purpose of helping companies and organizations of all sizes set and achieve such goals by providing solution-based techniques that positively impact their business.

Founded by company president Kris Tawney in late 2013, Tawney Insur-ance Consulting brings more than a decade of experience to its customers. Although it’s headquartered in Morgantown, the company serves a statewide clientele via a mix of technological and personal outreach.

“With very real challenges in today’s corporate climate, such as globalization, cost-control and compliance, companies need to adopt a new approach: partnering with an advocate who can address these issues from a strategic perspective and offer methods to increase competitiveness,” says Tawney.

Tawney Insurance Consulting, LLC, provides services that not only identify the best strategies for a specific business but also work to keep them in place and maintain efficacy. Identifying and understanding all available options is key to making insurance decisions that promote success, lower costs and retain talent.

“This is the future,” says Tawney. “Companies will not be able to compete if they ignore these issues and allow insurance costs to spiral out of control. The days of simply signing a yearly renewal are over; now, more than ever, it is time to plan wisely.”

Smallest FDA-Approved Medical Device Now Available for Cataracts and Glaucoma Patients

Eye surgeon Dr. J. Jefferds Sinclair of West Virginia Eye Consultants is now providing the iStent® Trabecular Micro-Bypass Stent as a treatment option to reduce eye pressure for patients with both cataracts and glaucoma.

The iStent is FDA approved for use in conjunction with cataract surgery to reduce eye pressure in adult patients with mild-to-moderate open-angle glaucoma currently being treated with glaucoma medicine. In clinical trials, iStent has been shown to safely reduce eye pressure, which is the primary cause of open-angle glaucoma.

“This is great news for people who have both a cataract and glaucoma,” says Sinclair. “The eye drops used to treat glaucoma can be difficult to administer and expensive. With iStent, many patients will need less medicine to control their eye pressure, and some may not need prescription eye drops at all.”

Kindred Communications Hires New Director of SalesKindred Communications has hired Brandy Ray as the new

director of Sales for the six-station group, which is now located in the Kindred Capital Building in Huntington, WV.

“Ray is a fantastic addition for our business community,” says Kindred President Mike Kirtner. “She is an extremely knowledgeable and aggressive addition to our broadcast team.

Her enthusiasm is contagious and will help our company to catapult broadcasting to the next level in our Tri-State area.”

Ray was recognized as one of the 25 Most Successful Women in Broadcasting in 2011 by the Radio Advertising Bureau. She also has experience in broadcast sales in both Charlotte and Wilmington, NC.

First United Promotes Keith Sanders to Senior Vice President

William Grant, chairman of the board and chief executive officer of First United Bank & Trust, has announced the promotion of Keith Sanders to the position of senior vice president of First United Trust & Investments.

“Keith’s expertise and experi-ence make him a tremendous asset to First United Trust & Investments, and his dedication

shows daily in his job,” says Grant. “This promotion recognizes the important contributions his leadership has made to the performance of our trust and investments department as well as to our customers.”

Kris Tawney

Keith Sanders


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Agsten Construction Co. 78

America’s Natural Gas Alliance 34

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Appalachian Power 52

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Babst Calland, Attorneys at Law 84

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Capitol Business Interiors 79

Chapman Technical Group 68

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Shamrock Pet Lodge 128

Silling Associates, Inc. 51

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St. Mary’s Medical Center 102

Steorts Homebuilders, LLC 74

Suttle & Stalnaker, PLLC 83

The Linsly School 6

Thomas Health System 2-3

United Bank 1

University of Charleston 56

Vecellio & Grogan, Inc. 15

West Virginia American Water 109

West Virginia Army National Guard 66

West Virginia Developmental Disabilities Council 90-91

West Virginia Division of Rehabilitation Services 42

West Virginia State University Inside Back Cover

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West Virginia Women’s Commission 32

White Brothers Consulting, LLC 70

WVHTC Foundation 108

WVU MEP Mining & Industrial Extension 11

ZMM Architects & Engineers 65

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