The conversations started before the first clay took flight.

On Friday, October 23, SLC3 members and industry partners gathered at Top Gun Sportsman’s Club in Lonedell for our 14th Annual Sporting Clays. With teams representing the region’s construction community, the day offered an opportunity to step away from daily responsibilities, spend time with colleagues and make new connections.

Presented with the support of Title Sponsor CRB Group, the event brought together friendly competition and the relationships that keep our industry connected.

Connections Beyond the Jobsite

Construction depends on coordination across companies, specialties and perspectives. Opportunities to get to know the people behind those roles help strengthen the relationships we bring back to work.

Throughout the day, participants had room to connect naturally, whether over lunch, along the course or during the afternoon reception.

For SLC3, creating those opportunities is central to bringing the region’s owners, designers, contractors and industry partners together.

Closing the Day Together

After the shoot, participants gathered for the cocktail reception, followed by dinner and awards. The evening’s firepit recognition provided another opportunity to acknowledge the people and support behind the event.

It was a fitting close to a day built around participation, connection and a little competition.

Thank You for Making It Possible

Thank you to CRB Group, our title sponsor, and to all the sponsors, participants and volunteers who helped make the 14th Annual Sporting Clays possible.

We also appreciate Stan, Amy and the Top Gun Sportsman’s Club team for welcoming SLC3 and supporting the day’s activities.

To everyone who joined us: thank you for showing up, taking part and helping carry this SLC3 tradition forward. We look forward to seeing you at our next event.

The change excludes data centers from one enterprise zone’s property-tax benefits while leaving communities able to consider development proposals.

The Madison County Board has voted to exclude data centers from property-tax abatements offered through the Southwestern Madison County Enterprise Zone, adding a new policy development to the region’s ongoing debate over these facilities.

The decision affects incentives available through that specific enterprise zone. It does not prohibit data centers from locating in Madison County, and municipalities retain the ability to consider separate incentives for individual projects.

Strong Developer Interest Drives the Decision

County Board Chairman Chris Slusser said demand for data-center sites makes property-tax incentives unnecessary to attract developers. He also expressed interest in pursuing similar restrictions in other nearby enterprise zones.

The Southwestern zone includes Granite City, Madison and Venice. Qualifying projects receive property-tax abatements on eligible improvements through a 10-year schedule, with benefits phasing out over time. The amendment removes data centers from eligibility for that benefit.

Property-tax abatements generally reduce the taxes associated with new development rather than eliminate the existing tax bill on the underlying land. For example, when farmland is developed into a warehouse, an eligible abatement can apply to the increased property value associated with construction while taxes on the underlying land continue.

By excluding data centers, the county is withholding that development benefit from a sector Slusser believes already has sufficient interest in building locally.

A new advisory board brings construction, labor and community partners together around workforce well-being.

The St. Louis Building Trades Wellness Coalition has appointed a 17-member advisory board, strengthening its network of partners focused on mental health, substance misuse and support for construction workers.

Introduced October 9, the board includes representatives from organized labor, contractors, healthcare and community organizations. Its members include professionals associated with Ameren, Guarantee Electrical, Millstone Weber, AGC of Missouri and Washington University.

Turning Collaboration Into Support

The advisory board will help guide the coalition’s programs, partnerships, training priorities and fundraising. Its mix of professional backgrounds brings perspectives from across the construction industry and the broader community to that work.

The coalition emphasizes peer support and connecting workers and families with assistance. Its website also identifies training opportunities that can be delivered in union halls, contractor meetings and jobsite settings, bringing education into places where workers already gather.

Making Resources Easier to Find

The coalition’s approach addresses both access to assistance and awareness of available services. Having resources in place is one part of the effort; helping workers understand where to turn and how to take the first step is another.

Its services include wellness navigation, educational opportunities and resources designed specifically for the building trades and their families. Together, those offerings provide a regional connection for people seeking support and organizations looking to strengthen conversations about workforce well-being.

Peer support is central to that approach, creating opportunities for workers to connect with others who understand the demands and culture of the trades.

AIA’s latest report offers a mixed picture for design firms and the construction work that follows.

The latest design-market report points to continued caution across the architecture industry, with a more stable picture in the Midwest.

Released October 21, the September AIA/Deltek Architecture Billings Index registered 44.7, down from 47.2 in August. A score below 50 indicates declining billings compared with the previous month.

The Midwest’s regional reading was 50.6, suggesting approximately stable conditions. Regional readings use three-month moving averages, so they should not be treated as direct equivalents to the monthly national figure.

Interest Is Not Yet Translating Into Commitments

The report showed a gap between potential work and signed agreements:

Project inquiries: 53.2

New design contracts: 43.7

Average firm backlog: 6.2 months, compared with 6.6 months at the end of the first quarter

Commercial and industrial practices reported modest billings growth, while institutional and multifamily practices continued to experience declines.

An Early Signal for Construction Planning

AIA describes the index as a leading indicator of nonresidential construction activity, typically preceding that activity by approximately nine to twelve months. It provides context for planning rather than a forecast for any individual St. Louis project.

Planning Around Confirmed Work

Owners can help project partners plan by communicating funding decisions and anticipated release dates. Designers and contractors can review which opportunities have firm commitments, which remain contingent and where schedule changes could affect staffing.

The Midwest’s steadier reading offers useful regional context, while the national decline reinforces the value of realistic pipeline assumptions and regular communication among owners, designers and builders.

Source: American Institute of Architects, September 2026 Architecture Billings Index report, released October 21, 2026.

The $55 million redevelopment will transform the former headquarters into 118 apartments while preserving its midcentury modern character.

A familiar Clayton landmark is beginning a new chapter.

Construction is underway to transform the former 7UP world headquarters into The Upton, a residential community at 121 S. Meramec Avenue near Shaw Park. Crews broke ground October 6 on the redevelopment, led by Revive Capital Development with KAI Build overseeing construction.

A Landmark With a New Purpose

The 11-story building once served as the headquarters of a beverage brand known for its memorable “Uncola” campaign. After 7UP relocated to Dallas, St. Louis County purchased the property in 1988 for its World Trade Center. The building subsequently stood vacant for more than a decade.

The current redevelopment gives the existing structure a residential future while retaining its architectural identity.

Preserving Character Through Construction

Lead designer Chris Cedergreen is collaborating with Kent Wagster and HDA Architects, the architect of record, on the historic rehabilitation.

The work includes restoring exterior materials, repairing copper fascia, replacing deteriorated windows and curtain wall systems, and rehabilitating the elevated outdoor plaza. Planned landscape and pedestrian improvements will complement the building’s original features.

For the construction community, that scope illustrates the coordination involved in adaptive reuse: decisions about restoration, replacement and contemporary building needs must come together within an existing structure.

The $150 million mixed-use development brings modern living, new amenities, and a growing sense of community to St. Charles County.

A growing community in St. Charles County is welcoming a major new development designed to bring residents together through modern housing, shared amenities, and thoughtfully planned gathering spaces.

Prairie Encore, a $150 million mixed-use development in Dardenne Prairie, Missouri, is taking shape with the help of St. Louis-based contractor MBG and developer Mia Rose Holdings.

The project combines contemporary residential living with community-focused design, while demonstrating the importance of construction planning, coordination, and adaptability in delivering a complex development.

A New Approach to Community Living

Located approximately 40 minutes west of downtown St. Louis, Dardenne Prairie has evolved into a growing residential community of approximately 15,000 residents.

Prairie Encore introduces a modern multifamily living experience to the area, with its first phase featuring a 190-unit, four-story apartment community.

Designed by Glen Carbon, Illinois-based Hurford Architects, the development incorporates clean architectural finishes, contemporary layouts, and amenities that encourage residents to connect.

Community features include:

• Modern apartments with nine-foot ceilings and in-unit laundry
• Backlit vanity mirrors and updated interior finishes
• Two interior courtyards featuring a swimming pool, grilling stations, and fire pits
• Indoor lounge areas and shared gathering spaces
• A fitness center, conference rooms, and leasing office
• Outdoor recreational amenities, including a dog park and covered parking

These features reflect a growing emphasis on creating residential environments that extend beyond individual living spaces to support a connected community.

St. Louis redevelopment brings together historic preservation, advanced construction techniques, and the region’s growing bioscience industry.

A building with more than a century of history is being transformed into a center for scientific discovery in St. Louis.

Catalyst: Powered by WashU, a $100 million, 163,000-square-foot redevelopment of the former MERS Goodwill building, is bringing new purpose to a historic structure while creating space for cutting-edge bioscience research and innovation.

The ambitious project brings together St. Louis construction firms Tarlton and icon Mechanical, whose teams are navigating the challenges of modernizing a century-old building while preserving its architectural character.

Preserving History While Building for the Future

Originally constructed in 1919 for Standard Sanitary Manufacturing Co., the building later served as a plumbing manufacturing and supply warehouse before becoming home to MERS Goodwill from 1944 to 2019.

Today, developer BOBB LLC, an affiliate of Washington University, is leading its transformation into a modern research and innovation facility.

The redevelopment is particularly complex because of the building’s historic structure, limited construction footprint, and the specialized infrastructure required for laboratory operations.

Tarlton’s crews have installed new foundations as deep as 12 feet below the existing structure, carefully threading drilled piers and grade beams around original foundations.

The project also includes restoration of original brickwork, replacement of industrial windows, structural reinforcement, and a new addition featuring a landscaped courtyard and pedestrian-friendly gathering spaces.

Federal funding will support preservation efforts at one of St. Louis’ most treasured public landmarks.

A piece of St. Louis architectural history is receiving new attention as Tower Grove Park secures $750,000 in federal funding to support the restoration of one of its historic Victorian-era pavilions.

The investment represents another step toward preserving the architectural character of the 289-acre park, which has served as a gathering place for St. Louis residents and visitors for more than 150 years.

Preserving St. Louis’ Architectural Heritage

Established in 1868, Tower Grove Park is recognized for its distinctive Victorian architecture, landscaped gardens, and historic structures.

The park’s collection of ornate pavilions has long been among its most recognizable features, showcasing the craftsmanship and architectural styles of the late 19th century.

Restoring historic structures presents unique challenges for architects, engineers, and construction professionals. Projects often require specialized materials, traditional building techniques, and careful coordination to preserve original architectural details while addressing modern structural and safety requirements.

Investing in Historic Preservation

The $750,000 federal grant will help support restoration efforts aimed at protecting the pavilion’s historic character and extending its useful life.

Historic preservation projects frequently involve a combination of structural repairs, architectural restoration, and improvements designed to ensure continued public use.

For the construction industry, these projects highlight the importance of skilled tradespeople, restoration specialists, and collaborative planning in maintaining the region’s architectural landmarks.

Protecting Community Spaces for Future Generations

Tower Grove Park remains an important cultural and recreational destination in St. Louis, hosting community events, educational programming, and outdoor activities throughout the year.

Investments in historic preservation help ensure that these public spaces remain accessible and meaningful while maintaining the architectural features that make them unique.

As St. Louis continues to invest in its built environment, projects like this demonstrate how preservation and thoughtful construction can work together to protect the past while preparing community landmarks for the future.

Source: St. Louis Business Journal, October 27, 2026. Reporting on $750,000 in federal funding for historic pavilion restoration at Tower Grove Park.

When someone on your team is overwhelmed, what’s our first instinct?

We may suggest better time management.

Delegate more.

Prioritize.

Set boundaries.

Take some time off.

Those can all be helpful.

But sometimes we’re asking the wrong question.

Instead of asking:

“How can you manage all of this better?”

Maybe we should ask:

“What can we take off your plate?”

Sometimes the Workload Really Is the Problem

Burnout isn’t always caused by poor time management.

Sometimes there is simply too much work.

This can become particularly challenging in AEC, where staffing shortages, compressed schedules, changing project demands, client expectations and deadlines can quickly create overload.

And your strongest performers may be the people least likely to tell you.

They’re dependable.

They figure things out.

They stay late.

They answer the email.

They take on the additional project.

And because they continue delivering, we assume they’re managing just fine.

Until they’re not.

Don’t Reward Competence With More Work

There’s an unfortunate pattern that happens in many workplaces:

The person who gets things done gets more things to do.

We trust them, so we give them another responsibility.

Then another.

Then another.

Eventually, your most dependable employee becomes your most overloaded employee.

Leaders need to pay attention not only to performance, but also to capacity.

Just because someone can handle something doesn’t mean they should continually be asked to.

Ask Better Questions

Instead of simply asking, “How are things going?” try getting more specific.

Ask:

What is taking more time than it should?

What are you doing that someone else could handle?

What deadline could realistically move?

What meeting could you stop attending?

What process are we doing simply because we’ve always done it?

And perhaps most importantly:

If we add this new priority, what should become less important?

That last question can change a team’s culture.

Try the Stop, Simplify, Delegate, Delay Exercise

When someone is overloaded, look at their responsibilities together and put them into four categories:

STOP — What doesn’t provide enough value to continue?

SIMPLIFY — What still needs to happen but doesn’t need to be this complicated?

DELEGATE — What could someone else own?

DELAY — What matters, but doesn’t need to happen now?

Not everything will fit neatly into one of these categories.

That’s okay.

Finding even one or two things can create breathing room.

Innovation: Building Smarter, Not Just Faster

Innovation isn’t always about robotics, artificial intelligence, or the latest technology. Sometimes, it’s simply finding a better way to solve a problem.

The Construction Industry Institute (CII) has long promoted innovation as a key driver of project performance because organizations that embrace new ideas are better equipped to improve safety, productivity, quality, and overall project outcomes.

Today’s construction environment demands innovation more than ever. Labor shortages, tighter budgets, aggressive schedules, and increasingly complex facilities require owners and project teams to think differently. The question is no longer, “Can we build it?” It’s “Is there a smarter way to build it?”

Innovation can take many forms:

Using prefabrication or modular construction to reduce field labor.

Leveraging digital modeling and reality capture to improve coordination.

Applying AI and data analytics to identify project risks earlier.

Implementing drones for site inspections and progress documentation.

Exploring alternative delivery methods that improve collaboration and decision-making.

The most successful organizations don’t adopt technology simply because it’s new—they evaluate whether it creates measurable value.

Innovation also requires a culture where people are encouraged to challenge traditional thinking. Some of the industry’s greatest improvements have come from project teams asking one simple question:

“Why have we always done it this way?”