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November 10, 2025
I am very excited to welcome to the SLC3 St. Charles Community College as our newest owner member. We have more later, but how can I not start with this excitement?
Well, it really feels like fall now!
As we begin planning for 2026, it’s more important than ever to ensure we’re prepared—both operationally and in the value we deliver to our members.
To all members, we’re asking for your continued commitment and involvement in 2026. The SLC3 is funded through dues, sponsorships, and events—but at the heart of your decision to renew is always the question of value. I would also invite you to think about purpose.
What is our purpose?
Is it to connect? To educate? To bring stakeholders together? To create change? To provide resources?
The answer is yes—to all of the above.
But imagine for a moment if we didn’t exist. Alongside every owner member, it’s my responsibility to ensure our longevity and that our mission continues to thrive. We are truly unique—unlike any other organization in our region or even across the U.S. While many local user councils exist, most are not open to associate members. That inclusive decision was made years ago to foster collaboration, because together we improve, innovate, and strengthen our region.
As November arrives, I find myself reflecting on and appreciating all of you—those who have volunteered, attended our 40+ events, served as guest speakers or emcees, led committees, and supported us in countless ways. Our Board of Directors and Executive Committee are the driving force behind our success.
(P.S. If you’re not sure who they are, you can find them on our website!)
Maria, Rebecca, and I can’t do this alone. We need—and deeply value—the collective energy and engagement of every member to fulfill the purpose of this organization. Please take a moment to know how much we appreciate you.
And while you’re at it, take another moment to sign up for our upcoming events. You won’t want to miss what’s ahead, I promise!
Have a fantastic week, and go show someone you appreciate them too.
Warmly,
Kelly Jackson
Executive Director, SLC3
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Mark Your Calendars – Exciting Events Ahead!
📅 NOVEMBER 13: Leadership Lunch & Learn (11:30 AM - 1 PM)@ Il Bel Lago
RSVP HERE
📅 NOVEMBER 20: SLC3 University Workshop (Conflict Management Training) Professional Speakers: Jeff Koziatek and Dallas Amsden (7:30 AM - 12 PM)@ Greenbriar Hills Country Club
RSVP HERE
📅 DECEMBER 2: Membership Networking Event (5:30 PM - 8 PM)@ Greenbriar Hills Country Club
RSVP HERE
📅 DECEMBER 11: Annual AEC Update & Economic Forecast 2026 (7:00 AM - 11:30 AM)@ Holiday Inn SW
RSVP HERE
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INSIDE
News & Updates
Remembering Dan Morhman (9.25.40 --- 10.31.25)
Building for Veterans: A New Chapter at the Illinois Veterans Home at Quincy
St. Charles Reviews Plans for New Apartment Complex
Collaboration Drives Progress on St. Louis Airport
Training/Education
How to Turn Mistakes Into Momentum
Everyday Excellence With Jeff Koziatek - Habit 47: Emotions
Fun Facts!
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| | “You can’t afford not to be at the table. The people who shape the future of our industry are the ones showing up.” Kelly Jackson | |
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Remembering Dan Morhman (9.25.40 --- 10.31.25)
We are saddened to learn of the passing of our former member, Dan Morhman. Although retired from BJC Healthcare after a long and distinguished career managing facilities and engineering, Dan’s impact continues to be felt by many in our industry.
He was the kind of leader who didn’t seek the spotlight but whose steady guidance and behind-the-scenes contributions were instrumental in shaping BJC’s construction and facilities programs. Those who worked with him remember his professionalism, his kindness, and his quiet but unwavering commitment to excellence.
Our thoughts are with his family, friends, and former colleagues during this difficult time.
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We are delighted to welcome St. Charles Community College (SCC) as our newest Owner Member!
Located in Cottleville, Missouri, SCC is a public, two-year community college serving St. Charles County and the Greater St. Louis region. Founded in 1986, the college offers a robust portfolio of associate degrees and certificate programs across arts, business, technology, manufacturing, healthcare, agriculture, and more.
SCC is particularly remarkable: it serves 1 in 5 high school graduates in the county, and is deeply engaged in workforce development, academic transfer, and lifelong learning. Their addition strengthens our mission of connection, education, stakeholder collaboration, regional improvement and resource provision.
Please join us in welcoming SCC — we look forward to partnering with them in 2026 and beyond as we continue to advance our collective purpose.
What you should know…
- SCC is a public, comprehensive two-year community college located in St. Charles County, Missouri, serving the Greater St. Louis region.
- Founded in 1986, it held its first classes in 1987.
- The college offers a wide range of programs — associate degrees and certificate programs in arts, business, sciences, technology, manufacturing, engineering, agriculture, culinary arts, education, healthcare/nursing, humanities and the trades.
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According to its “Fast Facts,” SCC is the choice of 1 in 5 high school graduates in St. Charles County.
- Student outcomes: In 2023, SCC enrolled around 5,900 students, with popular degree concentrations including Liberal Arts & Sciences, Registered Nursing and General Computer Programming.
Why this matters for our organization
Having SCC as an owner member is a strong addition for several reasons:
- Their breadth of academic and workforce-training programs aligns well with our mission of “bringing all stakeholders to the table” — they engage students, business/industry, lifelong learners, and the region at large.
- Their rootedness in St. Charles County gives us a local anchor; SCC has deep ties in the region and is already integrated into the workforce ecosystem.
- Their inclusion adds credibility and diversity to our membership base — highlighting our inclusive model (open to both owner members and associate members) and reinforcing the value of collaborating across sectors (education + industry + professional organizations).
- And look we really can cross the Missouri river!
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Building for Veterans: A New Chapter at the Illinois Veterans Home at Quincy
A new design-build project at the Illinois Veterans Home at Quincy signals a major advancement in care infrastructure. Located on the historic campus in Quincy, Illinois—home to dedicated veterans and their spouses—the initiative underscores a commitment to enhancing both living and medical support for our nation’s heroes.
The project, led by Alberici Constructors and its joint-venture partner, encompasses approximately 335,000 square feet across two new facilities plus renovation. The scope includes a 210-bed, 261,000 SF skilled nursing facility and an 80-bed, 74,000 SF independent living building. In addition, seven existing structures on campus will be demolished, with comprehensive upgrades to utilities, hardscaping, landscaping and infrastructure
Key highlights:
- Delivery method: Design-Build (DB)
- Expected LEED Silver certification for the new facilities
- Major challenge: Minimizing disruption to a campus operational since 1886, while integrating modern amenities and infrastructure upgrades.
- Strategic planning: Use of existing utility tunnels and phased scheduling to preserve resident safety and campus operation during construction.
Throughout the project, emphasis has been placed on communication with stakeholders, proactive scheduling, and resident well-being. By coordinating carefully on shutdowns, utility upgrades and site modifications, the team aims to deliver the new facilities with as little disruption as possible—a vital consideration when building on a live, long-standing campus.
The completed project will offer veterans an upgraded living environment, combining contemporary comfort, infrastructure reliability and respectful design—honoring their service with a setting worthy of their sacrifice. The Illinois Capital Development Board’s largest design-build to date, this campus revitalization sets a benchmark for veteran-care projects in the region.
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St. Charles Reviews Plans for New Apartment Complex
A proposal for a new upscale apartment community in St. Charles is moving forward, bringing modern living spaces to an area known for its historic charm.
The planned First Capitol Place Apartments would be located at the corner of First Capitol Drive and Fifth Street—the former site of a bank demolished in 2023. Current plans call for 109 multi-family units across four stories, featuring private patios, a second-level pool deck and pavilion, and a mix of surface and under-level parking.
Over the past several months, developers have worked closely with city preservation staff and the St. Charles Landmarks Board to ensure the project complements the nearby Historic District. Updated designs now include increased masonry coverage—nearly 80% on the north façade and 67% on the west—incorporating brick and stone veneers to better align with the city’s architectural expectations.
City staff have recommended approval of the latest elevations and site plan, marking a key step forward. However, the project must still complete several procedural stages, including a building permit plan review.
Traffic considerations will also play a role in the city’s review process. According to MoDOT, between 2,500 and 13,000 vehicles travel daily through the intersection at First Capitol and Fifth Street.
If approved, First Capitol Place could become a notable addition to St. Charles’ growing landscape—bridging the city’s historic character with modern residential demand.
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Collaboration Drives Progress on St. Louis Airport
Construction is officially underway on the new St. Louis Maintenance Complex (STL MC), a project that highlights the power of collaboration between public and private partners committed to advancing aviation infrastructure and community inclusion.
Led by Jacobs, the design team for the project includes a diverse group of subconsultant partners: Crawford, Murphy & Tilly; M3 Engineering Group; Terracon; David Mason + Associates (DMA); UES; DTLS Landscape Architecture; KAI Enterprises; Arcturis; and Custom Engineering, Inc. The collective expertise of these firms spans engineering, architecture, and environmental services, ensuring a comprehensive approach to the new facility’s design and development.
The initiative underscores Jacobs’ ongoing commitment to engaging small, minority, and women-owned businesses (MWBE) in major infrastructure projects. The firm’s inclusion of these partners reflects a broader industry movement toward equitable participation and representation within large-scale public works.
Once complete, the St. Louis Maintenance Complex will serve as a key operational hub for St. Louis Lambert International Airport, supporting aircraft maintenance and related services. Beyond its functional role, project leaders say the facility represents a model for how diverse teams can translate shared vision into tangible progress.
As construction moves forward, the project stands as both an investment in the region’s aviation capacity and a reflection of St. Louis’ commitment to fostering opportunity across its business community.
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Construction Updates (STL Region) | | | | |
ATTENTION HERE!
Above are example searches for the report we can provide to our members for project opportunities. From concept to bid. The top image shows the most recent search for concept or current bid. The second is a snapshot of 18,680 projects we found. Want to see more? Watch for your email with the membership code.
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Why Workers Take Risks: Behavioral Insights for Safer Construction Sites | |
Even the most experienced construction professionals sometimes take unnecessary risks on the job site. While safety protocols, PPE, and equipment inspections are crucial, human behavior plays a massive role in workplace safety. Understanding why workers take risks—and how to address these behaviors—can dramatically reduce accidents, improve morale, and protect both employees and projects.
Understanding Risk-Taking on Job Sites
Risk-taking behaviors in construction are common and can appear in many forms. Workers might skip PPE, rush through tasks, or improvise solutions without authorization.
These behaviors are not always reckless; often, they stem from workplace pressures, habits, or a lack of awareness of the potential consequences. Recognizing the reasons behind these actions is the first step toward mitigating them.
Key Behavioral Drivers of Risk
Several psychological factors influence why workers take risks on construction sites:
- Overconfidence: Workers may underestimate the dangers of familiar tasks, assuming past experiences guarantee safety.
- Peer Influence: Team norms can encourage shortcuts or unsafe practices, especially if colleagues regularly bypass safety rules.
- Normalization of Deviance: When unsafe actions go unpunished and no accidents occur, workers begin to see risky behavior as acceptable.
- Stress and Time Pressure: Tight deadlines and high workloads push workers to make risky decisions to meet project goals.
By identifying these drivers, managers can proactively address conditions that encourage unsafe behavior.
Fatigue and Cognitive Limitations
Physical and mental fatigue significantly increase the likelihood of accidents. Long hours, physically demanding work, and constant multitasking can impair judgment and reduce focus.
Additionally, stress and personal issues can affect a worker’s ability to make safe decisions. Recognizing these cognitive limitations and prioritizing worker well-being is essential for accident prevention.
Building a Safety-Conscious Culture
CONTINUED ON WEBSITE...
| | | | Succession Planning in Construction: Passing the Torch Effectively | |
In an industry built on precision, collaboration, and experience, one of the greatest challenges facing construction and design firms today isn’t just supply chain issues or new technology—it’s people. Across the country, the construction workforce is aging, and many of the industry’s most seasoned professionals are nearing retirement. Without a plan to transfer their knowledge, companies risk losing years of expertise, leadership, and trusted relationships.
Succession planning is about more than choosing the next person in line. It’s about protecting your organization’s foundation, ensuring long-term stability, and preparing the next generation of leaders to carry the torch forward.
The Importance of Succession Planning in Construction
Construction companies rely heavily on institutional knowledge. Each project reflects layers of experience—from navigating complex regulations to managing client expectations and coordinating multiple trades. When key leaders or skilled tradespeople retire without a structured plan in place, the loss goes far beyond one position—it can ripple across teams, projects, and client relationships.
Succession planning ensures that transitions happen smoothly, keeping projects on track and preserving company culture. It also signals to employees and clients alike that your organization is built for the long haul.
Challenges Facing the Industry
Despite its importance, many construction firms struggle with formal succession planning. The reasons are understandable:
- Time constraints: The fast-paced nature of construction means leaders are often focused on immediate project deadlines, not long-term planning.
- Informal processes: Knowledge transfer often happens casually rather than systematically, leaving critical insights undocumented.
- Limited leadership pipelines: Younger employees may not yet have the management training or confidence to step into leadership roles.
- Emotional barriers: Some leaders find it difficult to step back or entrust major responsibilities to others.
These challenges can leave companies vulnerable during leadership changes, especially as competition for skilled workers intensifies.
Laying the Foundation for an Effective Plan
The best succession plans start early—years before a leadership transition is expected. Here are a few key strategies:
- Identify critical roles: Focus on the positions that are essential to your operations, project delivery, and client relationships.
- Develop internal talent: Invest in leadership training, mentoring, and job rotation to give emerging professionals hands-on experience.
- Document institutional knowledge: Encourage experienced employees to record best practices, lessons learned, and project histories.
- Promote transparency: Communicate openly about career pathways and development opportunities to build trust and reduce uncertainty.
A well-designed plan doesn’t just name successors—it creates a framework for growth and continuity across the organization.
Mentorship: The Bridge Between Generations
CONTINUED ON WEBSITE...
| | | How to Turn Mistakes into Momentum | |
In the architecture, engineering, and construction (AEC) industry, precision is everything. From early design sketches to the final project punch list, each decision carries weight. Yet even with the most detailed planning, mistakes can — and do — happen. What separates great teams and professionals from the rest isn’t perfection, but how they respond when things go wrong.
Rethinking Failure in the AEC Industry
Mistakes in the field often come with high stakes — budget impacts, schedule delays, or safety risks. But they also present powerful opportunities for growth. Instead of treating errors as setbacks, industry professionals can use them as stepping stones for innovation and improvement.
By shifting the focus from blame to learning, teams can build stronger communication, improve systems, and ultimately deliver better results on future projects.
The Reality of Mistakes in Construction and Design
The truth is, errors happen at every level of a project. A misread blueprint, a coordination issue between trades, a delayed material shipment — these are realities that even the most experienced teams encounter.
In a fast-paced, high-pressure environment, it’s unrealistic to expect flawlessness. What matters most is how teams react when the unexpected occurs. Do they freeze, assign blame, and repeat the same problem? Or do they reflect, adapt, and move forward with new insight?
Turning Setbacks into Learning Opportunities
Learning from mistakes begins with a mindset shift. Instead of asking “Who’s responsible?” ask “What can we learn?” A structured approach helps transform moments of frustration into forward momentum.
Try using the 3R Framework:
- Reflect: Identify what went wrong and why. Was it a breakdown in communication? A missing quality check? An unclear process?
- Reassess: Determine what systems, tools, or steps can be improved to prevent the issue from recurring.
- Respond: Put solutions in place and follow through. This could mean revising procedures, adopting new technology, or providing additional training.
Some firms even maintain “lessons learned” libraries — internal collections of insights from past projects. These become invaluable references for future work, helping teams anticipate challenges before they occur.
Building a Culture That Encourages Growth, Not Blame
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Jeff Koziatek
Keynote Speaker and Executive Coach
Do what matters. Love the outcome.
“Free Download: 4 Ridiculously Fun Ways to 10x Performance.”
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Ron Kitchens has been appointed as the new Chief Executive Officer of Greater St. Louis, Inc.
Ron brings more than three decades of experience in economic development across multiple states. He will assume the role in early November and will lead the organization in its mission to drive inclusive job growth, investment, and regional competitiveness across the St. Louis metro area.
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Impact Strategies Welcomes Cami Walter as Staff Accountant
Impact Strategies is pleased to announce that Cami Walter has joined the team as Staff Accountant. In this role, she will support the firm’s accounting operations and financial reporting functions, contributing to the company’s continued growth and commitment to operational excellence.
| | | Let's be sure to welcome our newest members! We look forward to partnering with you! | | | |
SLC3 2025 Officers:
Michael Hargrave, BJC HealthCare - President
Vince Nutt, BJC HealthCare - 1st Vice President
Mark Flannery, 2nd Vice President
Anna Leavey, Anna Leavey Consulting, LLC - Secretary
Danielle Thomas, Hazelwood SD, Treasurer
Frank Niemerg, Ameren - Immediate Past President
Kelly Jackson, Executive Director
| DON'T FORGET: If you are a member of the SLC3 you can access all our members in the InfoHub. Make sure to login and regularly check it out! | If you are considering joining us, contact Kelly Jackson about Membership. Don't miss our member-only activities and perks! | | SHARE WITH US AND WE WILL SHARE YOUR EVENTS! | | |
St. Louis Council of Construction Consumers
301 Sovereign Ct, Suite 101, Ballwin, MO 63011
636.394.6200 | info@slccc.net | slccc.net
Staff:
Kelly Jackson // Executive Director
Rebecca Hale // Event & Office Manager
Maria DeBellis // Marketing & Membership Coordinator
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