Company

LOGO As a leader, I do the right things. As a manager, I do things right. I manage time and the efficient use of it.

James Jurgensen, Construction Executive

People judge more from appearances than reality. All people have eyes, but few have the gift of penetration. Everyone sees your exterior, but few can discern what you have in your heart.

If you are wise in the choice of your partners, you will do very well, and, similarly, if you are intelligent in your selection of businesses and people to run them, you will prosper.

I am a sociable, persuasive, and garrulous individual who will keep pushing forward to exceed the company’s objectives with a tremendous amount of self confidence and passion. I truly enjoy my work, I am highly motivated, I am extremely dedicated and I work very hard in creating a successful product. I believe that there are no limits to my future accomplishments.

I am also a positive, resourceful leader experienced in property design, engineering, procurement, and construction management. I have been responsible for an $8 billion design-build high rise and a $300 million energy plant. I have over 20 years experience as a Senior Operations Executive with an annual budget of $2.6 Billion. I have directed a staff of over 300 architects, engineers, designers, and construction professionals. I have managed construction projects in Asia and the Western Hemisphere, specifically in the United States and Mexico.

This slide show is a short tour of the Trump International Hotel and Tower, the Cosmopolitan Resort , the Echelon Resort, and the Central Energy Center projects. I have included some brief statements relative to my management philosophy to help you understand a few of my strengths. I have also included a list of some the professionals that I have worked with in the past

As the Project Executive, I am the individual who leads the project during its life cycle and accomplishes the project’s technical objectives on time and within the budget. I direct the organizational effort, both presence and the process as required to build a thriving result.

I have the tenacity to seek out problems, develop opportunities, and to make responsible decisions based upon corporate policies.

I as a leader, I influence others to accomplish the mission by providing purpose, direction, and motivation. I as a manager, I cope with the complexity of developing, and implementing a management system. I use corporate policies, processes, procedures, protocols, and documentation along with empowerment to guide team members in making, and implementing decisions in their area of responsibility.

I hope that you will enjoy this presentation.James Russell Jurgensen 05/13/09

Project Information:Owner: Trump – Ruffin, Tower I, LLCArchitect: Bergman, Walls & AssociatesStructural Engineer: JAMA-LVMechanical Engineer: FEAElectrical Engineer: RHRDesign: Design 360 UnlimitedSpecifications: Spectra ConsultingLighting: Lighting Design AllianceLife Safety: Schirmer EngineeringElevators: HKA Elevator ConsultantsLandscape Architect: AttanosioCivil Engineer: G.C. WallaceSecurity Consultant: Malia & AssociatesGeotechnical: Western TechnologiesCurtain Wall: Corte CladdingFood Service: JEM AssociatesWater Features: Sto Design GroupGlass Art: PreciosaLender: Hypo Real Estate CapitalWind Study: RWDIAudio/Visual: Spurgeon DesignCrane Inspection: American EquipmentMapping: Aztec EngineersAcoustics: Chips Davis DesignInterior Design: Design 360Elevators: HKA

My experience with logisticsrequired for rapid responseconstruction and design–build assignments makes my detail driven management style well suited to manage any typeof project.

Trump International Hotel and Towers Project, a joint venture between Phil G. Ruffin and Donald J. Trump

2 million gross square feet

64 floors

1282 condominium units880 Studios352 One Bedroom20 One Bedroom Suites20 Two Bedroom Suites10 Three Bedroom Suites

Construction duration: 2 years

Contractor: Perini BuildingValue: 565 Million dollars

Poured in place, post-tension concrete structure and the tallest residential building in Las Vegas at 64 stories.

Subcontractors:Site work: TAB ContractorsDewatering: Allen DrillingCaissons: Anderson DrillingConcrete: PeriniReinforcing Steel: Century SteelConcrete Pumping: QuinnMasonry: Marnell MasonryMechanical: Hanson MechanicalElectrical: Fisk ElectricLow Voltage: Fish TechnologiesFire Protection: NorthstarArchitectural Sheet Metal: Sierra MetalsExterior Signage: Federal Heath Sign Elevators: OtisCurtain Wall: EnclosFood Service: BoelterMillwork: Quality MillworkFlooring: J Picini FlooringWood Flooring: Rode BrothersInsulation: F. RogersStone: Western Tile and MarbleFraming & Drywall: AderholtPainting and Wallpaper: TiffanyShower Doors: ID GlassSignage: CalSignLandscape: Valley CrestFinal Cleaning: Top QualityPool and Spa: Recreation Development

405,000 square feet of 24 carat gold film on the glass curtain wall

2 tower cranes and 2 construction elevators.

At the height of the construction of this projectthere were over 2,500tradesmen contributingto the completion ofthis project. They worked inthree shifts andthe material deliveryto the jobsite andlimited to the third orgraveyard shift.

103,000 cubic yardsof concrete wasused, weighing417 million pounds.

Perini’s Chairman, Craig Shaw and Vice Chairman, Richard Rizzo talking to Donald Trump prior to a news conference.

I consider every client to be a potential lifelong customer. I feel that obtaininga high level of quality is not just securing an inspector's approval.

Specifically, project or product specifications should define what it takes to satisfy the customer. Quality should be about the customer’s perception of excellence.

I will never knowingly walk past or allow poor quality, in any form, delivered by the company without taking corrective action.

I believe that the elevated quality that I expect, will help improve the companiescompetitive advantage in today’s market place.

Cosmopolitan Resort & Casino, designed by Arquitectonica (Miami) and Friedmutter Group (Las Vegas) with the interior design by Dougall Design Associates. 8.5 acre site, 1 million cubic yard excavation and off haul. 2 – 600’ tall towers.

3,000 room luxury hotel resort, andcondominium project

Cosmopolitan Resorts ProjectContractor: Perini Building CompanyConstruction Value: 4 billion dollars3000 Condominium units, a 75,000 square foot Casino, 150,000 square foot meeting and convention space, retail boutiques, restaurants, and night clubs.; a 50,000 square foot spa, a 2,000 square foot theater and a five acre pool deck overlooking Las Vegas Boulevard.

Food Service Equipment Plans: Gaylord Industries, Kitchen Hoods

Quality assurance is one reason why Gaylord is dominant in the manufacturing of Kitchen Ventilator Systems (hoods).

Building designed by Arquitectonica (Miami), and Friedmutter Group (Las Vegas) with the interior design by Dougall Design Associates.

I can establish reliable budgets and realistic schedules based on up-to-the-minute market experience.

Utility Distribution System

The real art for a manager lies in creating challenging but achievable targets and to focuson what is important.

Gaylord’s commitment to complete assembly allows for fast and ease of installation at the jobsite.

High quality equipment continues with this exhaust fan

Gaylord's Kitchen Ventilation System (Hoods) are high efficiency grease extractors with automatic water wash cleaning. They offer performance features and benefits not found on any other ventilator in the market. Their pollution control unit, trademarked "ClearAir"™, utilizing electrostatic precipitation (ESP) which has proven to be the most reliable and cost effective method of removing smoke particles from the harsh environment of kitchen exhaust systems. Their Utility Distribution System (UDS) is designed to provide all required services (gas, electrical, hot and cold water, and steam) to the cooking equipment in an attractive pre-engineered unit.

In making more efficient use of time: it is impossible to conceive of a change in any direction, minor or major, that is not proceeded by, and then sustained by major changes, noticeable to all..

Echelon jobsite, 85 acres

My Office

The Echelon Resorts Project

Central Energy Plant

Nevada Redi Mix’s on site batch plant.

Marnell Corrao’s crew poured

over 20,000 cubic yards of concrete daily for this mat type

foundation

Malcolm Drilling, shown drillingcaissons and using large cranes to lift the reinforcing cages built by Century Steel.

6’ diameter drill bit

One of the many reinforcing cages for the caissons 160 feet long built by Century Steel (Tower and Podium), and Steel Engineers (Expo and Building B).

The Exposition Building, and Encore Tower Parking Garage concrete retaining wall and columns under construction by: H.B. Parkco.

An individual without information cannot take responsibility; an individual who is given information cannot help but take responsibility.

There were over 3,000 caissonsinstalled by Malcolm and AndersonDrilling, 6’ in diameter and as deep as 190’. The reinforced concrete matt foundations were 12’ to 16’ deep and were poured over theselarge caissons. These caissons shown below are for the main tower structure.

Wynn Encore,under construction.

Las Vegas is built on a lake, and the water tableis 10’ below the surface. The site dewatering wascontracted to Allen Drilling. As a design build endeavor, Allen installed over 100 temporary wells that were over 100’ deep. When this system was working properly it removed over 200,000 gallons of water each day. Allen hired Malcolm Drilling to maintain the pumping equipment. As you can see by this picture, we battled water infiltration on a continued basis.

30’ tall poured in place concreteretaining (basement) wall. Isaac Concrete built the Podium walls, H.B. Parkco built the Exposition walls, and Colasanti built the walls for Building B, or the Retail Building.

Successful project management can be reduced to effective response to dilemmas. Successful project management is distinguished by decision making grounded in objective, proactive, prudent, and timely thinking.

Isaac Concrete Company’s workmenshown straightening up the aluminumforms for the poured in place concretewall.

A Project Executive’s goal isto bring about orderly, harmonious,and mutually beneficial performanceby all parties to the project. ProjectManagement is an ongoing series ofresponses to surprises, and it is vitalthat the manager never loses sight of the primary functional objectives,which are to make decisions and solveproblems.

Marnell’s is building the tower, and Isaac is building the podium walls.

Isaac Concrete used 15’ wide x 30 ‘high aluminum form panels and raised theminto place with a crane.

To insure productivity on this large 85 acre site, five Concrete Contractors were selected to work: Tower: Marnell Corrao ConstructionPodium Foundation: Isaac ConcreteDecking: Urata & SonsRetail: Colasanti Specialty ServicesExpo Center: HB Parkco

Improve the competitive position within the industry through bringing faster results to situations.

A schedule describes the work that will beaccomplished over time. The layout out ofthe work on a time line provides the planfor the work sequence and at what time tostart and finish tasks. Sequencing the workensures that it is all in the time frame for the project and that the project completion is identified.

Risk Management focuses on major issues and Dilemma Control focuses on minor issues.

Isaac’s cement masons are shown patching and sackingthe vertical surfaces of the concrete retaining wall. Eberhard Southwest Roofing is applying the sheet waterproofing membrane to the backside of the high wall.

Project Information:Building Department: Clark CountyRental Equipment: Ahern RentalsRedi Mix: Nevada Redi MixSite Work: El Camino ConstructionExcavation and Off haul: Southern NevadaDewatering: Malcolm DrillingCaissons: Anderson DrillingReinforcing Steel (Expo): Century SteelReinforcing Steel: Steel EngineersPrecast Concrete: CoreSlab StructuresFood Service: BoelterSignage Contractor: CalSignsWaterproofing Contractor: EberhartWaterproofing Consultant: NobleTheatre Consultant: Sceno Plus Inc.Theatrical Lift Consultant: David CollinsTheatrical Lift Contractor: Gala SystemsVideo Screens Consultants: DaktronicsElevator Contractor: Otis ElevatorEscalator Contractor: Schindler Elevator Spiral Elevator Contractor and Manufacture: Mitsubishi ElectricArchitectural Steel Structures (Skylight): Permasteelisa Central EuropeArchitectural Sheet Metal Contractor: Sierra MetalsSteel Stair Contractor: Southwest SteelCommissioning Consultant: FEACommissioning Quality Assurance: Don KochGeneral Superintendent: Bill PotteigerSenior Project Manager and Master Scheduler: Ed RogersEchelon Project Executives: Dan Allum, Mike Clynes, and Ron SiegalEchelon Project Manager: Andi TorrealbaEchelon Executive Assistant: Patricia Martinez.

Retaining wall for Building B, or the retail building is being built by Colasanti Specialty Services, Inc. Mike Clynes was the Echelon Project Executive. GGP Properties was the co-owner and operator of the 300,000 square foot two story facility.

Basement level of the Enclave, Shangri La, and Echelon Towers, Marnell Corrao Construction Company is performing the state of the artconcrete high wall forming.

The excavation contractor, excavated and off hauled over 2 million cubic yards of native material in a two month period.

The Enclave Tower. Concrete forming and five Tower Cranes by Marnell Corrao Construction Company. Marnell was the only General Contractor working on the site. Their responsibility was to build the eight level EmployeeParking garage and form and pour the concrete for the Enclave, Shangri La, and Echelon Towers.

Shangri La Tower

I as a manager, I cope with the complexity of developing, and implementing a management system. I use corporate policies, processes, procedures, protocols, and documentation along with empowerment to guide team members in making, and implementing decisions in their area of responsibility.

Marnell Corrao’s experience in forming high risesproved efficient and ultimately successful.

Six levels of the 8 level Employee Parking Garage.

Basement orback of house levels

With over 3000 peopleworking on the site, the building’s footprint and skyline grew every day.

The project schedule must present itself in may different formats, as a series of tailored reports. These reports will tell what thedesigners ought to be working on, advise the owner as to what he needs to be thinking about, describes what each of thesuperintendents is pursuing, details the status of key deliverables, and establishes what management knows to be the situation at the job site.

Underground truck delivery tunnel designed by Kimley-Horn to accept 200 trucks each day includes 20 loading docks. Security Consultant: Alex Tabb, Crisis & Continuity Services.

There is no objective reality. The project that we envision during the initial planning is not the project that the team will encounter as the project unfolds. The reality of the moment will be different than anything we can anticipate. Although, the better prepared we are, the easier it will be to solve the problems. Albert Einstein said that chance favors the prepared mind.

Site wide there are 3 traffic and 2 pedestrian underground poured in place concrete tunnels

Stainless Swimming Pool Vessel Contractor: Bradford Products LLC. The interior of the vessel is tiled with 2” x 2” mosaic tile, manufactured by Dal-Tile.

The six acre pool deck featured restaurants, luxury villas,and private cabanas. One of the many challenges in performing the landscape work included placing mature 30,-000 pound trees on the three story high pool deck around the stainless steel pool vessels.

The pool vessel is shipped to the jobsite in sections and then welded together by Bradford’s welders.

A section of a stainless steel pool vessel.

Projects are more than just people, equipment, and materials sharing the same long termobjectives. They are an elaborate set of processes, representing overlapping and interdependent activity strings that culminate in the physical manifestation of a conceptual design. A project’s rate of progress is often interrupted and diverted, with characteristic ebbing and surging. The Project Executive’s role is to safe guard the project’s pace and direction, which is called the momentum.

Steel structure that support the stainless steel vessels.

Grand Theatre, 4,500 seats structural steel framing and metal decking for the seating area. The fabrication was performed by Mountain States Steel and the erection was completed by Eagle Iron.

Project Executive’s Objectives:Understand the ContractUnderstand the DesignUnderstand the ScheduleRemove the Progress ObstaclesDiscern Progress being madeRecognize Scope ChangesDetect Seeds of ChangeSustain Project MomentumCommunicate Feverishly

Structural Steel Framing for the 4,500 seat Grand Theatre. Fabrication: Mountain StatesThe Steel Erection by: Eagle Iron.

In today's market place, every advantage must be explored to increase efficiency and effectiveness with which the production function can be carried out. Effective management balances competing demands and prioritizes the work that provides the most advantage to the organization.

Eagle Iron is shown erecting the Grand Theatre’s Structural steel.

This Jobsite is clean, neat, orderly, andsafe.

Project stability is directly related to the level and detail of the planning, as well as the availability of validinformation at the time of planning. The best prevention for instability of a project is to have a well thought through plan that removes as much risk and uncertainty as possible in thetime available for planning.

Urata Concrete poured andplaced an average of 15,000 square feet of concrete each day.

As an Executive, I have found that no two projects are the same, the product is different each and every time. It is my belief that the project schedule must consider the unique design of the project, including such things as constructability, availability of resources, long-lead item implications, installation of new or untested materials, worker and material movement logistics, concurrent uninterrupted Owner’s use of facilities.

SME was one of two steel fabricator’sthat worked on this project.

At just 40’ long, these columns weighed 44,000 pounds. It took two 30,000 lb. forklifts to unload one section from the truck.

Once preheated to 210 degrees by using large torches, these columns were welded together with one single pass!

A section of one of the steel columns fabricated by SME for the Podium. Made out of 6” thick plate.

SME’s fabrication process in theFacility in West Jordan, Utah.

Delivering a product on time requires accurate scheduling and precise timing.

Momentology may be the new face of scheduling. Momentum Management. It fosters the smooth functionality of the project team working together in a collaborative and constructive way, as opposed to traditional Critical Path Method (CPM) reporting, which is focused on retrospective analysis of past performance and baseline compliance.

Momentology concentrates on what remains to be done and how to get from the present state to the project’s ultimate time objectives as cooperatively as possible.

Momentology operates under the premise that a project’s time - performance objectives can be best ensured by constantly monitoring and influencing the project’s inherent Momentum.

Momentum Theory is not a replacement for conventional CPM, it is merely an enhancement of it.

SME paid over 1 million dollars for this automated cutting and welding machine. Once programmed it can cut holes in up to 4” thick plate and determine whether to use a laser or a torch to perform the task.SME was awarded the steel fabrication for the Podium, Expo Center, Central Energy Center, and the Retail (Building B) Area. Mountain States was awarded the Grand Theatre.

SME Steel fabrication facility located in West Jordon, Utah.

I have superior problem solving skills, and I can also provide accurate and competitive bids.

W.P. Moore made sure, in their structural design, that large and thick base plates were typical for the column bases, even when they were embedded in concrete.

Highland Tank’s Grease Recovery Equipment shown above. With the help of JBA Engineers, the Highland Tank’s staff and their equipment, I started and closely documented a two month long effluent water quality testing program at The Orleans Resort facility. It provided us with the necessary information to convince Clark County Building and Health officials to allow this type of grease recovery be installed in the Echelon facility. Green Building Technology, one step forward.

Central Energy Center (CEC) Plant

A design build project by LVE Energy.A joint venture between Marina Energy andDCO Energy.

300 million dollar contract.

Mechanical Engineers: Joseph Jingoli & SonElectrical Engineers: JBALVE Senior Vice President: Don ButlerLVE Vice President Construction: Lonny KirkConstruction Duration: 2 years.

Structural Steel: SME Contractors.Mechanical: Bombard

CEC Structural Steel diagonal bracing engineered and manufactured by Core Brace, a division of SME Steel.

Also, the Employee parking garage constructed by Marnell Corrao. The concrete structure will eventually be seven levels high.

The Project Executive’s goal is to consistently and positively inspire the conduct

of dozens, , hundreds, or thousands of individually minded project participants.

Large 42” diameter Hydroniclines are hung from the ceiling, large natural gas fired boilers are placed in rolls on each side of this level.

LVE had these large pump and Valve platforms preassembled inFlorida and shipped to Las Vegas.

Setting up Air Casters to move the heavy equipment.

Air Caster - Load Module Systems:Load Module Systems are Rigging Kits designed for moving various types and sizes of machines and/or structures. These easily transportable systems can be set up and fully functioning in as little as 10 minutes

Aeris Corporation is the leading Air Caster and Air Jack Manufacturer utilizing advanced Air Film Technology to make heavy equipment and machinery moves, ranging from 200 pounds to 5000 tons, easy, safe and economical.

Project leaders should control the number of hours worked over long periods of time.

Surge efforts may be required for short durations, but excessive overtime will diminish the team’s ability toperform at the quality and efficiency level expected.

Roof mounted Cooling towers.

A plan that reflects the work to be accomplishedand provides a clear picture of the delivery of a technically qualified product is best.

I create a constancy of purpose for improvement of the product and service. I develop and encourage within the team to influence the success the organization.

I have found that no two projects are the same and the product is different each and every time. The project schedule should consider the unique design of the project, including such things as constructability, availability of resources, long-lead item implications, installation of new or untested materials, worker and material movement logistics, concurrent uninterrupted owner use of facilities. I can improve the competitiveness of a company within the construction industry through bringing faster results to situations.

Planning through an effective schedule is to describe the work that will be accomplished over time. The layout of the work on a time line provides the plan for the work sequencing, and at what time to start and finish tasks. Properly sequencing the work ensures that it is all within the time frame for the project and that the project completion is identified. A good schedule identifies the risk through Risk Management and Dilemma Control. Risk Management focuses on major issues, and Dilemma Control focuses on minor issues. Dilemma Control is a program for the response to minor threats to the project momentum. Momentology may be the new face of scheduling. Momentum Management fosters the smooth functionality of the project team working together in a collaborative and constructive manner, as opposed to traditional CPM reporting, which is focused on retrospective analysis of past performance and baseline compliance. Momentology concentrates on what remains to be done and how to get from the present state to the project’s ultimate time objectives as cooperatively as possible. Momentology operates under the premise that a project’s time - performance objectives can be best ensured by constantly monitoring and influencing the project’s inherent Momentum. Momentum Theory is not a replacement for conventional CPM, it is merely an enhancement of it.

I consider every client to be a potential lifelong customer. I feel that obtaining a high level quality is not just securing an inspector's approval. Specifically, project or product specifications should define what it takes to satisfy the customer. Quality should be about the customer’s perception of excellence. I will never knowingly walk past or allow poor quality, in any form, delivered by the company without taking corrective action. I believe that the elevated quality that I expect, will help improve my companies competitive advantage in the market place.

I have worked on large resorts, hospitality, and hospital building projects. I have also worked in the General Engineering Construction industry building highways, bridges, water treatment facilities and electrical generation plants.

I as a leader, I influence others to accomplish the mission by providing purpose, direction, and motivation.

I am a positive, work focused, resourceful, effective, and passionate leader with infinite knowledge in Executive Level Construction Management. I have the tenacity to seek out problems, develop opportunities, and to make responsible decisions based upon corporate policies. I have studied and installed photovoltaic utility intertie and wind turbine systems to generate electrical power for thirteen years. I have found that no two projects are the same and the product is different each and every time. The project schedule should consider the unique design of the project, including such things as constructability, availability of resources, long-lead item implications, installation of new or untested materials, worker and material movement logistics, and concurrent uninterrupted owner use of facilities. I can improve the competitiveness of a company within the construction industry through bringing faster results to situations.

Planning through an effective schedule is to describe the work that will be accomplished over time. The layout of the work on a time line provides the plan for the work sequencing, and at what time to start and finish tasks. Properly sequencing the work ensures that it is all within the time frame for the project and that the project completion is identified. A good schedule identifies the risk through Risk Management and Dilemma Control. Risk Management focuses on major issues, and Dilemma Control focuses on minor issues. Dilemma Control is a program for the response to minor threats to the project momentum. Momentology may be the new face of scheduling. Momentum Management fosters the smooth functionality of the project team working together in a collaborative and constructive manner, as opposed to traditional CPM reporting, which is focused on retrospective analysis of past performance and baseline compliance. Momentology concentrates on what remains to be done and how to get from the present state to the project’s ultimate time objectives as cooperatively as possible. Momentology operates under the premise that a project’s time - performance objectives can be best ensured by constantly monitoring and influencing the project’s inherent Momentum. Momentum Theory is not a replacement for conventional CPM, it is merely an enhancement of it.

I consider every client to be a potential lifelong customer. I feel that obtaining a high level quality is not just securing an inspector's approval. Project or product specifications should define what it takes to satisfy the customer. Quality should be about the customer’s perception of excellence. I will never knowingly walk past or allow poor quality, in any form, be delivered by the company without taking corrective action. I believe that the elevated quality that I expect, will help improve my companies competitive advantage in the market place.

I have worked on large resorts, hospitality, and hospital building projects. I have also worked in the General Engineering Construction industry building highways, bridges, water treatment facilities and electrical generation plants.

I as a leader, I influence others to accomplish the mission by providing purpose, direction, and motivation. I have a history of weathering the storm and solving problems through dedicated perseverance.

The debate goes on regarding the pros and cons of the U.S. Green Building Council’s LEED Green Building Rating System. There are certainly aspects and components that are worthy of critique. It is difficult to argue that LEED remains the single most transformative tool in the history of modern green building movement.

By now you’ve undoubtedly heard about green buildings and sustainability, as well as the myths and legends regarding what they are and are not. But where do you go to find out how to make your building greener or help your organization down the path toward sustainability? For starters, I suggest: www.greenfacilities.org

The best practices toward sustainability means striving to minimize construction waste, to avoid the use of nonrenewable materials, and to design structures that require minimal energy input to maintain indoor comfort.

In my opinion the most vital way to take care of our lives is to take the responsibility of our own energy foot print.

With the growing concern about the future and security of the world’s energy supply, renewable resources such assolar power are becoming increasingly important. Various solar energy technologies have been used through millennia of human history. Photovoltaics technology has been developing for more than 160 years, but has progressedexponentially in the last few decades. Photovoltaics is a direct energy conversion system which produces electrical power without any mechanical components. No energy conversion is 100% efficient. Practical photovoltaic's, the direct conversion of solar energy into electricity, has a history of only 50 years.

Photovoltaics is a solar energy technology that uses unique properties of semiconductors to directly convert solar radiation Into electricity. Systems that are connected to the utility grid and use photovoltaics energy as a supplemental source of power offer the greatest flexibility in possible system configurations. The supplemental power offsets a portion of the power needed from the utility, resulting in lower electricity bills.

Wind energy is growing faster than Photovoltaics. The threewindiest states in the United States: North Dakota, Kansas,and Texas have enough usable wind energy to satisfy all ofour national needs.

Amid growing concern about climate change and carbon emissions, Photovoltaics offers a viable solution to the world’s increasing demands for energy.

Unlike fossil fuel based technologies, solar power does not lead to any harmful emissions during operation.

Manufacturers are making wafers thinner, using less silicon while increasing efficiency. Also, manufacturers are turning to other ways of manufacturing photovoltaics, such as so-called thin films. Thin-film technology doesn’t require a rigid substrate like other Photovoltaic modules. Some use a very thin layer of a different kind of silicon called amorphous silicon that can be applied to a flexible substrate. A quicker manufacturing process and the reduction in materials makes this thin-film technology less expensive to produce. Thin-film technology isn’t necessarily tied to silicon. Two different manufacturing processes — one using cadmium telluride, the other based on copper, indium and selenium (CIS) films — are showing increasing promise in terms of lower costs and higher efficiency.

Konarka is calling their flexible, thin-film solar material, to be made in New Bedford MA, Power Plastic. Konarka’s patented Power Plastic® is a thin, lightweight, and very flexible material that will serve as an integrated low-cost source of power for portable devices, on and off-grid systems, and for structures.

Former employees of a closed Polaroid plant are getting jobs with Konarka, putting their roll printing expertise to use. In addition to acquiring the fully automated roll-to-roll manufacturing line, the company has also hired the leading technology and process engineering teams from Polaroid, with plans to hire over 100 additional employees as production increases toward capacity over the next two to three years. Who'd have thought that instant photography and roll-to-roll printing would lead to better solar energy capture technology on a commercial scale? Konarka apparently. Konarka’s advanced photovoltaic technology started with the work of the late Dr. Sukant Tripathy, an internationally known polymer materials scientist, provost at UMASS Lowell and founder of the Plastic Innovation Center and Dr. Alan Heeger, Konarka’s chief scientist, who was awarded the Nobel Prize in chemistry in 2000. The ground-breaking discoveries from both founding scientists, a manufacturing process at relatively low temperatures, enables the use of low-cost plastic substrate films. As a result of these pioneering innovations, the company has secured over $100 million from leading venture capital and private equity funds, as well as $18 million in government agency research grants from the U.S. and Europe. Konarka has developed proprietary semi-conductor organic polymers that exhibit: low cost, abundant supply, and low toxicity Power Plastic has distinct advantages relative to conventional PV technology.

Konarka is not only simplifying manufacturing and reducing costs, a 2nd generation known as thin film technologies was developed. These technologies are typically made by depositing a thin layer of photo-active material onto glass or a flexible substrate, including metal foils, and they commonly use amorphous silicon, copper indium gallium diselenide , or cadmium telluride as the semiconductor. Thin film PV is less subject to breakage when manufactured on a flexible foil.

Konarka scientists are also conducting advanced research in power fibers, bi-facial cells, and tandem architectures that could substantially raise conversion efficiency and open new markets. Power Fiber™ is uniquely enabled by Konarka’s proprietary chemistries. This innovative and patented form factor expands the potential of solar power production to woven textiles. Bi-facial cells are the result of a technical breakthrough that allows the use of two transparent electrodes. Bi-facial cells are transparent and allow light to reach the active material from both sides. Imagine a glass office building completely covered with material that produces power using both indoor and outdoor light, while allowing occupants to look through it: providing both shading and electricity generation.

On the other hand, Sharp's thin film offers reliability, long life, high efficiency and value. Their selection of silicon as the basic semiconductor springs from our exceptional knowledge of silicon thin films, based in part on our world-leading LCD technology and scientific knowledge base, access to abundant raw material, environmentally friendly manufacturing and performance relative to other thin film semiconductors.

Sharp’s U.S. market product launch incorporates a two-layer solar cell architecture. In 2010 we will see the introduction of a three-layer architecture. The multi-layer design will allow us to harvest even more of the sun's energy. These modules are made with less than 1% of the silicon used in our crystalline lines and are manufactured using automated equipment in fewer steps. This means a change in cost per watt and a lower effective cost per kilowatt hours for large-scale applications. With thin film, we address the emerging market for utility-scale solar power, especially for very large scale ground-based installations in hot climates where abundant open space is available. Currently, thin film modules convert nearly 9% of the sun's total energy into electricity and are on track to reach 10% from the factory. And there is room for continuous improvement to achieve even greater conversion efficiency. For every kW of rated power, thin film delivers more kilowatt hours-up to 10%-than its crystalline silicon cousin, due to substantially greater resistance to losses caused by typical mid-day operating temperature.

Encouraged by State rebates, last year in California, homeowners and businesses had a record 158 megawatts of photovoltaic panels put on despite the recession. Despite a credit freeze that's stunting renewable-energy projects throughout the country, 2008 was a hot year for solar power in California, according to the California Public Utilities Commission .That's more than double the 78 megawatts installed in 2007.

Residential demand appears to be hanging tough in the face of the shaky economy. December saw the largest volume of homeowner rebate requests since the State of California launched the California Solar Initiative program two years ago. Launched in January 2007, the California Solar Initiative is an attempt to push photovoltaics on a mass scale in California to help cut greenhouse gas emissions and shore up the state's energy supply.

December 12, 2008 Massachusetts-based FloDesign developed a wind turbine that generates electricity at half the cost of conventional wind turbines. The company's design, which draws on technology developed for jet engines, circumvents a fundamental limit to conventional wind turbines. Typically, as wind approaches a turbine, almost half of the air is forced around the blades rather than through them, and the energy in that deflected wind is lost. At best, traditional wind turbines capture only 59.3 percent of the energy in wind, a value called the Betz limit. FloDesign recently raised $6 million in its first round of venture financing. Their turbine design surrounds its wind-turbine blades with a shroud that directs air through the blades and speeds it up, which increases power production. The shroud concept is based on the same principles as a high bypass jet engine design that is used by all commercial jet aircraft engines to reduce noise and significantly improve efficiency. The new design generates as much power as a conventional wind turbine which use blades twice as big in diameter. The smaller blade size and other factors allow the new turbines to be packed closer together in the field compared to conventional turbines, increasing the amount of power that can be generated per acre of land.

From the front, these wind turbines look something like the air intake of a jet engine. As air approaches, it first encounters a set of fixed blades, called the stator, which are common in jet and steam turbines designs used in power generation. They redirect the air onto a set of movable blades, called the rotor. The air turns the rotor and emerges on the other side, moving more slowly now than the air flowing outside the turbine. The shroud is shaped so that it guides this relatively fast-moving outside air into the area just behind the rotors. The fast-moving air speeds up the slow-moving air, creating an area of low pressure behind the turbine blades that sucks more air through them.

List of some of some of the Architects who I have worked with on the sixteen Health Care Projects:Ellerbe BecketPelliSteven Nose, Architect, San Jose.Wald Ruhnite & Dost, Architects, Santa Cruz.RCG Architecture, San Mateo.HTI Architects, Oakland.Blake Drucker Architects, Oakland.The Colyer Freeman Group, San Francisco.Ratcliff Architects, Emeryville Healthcare Architecture Information Websites:American Society for Healthcare Engineering (ASHE) Academy of Architecture for Health Foundation Academy of Neuroscience for Architecture American College of Healthcare Architects (ACHA) American Medical Association American Psychiatric Association The Center for Health Design FacilityCare Magazine Facility Guidelines Institute Health Facilities Management The Joint Commission Modern Healthcare National Association of Children's Hospitals and Related Institutions Practice Greenhealth Radiological Society of North America Society for Neuroscience International Union of Architects (UIA) Public Health Group

I have also worked on some large urban infrastructure projects such as repair, replacement and construction of bridges, highways, mass transit systems, water, sewer and waste treatment facilities. Each project brings me a greater wealth of knowledge, translating into lower costs, enhanced productivity, increased quality, and safety control.