The "Central American Solidarity Associa-

tion of Maryland" based in Langley Park,

Maryland was created in response to the

human needs of the

thousands of Central

Americans arriving

to the DC area after

fleeing wars and

civil strife in their

home countries.

Their headquarters

building is a 20,000

square foot 3 story

Georgian Revival

mansion erected in 1924 and once owned by

the granddaughter of Robert McCormick,

who helped invent the mechanical reaper. It

has also housed a seminary for a Canadian

Catholic order, a Montessori school and even

a child care center. By 2008 it had become a

dilapidated building which was donated to

CASA de Maryland.

Hamel Commercial Inc. would oversee the

$31,000,000 project and hired C. J. Coakley

Co, Inc. to carry out major components of

the restoration. Our tasks included repair and

patching of approximately 60% of the exist-

ing plaster, all of which was on wood lath.

New stud and drywall partitions were added

on the first floor and basement, as well as a

drywall ceiling on old existing joists on the

main floor. The corridor ceilings were re-

placed with new veneer plaster and a cotton

sprayed ceiling was added over drywall in

the new extension. An exterior plaster sys-

Volume 12, Issue 1 December 2010

I N S I D E T H I S I S S U E :

T H E I N S I D E C O R N E R

C . J. COAKLEY CO., INC .

tem was added at the new rear entrance giv-

ing a fresh new modern feel to an old his-

toric building. Our ornamental plaster sub-

contractor, Hayles and

Howe, did an out-

standing job restoring

and replacing a lot of

the ornamental plaster

on the first and second

floors.

Installing exterior plas-

ter systems during a

typical Washington,

D.C. winter is not an

easy task and involved tenting large areas

and providing temporary heat to allow our

systems to dry. Many of the rooms, espe-

cially in the upstairs, were small with some

rooms barely measuring five feet deep.

Working in such small quarters with corri-

dors just over two feet wide can hinder pro-

duction but our employees once again

knuckled down and did what had to be done.

Seemingly easy tasks became difficult.

These included mixing plaster outside and

stocking material. Drywall and metal studs

had to be carried up and down narrow stair-

ways. Matching new plaster work to plaster

almost one hundred years old requires talent

and experience both of which we possess

within our workforce.

This project allowed us to showcase our ver-

satility and complete another difficult project

on time and within budget.

CASA DE MARYLAND BY PAUL O‟CONNELL

CASA DE

MARYLAND 1

PRESIDENT’S

COLUMN 2

METROPOLITAN AME

CHURCH 2

BOB’S CORNER 3

REMEMBERING

BRIDIE

3

NOAH’S ARK 4

CURRENT

ESTIMATING TRENDS 6

CELEBRATING 40

YEARS 7

EMPLOYEE NEWS

AND RECOGNITION

8

General Contractor:

Hamel Commercial Inc.

Architect: Bucher/Borges Group

Estimator:

Bill Brown

Project Manager:

Paul O‟Connell

Subcontractor:

Hayles and Howe

Key Personnel:

Guido Vallejos

Moses Hernandez

Entrance Lobby - Before

Entrance Lobby - After

The Ins ide Corner

PAGE 2

I was recently honored by a variety of construction industry leaders for my 40 years with C.J.

Coakley Co., Inc. and one of the most interesting gifts I received was a copy of “Life” magazine

dated June 5, 1970. The headline for the issue is INFLATION, RECESSION AND A FRAN-

TIC BEAR MARKET. From the main article:

“Americans who still have jobs are feeling the pinch. The frills get cut first. The family

car gets a reprieve for one more year - and Detroit goes into a tailspin: car sales are

down more than a million from last year. For waiters standing idle in expense-account

restaurants, it is a depression, not a recession. Charity collections are way off, and at

benefit luncheons, consommé is served instead of shrimp cocktail. Voters, increasingly

worried about committing themselves to future high taxes, voted down 67% of all the

school bond issues submitted to them in the past year.”

Certainly things have changed in forty years or have they?

Our entire construction industry is certainly feeling the same pinch it experienced in 1970. The

advances in construction technology have not sheltered the industry from layoffs and “cut

backs”. The meltdown of our large financial infrastructure began a downward spiral of the con-

struction industry with no immediate signs of reversal.

But remember 1970! Now, as they did then, Americans and American companies will overcome

this recession. My hope for 2011 is that jobs will be created, and as lending increases, construc-

tion will slowly strengthen during the next year. With 40 years in the business you have to be an

optimist because you have this “gut” feeling that this business, this industry called construction,

cannot stay down much longer. Our country was founded on “new” things - new government,

new lands, and new businesses. Like many of you I‟m hoping that this new era (or, as Kennedy

said, this new frontier) begins soon. For forty years I‟ve become associated with the most vi-

brant industry in this country and for those just starting their 40 year adventure - hang in there

and I promise it will be rewarding.

PRESIDENT’S COLUMN BY DOUG AYERS

METROPOLITAN AME CHURCH BY BOB CONSROE

Liam Coakley was excited when he told me about the job he had won - the Metropolitan Afri-

can Methodist Episcopal Church in Washington, D.C. Being a D.C. native, I knew about the

church at 1518 M Street, NW. It‟s a church that has a rich history with both Frederick Douglass

and Desmond Tutu speaking there. Known as “The National Cathedral of African Methodism”,

it is over 120 years old and has a collection of beautiful stained glass windows. I also knew that

in economic down times, which certainly describes the current market, this church work could

offer an opportunity to keep a crew busy. Now I was getting excited! I assumed there would be

a large plaster patch component in the Sanctuary and maybe some drywall and acoustical work

in the meeting halls or church offices.

As it turns out I wasn‟t exactly right. Our contract was to remove the existing metal ceiling

laminated to a wood lath and plaster ceiling and replace it with a new metal ceiling covering a

new sheetrock ceiling to protect the wood roof trusses over the entire sanctuary. About the only

good news was that the general contractor, Gilford Construction Corporation, had already

installed a scaffold in the sanctuary. Our plaster superintendents Bill Lewis and Jim Bowman

surveyed the scaffold and immediately made plans for a containment system for the dirt and

dust and plaster mess and for a chute to a dumpster in the alley to discard the debris. The

church would assume ownership of the existing historic metal ceiling panels - stamped 2‟ x 4‟

steel panels probably made in the 19th century. The new metal ceiling needed to match the old

ceiling. We located a replacement from M-Boss, Inc., a metal stamper in Ohio, and started the

demolition process. After much coordination, the new ceiling was installed. The toughest and

most unexpected part of the job was over. Next came the plaster patching and work in the so-

cial hall which followed as change orders. We are proud to have been part of such an historic

renovation.

The transformation is now complete. A church that was on the National Trust for Historic Pres-

ervation‟s 2010 List of America‟s 11 Most Endangered Historic Places is ready for use into the

next century.

Hoping for an

Economic Recovery

in 2011

New Metal Ceiling

The Ins ide Corner

PAGE 3

BOB’S CORNER BY BOB CONSROE

In another article in this newsletter, Bill

Brown, Estimator First Class, wrote about the

„on screen‟ takeoff and pricing evolution for

estimating. Having been in the drywall busi-

ness since before the advent of the „fax‟, I

consider myself a witness to a dramatic en-

counter between construction and technology.

We in operations have embraced the arrival

of all developments as a result of this encoun-

ter. Project managers in operations are us-

ing the same digitizer and electronic floor

plans to arrive at by-floor quantities for walls

and ceilings to calculate material stocking

lists. It can be used to assemble labor budg-

ets as well. The color coded floor plans have

great value for our field staff and for the gen-

eral contractor and owner when discussing

jobsite issues. In many cases project manag-

ers have learned this digitizer system on revi-

sions issued to jobs and educated themselves

on small changes which leads to whole job

use.

Also in operations, two major changes define

our day to day world: email and electronic

document exchange. The number of tradi-

tional printed letters on stationery has been

reduced to almost nothing in the last two

years, but the number of emails on jobs has

grown exponentially. Most, if not all, of the

daily communication now takes the form of

an email. Our monthly billings are electronic.

All changes, including sketches and revised

full sized drawings are sent electronically or

warehoused on virtual sites that are accessed

for downloads. Printed submittals with pages

of product information have been reduced to

electronic files. Virtually all jobs now re-

quest or in some cases, dictate that submittals

be made in electronic version. The amount of

traditional post office mail being received and

sent has been reduced to a very small amount.

As quickly as we find comfort in the world of

emails, TIFs and PDFs there are changes

coming. One change that we have seen is

computer driven punchlist programs. It‟s an

electronic form for the punchlist maker who

creates a database for all punchlist items.

When transmitted to the subs it becomes a

vehicle for the repair person to make repairs

and transmit details of the time and nature of

the repairs back to the builder. This should

be a step forward in the management of

punchlists from the day when it was a two

inch thick book of items needing attention

and adjustment. Another development is

jobsite computers with internet capability for

our foremen. This allows general contractors

to email information to the office project

manager and the jobsite foreman at the same

time. Sending paperwork to the field is now

much easier. Jobsite payrolls can be sent to

the office using the internet as well. No more

need to collect timesheets at the jobs on Mon-

day. I have even seen general contractor su-

pervisors walking with pad type computers

loaded with contract drawings to verify de-

tails and conformance to the drawings as they

walk the job. This has incredible power for

quality control.

The overall goal of the electronic age is to

facilitate the exchange of information and

improve communication. We welcome these

developments and are hopeful that the results

are beneficial to all parties.

REMEMBERING BRIDIE

Last September our long time coworker and friend Bridie Scollard lost her three year battle with

ovarian cancer. She waged war against it valiantly and even participated in clinical trials in the

hope of putting her disease into remission, and to help other women who would be diagnosed

with the disease.

Bridie loved life. She loved being Irish and a mother to her three children - Kathie, Michael and

Tommy. She loved being a grandmother to her seven grandchildren. She was a good sister,

friend and colleague who always had a minute to share with anyone who wanted to talk.

She also loved to travel. Her plan was to retire, after nearly 25 years at C.J. Coakley Co., Inc.,

get in the car and take turns visiting her children and grandchildren. She had plans to return to

Ireland, England, Australia and New Zealand to visit friends and relatives.

Bridie was a voracious reader and avid sports fan. She enjoyed playing golf and keeping fit. She

worked out at the Springfield Curves three to four times a week. Besides staying fit, she made

sure everyone who walked through the door received a warm greeting.

Throughout her illness she kept a positive attitude and never let it diminish her enthusiasm for

life. She left a legacy of dignity, honor, perseverance, joy and love. She will forever remind us

that giving up is not an option because we all have a little bit of the “Fighting Irish” in us.

Technology has

improved

communication and

decreased paperwork.

Bridie Scollard

Oct. 21, 1943-Sept. 29, 2010

The Ins ide Corner

PAGE 4

Because there are a lot of new people within the company, I thought it might be appropriate

to give a short simplistic overview of how a subcontractor operates.

First we must procure work by bidding and estimating. By quantifying abstract drawings

and clandestine specification drawn by distraught and misunderstood architects, we establish a

medium market price for a specific project based on historical data, empirical interpretations

and dialectical materialism.

Second, after getting the job, we start the process of constructing the impossible with im-

probable odds and a less than impeccable work force. With a super naturalistic view of vision-

ary epiphany, we begin each task in hope of consummating the maturation of each step.

Third, and last, after we‟ve accomplished the task, completed the feat, we seek to get the

proper renumeration due by contractual obligation as amended from time to time with delays

and damages subject to objective legislation. Concurrent with the implementation of the field

process, we pay bills and salaries commensurate with fixed purchase orders and inherent hu-

manistic abilities on daily, weekly and monthly cash or accrual basis.

If you didn‟t understand this, that‟s great, because in simple terms the company does three

things:

Get work for profit

Do work for profit

Pay and get paid to collect the profit

Basically it boils down to three schools of philosophy: optimism, pragmatic pessimism and

realism. Everybody who works for us is involved with these three operations. In easier terms

and considering recent rainy weather, let‟s consider a parable everyone is familiar with:

Noah and the Ark

Before Noah gets involved with the story, we need some background. God decides to pun-

ish all the people on the earth and needs someone to design a vehicle that will preserve all the

animals in a heavy rain - an ark.

So God needs to find an Arkitect.

God selects an Arkitect who unequivocally does not understand what God wants but needs

the work. Unable to fully understand what God has in mind, the Arkitect assembles this ark

from elements of a rowboat, a sailboat and a floating zoo.

Now God has plans, drawing and specifications, He needs a general contractor. In steps

Noah. Noah was the first general contractor (and the only one that didn‟t have an attorney).

Noah listens to God‟s warnings and requirements and says that he is the only one in town

who can build the ark within budget, on time and before the rain comes.

God listens to Noah and agrees. Now Noah had a contract - a deal made in heaven.

Next Noah needs help to build an ark, which he had never seen and knows he can‟t build by

himself. He sends the drawings and specifications to all the subcontractors in the land.

From this point on in the story, you‟ll learn how our company operates.

Back to our first axiom: Get work for profit

Responsibility: The Estimating Team also known as “The Optimist Club”

Our estimating department gets the drawings of the sailboat-rowboat-floating zoo. John

immediately calls Noah to find out how long the project will last. Noah says to figure on having

the Ark complete within 30 days and then God is going to let it rain for 40 days and 40 nights.

Never having seen a sailboat-rowboat-floating zoo, John gives the estimating job to Liam, Bill,

Carolyn, Jim, Chris and Cliff. After they work on the project for a week, they put a price to-

gether based on building a motorboat out of studs and water resistant drywall.

When Noah gets the price, he immediately says, “I think you‟ve got enough in that bid for a

destroyer and an aircraft carrier. All I want is an ark.” During the next few weeks, we negotiate

for the job with Noah. We convince Noah to only provide stalls for two animals of each kind in

spite of what God wants. Finally Noah awards the job and we become a bonafide subcontractor

on the ark project.

NOAH’S ARK OR HOW A SUBCONTRACTOR MAKES AN HONEST-TO-GOD PROFIT

This parody was origi-

nally published in 1989

and although many of the

names have remained the

same, I’ve taken the lib-

erty to change the charac-

ters to reflect our current

workforce. Because this

piece was written over

twenty years ago the lat-

est technological ad-

vances are not addressed.

There is no mention of e-

mails, project manage-

ment software, or elec-

tronic drawings and

punchlists. One can only

imagine the chaos if Noah

had insisted on BIM for

the Ark.

BY DOUG AYERS

The Ins ide Corner

PAGE 5

Second Axiom: Do work for profit

Responsibility: The Project Management/Field Team, aka “The Pragmatic Pessimist Club”

Now that we‟ve got the job, we‟ve got to do the work. Noah calls us and wants to talk about

the completion schedule (since he‟s really not sure how serious God is about the big rain threat).

In sails our project management team with our operational VPs, Bob and Doug at the helm. So

we meet Noah.

Noah shows our VP team his CPM which indicates 30 days to build the ark followed by 40

days and 40 nights of rain. The VP team immediately informs Noah that it can‟t be done in 30

days but that 70 might be possible if Noah could authorize overtime. Reluctantly, Noah agrees

and the first change order is issued. Now that our VP team has put Noah‟s mind at ease, they

review the drawings and decide that an ark isn‟t their cup of tea. They turn the job over to the

project managers - Paul G., Paul O., Ana, Majella, Michael and Russell and the field staff,

headed by Gene, Bill, Adam and Jim. Our PM team tells the field staff to build an ark but only

big enough for one small stall for each animal species. This will cut our performance time in

half and we‟ll make out like bandits.

Now comes the time for the field personnel to start constructing the ark. Although they

can‟t understand why anyone would want this thing, called an ark, they very meticulously as-

semble the ark piece by piece and notice that there is no room for the female of each species.

Understanding reproduction and the basic needs of males, they inform Noah that bigger stalls

with enough room for male and female of each specie would be better. Noah goes to God and

God agrees. He tells Noah to sign time and material tickets for extra big stalls.

Change Order #2 is issued.

Finally, as the clouds get darker day by day and the animals get in line for their departure,

we finish the project. The ark is complete.

Third axiom: Pay and get paid to collect the profit

Responsibility: The Accounting Team, aka, “The Realist Club”

While construction is in progress, we have to pay bills and pay men working on the ark.

Although the field can build an ark they‟ve never seen, getting the correct time to payroll is be-

yond their control. Payroll has to pay men who don‟t know where the time sheet is or which ark

they‟re working on - but men who know the exact amount due on Friday. Our payables clerk

has to pay bills based on information from the project management team, who don‟t write pur-

chase orders because they know the supplier won‟t use them anyway, and verified by men in the

field who don‟t know which ark they‟re working on.

In addition, the accounting department is responsible for ensuring that Noah‟s ark doesn‟t

set sail until the two change orders and the original contract are paid in full. Our CFO, Maria, is

the keeper of the funds, and she has to let Noah know that he and all the animals will never set

foot on dry land unless the bill is paid and a release of lien is signed.

Finally the bill‟s paid and the cycle is complete. All the axioms have been followed. God‟s

happy and Noah and his party did not miss the boat.

Lest I forget, there are a couple of other people who play important roles in our ark enter-

prise. First is the receptionist. It‟s her job to tell Noah, even God if He calls, that all of the com-

pany is in a meeting, but we love building the ark and someone will return his call soon. Last,

but not least are the administrative assistants. They keep everyone on their toes by reminding us

that we have an ark to build, men to pay, materials to buy- and at the same time silently type the

next proposal for a special slingshot for a man named David!

The Ins ide Corner

PAGE 6

CURRENT ESTIMATING TRENDS BY BILL BROWN

duced as needed; each take-off item can be

assigned its own color and/or symbol for

ease of identification; there is a clear record

of what has been taken off; and changes or

corrections are easy to make. Although it is

possible to price a job without a hard copy of

the drawings, most of the time we still have

a set made, usually half scale, for review of

details, elevations, finish schedules, etc.

while doing the actual take-off on the elec-

tronic drawings.

After the job is completely taken-off, the

drawing scales are checked and corrected as

needed and information for each take-off

assembly is reviewed to make sure it is com-

plete. Now the on screen take-off is ready to

be imported into the pricing component of

the estimating system. Once this is done all

of the take-off items are listed with quanti-

ties, heights, unit of measure and general

descriptions. With this process complete the

individual assemblies are built using the esti-

mating data base and the job estimate can be

finalized incorporating labor production,

material-pricing, taxes and insurance, and

overhead and profit.

As stated above the technology has changed

a lot over recent years and while the amount

of time to bid a job has been greatly reduced

and the accuracy of quantities has improved

(scale tape versus computerized scales) there

is still something to be said for opening up a

set of drawings even months after a job has

been bid and actually reviewing the plans

with a color coded take-off on it. This espe-

cially makes it easier while reviewing draw-

ings in a scope review meeting in a general

contractors‟ office and also even in our own

in-house meetings with our operations vice

presidents and project managers.

Many thanks go out to our estimating staff:

Bill Brown, Carolyn Slocum, Cliff Schaum-

burg, Liam Coakley, Jim McLaughlin, Chris

Fandel, our chief estimator John Skeffington,

and executive assistant Cathy Langman who,

among other duties, prepares our proposals

and correspondence.

An integral and important part of the com-

mercial drywall business is the successful

bidding and procurement of new construc-

tion projects. It is essential to have detailed

and complete estimates and concise scopes

of work in order to produce a bottom line bid

proposal price that will be competitive, espe-

cially in today‟s difficult market conditions.

Over thirty years ago, when computers and

estimating software were still in their in-

fancy, we were measuring quantities on

printed drawings using scale tapes. Green

accountant‟s columnar spreadsheet pads and

pencils were used for recording quantity

surveys. Each take-off item assembly would

have to be built by hand on paper to produce

a unit price, then multiplied and tallied up

using an adding machine to produce the final

estimate. This was a time consuming and

tedious process that required a lot of pa-

tience. We started using computers for esti-

mating at C.J. Coakley in 1983. It still re-

quired all quantity take-offs to be done by

hand, but that information could be manually

entered into the computer‟s estimating sys-

tem. Each assembly was then built using

items in the data base.

By the early 1990‟s digitized boards with

pencil shaped-styluses were used for per-

forming the actual take off. The plan draw-

ings were spread on top of the board, the

corners were located to set the perimeters of

the range, the drawing scale was selected

and various colors were used for each take-

off item which would be displayed on the

computer monitor. When the take off was

complete the quantities could be printed out

but still had to be manually entered into the

estimating system.

Fast forward to today. It is now possible to

take off and price a job without using paper

and pencil. Electronic drawings are loaded

onto the computer from either a CD or, more

often, from a secure website that contains all

the bid documents. The drawings are dis-

played on the monitor and the actual take-off

for linear, area and count quantities is done

using a mouse. Some advantages are: the

size of the drawings can be enlarged or re-

The Ins ide Corner

PAGE 7

DOUG AYERS CELEBRATES 40 YEARS AT C.J. COAKLEY CO. INC.

BY DOUG ROACH

This year Doug Ayers celebrates his 40th

year with C.J. Coakley Co., Inc. As Presi-

dent of the firm, a position he took in 1996,

Doug has continued the company‟s legacy

by keeping it on a path of continuing success

while maintaining its long standing award

winning stature in the Washington Metro-

politan area‟s competitive construction mar-

ket.

A native of Northern Virginia, Doug started

with the company back in 1970 following a

position with Turner Construction Co. on the

NW/TWA Airlines project at National Air-

port. It was there that Connie Coakley met

Doug and liked what he saw. Soon after,

Doug joined the Coakley organization while

completing his education at George Mason

University where he earned a Bachelor‟s

Degree in English.

It‟s not often that you see someone who

dedicates virtually their entire career with a

single firm, but C.J. Coakley Co., Inc. is no

ordinary firm and Doug Ayers is no ordinary

businessman. He is gifted with a soft de-

meanor and exemplary skills that have

earned the respect of an industry nationwide.

As past President of CISCA (The Ceilings &

Interior Systems Construction Association)

and his active involvement in the Associated

Builders & Contractors, Doug exemplifies a

high standard in the construction market-

place.

In recognition of his extraordinary tenure

with the company, Doug was recently hon-

ored at a local luncheon. It was there that

many members of the industry and the com-

pany, as well as members of his family, en-

joyed a walk down memory lane sharing

some of the moments of his childhood, ca-

reer, and yes, his newly found love as a

grandfather to the children of daughter Laura

and son Michael. It was also an event that

allowed some of the members of the indus-

try, the company and the Coakley family to

express their gratitude to Doug for this im-

pressive milestone. Vice Presidents Doug

Roach and Bob Consroe saluted Doug for his

invaluable leadership while some of the

Coakley family – Ellen, Maria, Jim and

Liam – gave Doug heartwarming thanks for

continuing and maintaining the company‟s

tradition of leadership began by Ellen and

Connie back in 1962.

Forty years of dedicated service surely de-

serves the recognition that Doug enjoyed at

the luncheon, but that was just an appetizer

to the recognition and honor that was be-

stowed upon him by none other than Marilyn

Monroe at the company‟s annual Christmas

party. Yes, Marilyn herself sang Doug a

Happy Anniversary song (as only Marilyn

can), and for the first time that I can remem-

ber, Doug was actually speechless saying

only “now I know how John Kennedy felt.”

Following that and a quick regrouping, Doug

then went on to say that he appreciated all of

the tributes that had been bestowed upon him

while quickly pointing out the one thing that

he appreciated most and attributed his suc-

cess to - the workers in the field that have

made the company what it is today. Notwith-

standing that, and without diminishing his

modesty, they all know that it is he who

must lead the firm through both good and

bad times, and they all know that there is no

better person in the industry to do just that.

Once again, congratulations to Doug from

everyone in the industry and the company.

Forty years is a long time, yet we all know

too well, it is also a “blink of the eye”. Hav-

ing said that, and speaking on behalf of eve-

ryone at C.J. Coakley Co., Inc…..Doug we

want you around for a few more blinks and

wish you all the best in the years ahead.

Congratulations on 40 Years!

7732 Lee Highway

Falls Church, VA 22042

C. J. COAKLEY CO., INC.

ADDRESS CORRECTION

REQUESTED

The Ins ide Corner

This newsletter is published by the management of C. J. Coakley Co., Inc. to inform our employees about important

developments in our company. We reserve the sole discretion to exercise editorial control over this publication and

the contents should not be reprinted without our permission.

PAGE 8

The “C. J. Coakley Co., Inc. Retirement Program” Summary Plan Description (SPD) and information on our Health Plan are readily accessible on our web site www.cjcoakley.com. A copy of the SPD can also be obtained by calling Karin Krothe

in our office at 703-573-0540. C. J. Coakley Co., Inc. is always seeking qualified female field employees. Please call Karin

in our office if you know of anyone who might be interested.

EMPLOYEE NEWS AND RECOGNITION

In December the following employees received recognition for their years of service:

5 Years - Cathy Langman, Cesar Rodriquez, Michael Wright, Jose Paz

10 Years - Majella Deeney, Juan Ogando, Sterling Riddle, Stephen Sipos

15 Years - Bill Brown, Cesar Cisnado, Robert T. Consroe, Mike Hiles, Claude Poston, Mary

Poston, Jose Zalles

20 Years - Ana Assis, Liam Coakley, Leon Compton, Jorge Garcia, Robert Turner

25 Years - Luis Del Pielago, Moises Hernandez, Roger Marsden

30 Years - Tony Cassette, Randy Poe

40 Years - Doug Ayers

The following employees received awards in recognition for their outstanding service:

Outstanding Customer Relations for a Large Job - Cesar Cisnado

Outstanding Customer Relations for Small Jobs - Dave Rogers

Outstanding Service - Tony Cassette

Safety Promoter of the Year - Joey Seal

Unsung Hero Award - Roger Marsden

Cornelius J. Coakley Award of Excellence - John Skeffington

Congratulations to Paul O’Connell and former C.J. Coakley Co., Inc. employee Kristal

McGhee on their wedding which took place on October 16, 2010.

Adam Yamber became a grandfather for the first time when his daughter Holly gave birth to

7 lb. 8 oz. Jackson Duane on March 30, 2010.

Congratulations

to all

our outstanding

employees!