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THE EBONY CACTUS magazine

With 80 editions totalling more than 2,400pages archived,

The Ebony Cactus isthe single largest, free, non-governmental

on-line, source of information onminority businesses

in the Southwest United States*

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Now offeringInternet Marketing Solutions

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Providing service to small businesses and organizations since 1989

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Office/Fax 602-437-8852 Mobile: 602-821-8191

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• Professional • Ethical • Driven • Successful



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July 2006In This Edition:TABLE OF CONTENTS Page 6

StaffContributing writers

Prologue (Op-Eds) Page 8 Letters Page 9Moving Up Page 10News (General) Page 11BizTips

BizTools Page 13SBA Page 14

Podcast Page 15On The Air with City of PhoenixEqual Opportunity Dept. DirectorCarole Coles Henry: How to doBusiness with the City of Phoenix Pt. II

Beyond the Box Page 16Dear Slavery: Let My People GoOpinion by: Simon “Mac” McNeil

BizTips (Continued)Coach’s Column Page 17

Chillin’ Nick Colionne (Profile) Page 19

SnapshotsGovernor Napolitano’s Minority Knowledge Based Economy Sub Committee Page 22

Index of Advertisers Page 23

Building the Arizona CardinalsStadium Special Section Page 25

Vision Page 26Destination Glendale Page 27RBG Construction Page 31Good Sportsmanship Page 34Making it Happen Page 37 Supplier Diversity

NEXT Edition Page 44

Marketplace Page 45

LEGAL Page 46



StaffThe Ebony Cactus magazine is

published by Ebony Cactus magazine Inc.,Angela Brooks CEO and Publisher

George B. Brooks, Jr. , Ph.DCOO and Editor

PR/MarketingLife Strategies Consulting

SalesStaff

Graphics/ Art Magazine :

Dr. George Brooks Jr.WEB

Karl Rothweiler

ProofingStaff

PhotographyAngela Brooks

Dr. George B. Brooks, Jr.T. J. Leake

Laurence TannerAdam Abraham

The Ebony Cactus magazineis published monthly through the

Internet by Ebony Cactusmagazine Inc. There is no

subscription cost.All Rights Reserved.

Contributing WritersRobert J. Blaney is the Director forthe Arizona District Office of the UnitedStates Small Business Administration. Anative of Western New York, he is agraduate of the State University Collegeof New York at Buffalo. In July of 1995,he was competitively selected as one offive people in the country to participatein the District Director CandidateDevelopment Program. He was the first

in his class to graduate and while in the program served asdistrict director in Las Vegas, Nevada, Lubbock, Texas, and asDeputy District Director in Newark, New Jersey, Los Angeles,California and San Juan, Puerto Rico. In August of 1998, he wasnamed District Director of the Arizona District Office. Mr. Blaneymay be reached at 602-745-7200/ http://www.sba.gov/az/

President of Emerald HarvestConsulting, LLC, Loretta Love Huffis an Execut ive Coach andOr ga niz at i on al E f f ec t iv e ne s sConsultant. In addition to being anauthor and speaker, she is a seasonedcorporate executive with experience in avariety of functions including marketresearch, financial services and human

resources. She has a Bachelor's degree in Psychology fromHoward University and an M.B.A in Finance from the University ofChicago. Loretta can be reached at 602.454.7787 [email protected] .http:/ /www.emeraldharvest.com/

Simon “Mac” McNeil is a BranchManager/Assistant Vice President for ChaseBank in Mesa, AZ. He is happily married, withfour children, and lives in Chandler, AZ. Heholds a Master’s Degree in BusinessAdministration from the University ofPhoenix, and a Bachelor’s Degree (SummaCum Laude) in Business Administration fromPfeiffer University in Charlotte, NC. He is a

licensed Investment Representative for Chase Investment Services,and is licensed by the State of Arizona in Life and Health Insurance.He is also a member of the 100 Black Men of Phoenix, Inc. Mac canbe reached at 480-890-6094, or [email protected] .

Hassan Abdul-Kareem aka B r o t h aLove has the distinction of being the EbonyCactus’ first entertainment writer. A native ofLansing Michigan, Brotha Love is a musiccritic for the Florida Courier newspaper andnow The Ebony Cactus.

To Reach UsMail: P.O. Box 24982

Tempe, AZ 85285-4982Phone: (602) 821-8191

Fax:(602) 437-8852Publisher:

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AngienuityBy Angela Brooks: Publisher

New Media, Market Realignment Consumers Participation Normalcy

Definition: New Media - New cultural forms which depends on computersfor presentation and distribution: virtual reality, computer games,multimedia computer animation, websites and e-magazines.

It’s been a long time, but the change has finally come. Most everyone andtheir pool guy has now become acclimated to the Internet in some manneror form. More people, just like you and I, are recognizing the wonders ofthis ingenious vehicle. A vehicle that has literally changed how we all seethe world. It has the ability to take in hordes of information. Unimaginableamounts, really. Then we are able to utilize it and or disseminate it forvarious purposes too cosmic to harness. Why, the Internet is so brilliantthat it even tops the magnificence of brainiac / husband / partner /conversationalist and my husband GB. And that’s just plain hard to do.

Life, our daily needs and the times in general have changed. As far as theInternet is concerned, it is in many ways the nucleus of human existenceas we know it today. Through the Internet, consumer populations havesimultaneously redirected how they shop for items, research information,plan events, educate themselves, find romance or debate popular issuesof the day in mass community blogs. However, this is done from the peaceand quiet of one’s individual space. Consumers are no longer passivereceivers of information as has been evident in traditional media. Theythink and they make rational end user based decisions. The mediaservers (High End Marketers) of the day are aware. They are very aware.

Consumers for their part, create New Media. They are the mainproponents and directors of how it propagates. The tables have turned.Marketers are in a frenzy trying to figure out how best to capture,condense and control the marketing of NEW Media. Today’s consumersare no longer complacent. Meaning, traditional advertising does notgarner the captive audience it once did. You and I truly have the power ofchange.

Living in Americaby Dr. George B. Brooks, Jr.: Editor

Time Prime

In May 2005 we made a few changes in the magazine. The obvious one wasthe format, changing from letter to landscape. That made the magazine mucheasier to read on the computer screen. However, there was one moreimportant change, we began to talk about Prime Time opportunities. Accordingto www.medialit.org/reading_room/article565.html, prime time isthat part of a radio or television schedule expected to attract the largestaudience. In our circumstance however, the concept has been expanded todescribe those projects reserved for the best, brightest or biggest firms.

Minority firms and professionals have been ready to compete on a prime timelevel for years. We have attended and sent our children to the best schoolsand we have survived the school of hard knocks. We have earned MBA andPh.D., degrees. We have risen through the corporate ranks. We have startedand sustained businesses that can do anything we choose them to. We fly inspace and swim under the sea. We have been elected to office and workedtirelessly to level the business and social playing fields. Despite the incredibleodds placed in front of us, we have been more and more successful. Thoughthe playing field is not yet and may never be level, we have decided that we aregoing to make it anyway. To quote Friedrich Nietzsche, “That which does notkill me, only makes me stronger.” We have achieved in every field of humanendeavor. We have made ourselves ready for prime time and have theknowledge, wisdom and guts to take on any project. The Time is now Prime forus to capture a piece of the Prime Time pie.

Since May of 2005, Ebony Cactus’ focus has been on the Prime Time. Who arethose professionals who are walking this path? What minority owned firms arerising to the challenge? What and where are the prime time projects? What arethe opportunities not only to take part as subcontractors or members of thesupply chain, but as leaders, prime contractors and owners. Most importantlywhat are the strategies needed to make these things happen?

Since our eyes were opened a year ago we have found so many opportunitiesthat were hidden in plane sight. The greatest revelation has been that when webegan to ask the big players the big questions, the reaction has been moreoften than not, “about time somebody asked!” So it seems not only are weready for prime time, prime time is ready for us. So be it! Let the games begin.Enough for now, on with the show. TEC


http://www.medialit.org/reading_room/article565.html


Volume 5. Number 5. June 2006I just wanted to encourage you to continue to do the good work that you are doing with yourmagazine. It's much needed, and appreciated. Your stories are diverse and interesting, andyou are showing that the African-American population has much greater interests that gobeyond the stereotypical "Black" magazine article. It has been a pleasure to be a contributingwriter.--God Bless,

MacSimon “Mac” McNeil Chase Bank

I haven't had a chance to read your magazine in awhile. I see you are blowingup! In this issue alone, there were several articles I found very interesting(Alford, Green Eyes, ASU Provost/leaders). Keep up the good work. I will needto read it more.

MorrisMorris Mobley Ph.D., Intel

Congratulations on another wonder issue of Ebony Cactus. Special thanks forthe articles on 100BMOA /AZ Saves Financial Action Summit and PBT.

God Bless!

LeonardLeonard Knight President 100 Black Men Phoenix

Your mag looks magnificent!!!! Good job! Warmly, Alisa Alisa Roadcup, M.A. Director of Education Fresh Start Women's Foundation

Congratulations and thanks for the June, 2006 edition of Ebony Cactus! Truly,this is an outstanding compilation of facts and most relevant information.

Thanks again for your valuable contributions to the Valley of the Sun!!

Gene C. BluePresident/CEOArizona OIC

Thank you for thinking of me. The publication is first class and the articledetailing the efforts of MGM/Mirage is excellent. Best of luck.

Cornelius EasonPriority Staffing USA

Please send your letters, comments and corrections to:[email protected]. We look forward to hearing from you.




Moving UpPATRICE REGISTER TAPPED TO LEAD “TAN”Named Executive Director for Arizona-Based National NetworkingOrganization As an integral component of managing and cultivating the snowballingsuccess of Arizona-based national networking organization The Art ofNetworking (“TAN”), CEO/Founder Danielle Hampson has announcedthat Patrice Register has accepted the role of Executive Directoreffective June 1, 2006.

“Patrice is exactly what this organization needs to keep us on track asthe scope and breadth of our product and services expand”, assertsHampson. “In addition to being a true leader and a great communicator,Patrice has been involved with TAN since its inception almost two yearsago so she is well-versed in our mission, operations and memberconsiderations.”

Register accepts her increased role within TAN enthusiastically. As anaccomplished businesswomen and owner of her own coveted virtualassistance company, PLR Services, she is a fervent advocate for thevalue TAN brings to their mutual target customers: entrepreneurs, smalland micro businesses.

“Frankly, I’ve attended many other networking events and chamberfunctions but TAN offers a unique blend of ambiance and results thatcannot be duplicated,” she contends. “My goal is to make The Art ofNetworking a household name throughout local, national, and eveninternational business communities.” For information about TAN, including chapter locations, meeting timesand membership information, call 877- 955-8800 or visit their website atwww.theartofnetworking.com.



http://www.theartofnetworking.com

NewsSouth Mountain/Laveen Chamber of Commerce

Selects Board of Directors

The South Mountain/Laveen Chamber of Commerce announced today the appointmentof its 2006-2007 board of directors. The 11 members were selected at the organization’sannual retreat at Phoenix City Hall on June 23.

The Chamber’s leadership, which mirrors the areas diversity, is dedicated to connectingthe established business community with the newcomers to speak with one voice inpromoting the positive characteristics that will continue to attract the quality anddiversity of growth that we anticipate, said Glueck, adding that the organization willcontinue concentrating on three primary focal points: improving the quality of educationin the South Mountain and Laveen school districts, working with city of Phoenixagencies on the area’s crime and blight issues, and building awareness and access ofthe Rio Salado Reclamation Project as it impacts future development south from theriver banks.

An affiliate of the Greater Phoenix Chamber of Commerce, the South Mountain/LaveenChamber of Commerce thrives on positive visions for the future of South Phoenix. TheChamber strives to preserve the cultural diversity and rich history that has made theSouth Mountain area unique. For more information, call the South Mountain/LaveenChamber of Commerce at 602.495.6469 or visit: www.southmountainlaveenchamber.com.

Photo: Front (L-R): Lisa Perez Bray, Sally Foley, Jeffrey Garza Walker, Diane Feist,Steve Glueck, Lisa BarnardBack (L-R): Tom Trush, John Sebald, Ed McCartney, Christopher MurrayNot Pictured: Randy Bailey, Russ Mueller

CONTACT: South Mountain/Laveen Chamber of Commerce Steve Glueck, 602.495.6469 [email protected]

Awards Applications Application For TheGovernor's Celebration Of Innovation

We are now accepting awards application for the Governor's Celebration of InnovationDinner! Deadline for entries: Friday, August 15, 2006

Individual Awards- William F. McWhortor Community Service Leader of the Year- Ed Denison Business Leader of the Year

Company Awards- Pioneering Innovation- Innovator of the Year Start-Up Company- Innovator of the Year Small Company- Innovator of the Year Large Company- Innovator of the Year Academia

We will also be honoring the pre-selected Future Innovators of the Year and Teacher ofthe Year

It's Easy to enter!Submit Entries at http://www.celebration-of-innovation.comDeadline for entries: Friday, August 15, 2006 (5:00pm)Application Fee: $35

Continued on the next page


http://www.southmountainlaveenchamber.com


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Continued from the previous page

Black Web Awards to Recognize Best Black Websites

The Black Web Awards are the first and only organized effort to recognize and celebrate African, African American andCaribbean excellence online. Website customers, fans, designers and owners now have the opportunity to nominate theirfavorite Black-themed websites in over 100 distinct categories, including Best Music Site, Best African News & PoliticsSite, Best Wealth Building Site and Best House of Worship Site. All nominations are free and open to the general public.

"We want to get as much participation as possible, so building a competition with a free nomination and voting process wasan easy decision," said Odogwu Linton, BlackWebAwards.com founder. The Finalists are certain to reflect the broadrange of beliefs, social structures, wishes and dreams of Black people worldwide. The nominations thus far have confirmedthat Black people worldwide support Black-themed websites and the businesses that support them.

"Now is the time for a Black Web Awards," said Linton. "In the United States, study after study confirms that the Blackcommunity is enjoying the Internet through broadband connections." For example, nearly 76 percent of those castingnominations thus far at BlackWebAwards.com have high-speed Internet access at home. This rate is in line with a 2005AOL African American Cyberstudy, which also reported that 68 percent of respondents favor companies that benefit theBlack community.

"If it isn't clear yet that the Black community is online and is supporting a wide range of Black-themed websites, it will beafter the Black Web Awards Finalists are announced," said Linton. After review by the Black Web Awards Academy ofJudges, a dazzling array of over 550 Finalists will be introduced to the world by guest celebrities and dignitaries at aspecial ceremony in Baltimore, Maryland. The Finalists will be announced online on August 28th, 2006, and voting willoccur shortly thereafter. "This result alone will demonstrate the extent of the Black presence online, help establish theFinalists as beacons for Black people, and at the same time, introduce valuable resources for the world to gain insight intothe Black global community."

The Announcement event will be filmed and webcast online, and on television stations worldwide through strategicpartnerships, thereby making the Black Web Awards the first Internet awards competition to webcast their announcement,and later this year the Awards Gala, online. Nominations and voting are FREE and open to the public. Sponsorshipopportunities supported by comprehensive, timely demographic data gathered during the nomination phase are available.Interested sponsors are invited to contact Linton Publishing, LLC for further information. A full schedule, rules andnomination procedures are available online at:http://www.BlackWebAwards.com. TEC

“The new prime time is 9 A.M. to 5 P.M., because morepeople have access to a computer then.”

Apprentice producer Mark Burnett

Are you ready for prime time?Advertise in

The Ebony Cactus magazinewww.TheEbonyCactus.com


http://www.BlackWebAwards.com

http://www.ablesseddesign.com



BizTools6 Keys to Resolving Conflict By Loretta Love Huff Bio on page 7

W hat can you do when you’re embroiled in a conflict?

1. Distinguish facts from fiction

Remember "Dragnet and Sgt. Friday? His famous line was "Just the facts, Ma'am.” Weall think our view of the world is the "right" one: the only one. Recognize you just have apiece of the 'truth'. Try creating a police or news report that captures both your view andthe other person’s view. This will release your attachment to the 'right-ness' of yourpersonal perspective. When we disagree with someone, we’re upset over not just the event, but the judgmentswe made about it and the person, the feelings we had and the story we make up aboutwhat it all means. Own your own feelings. The other person didn't "make you feel" aparticular way. They did what they did. You chose to feel the way you did. You gave thesituation all the meaning it had for you. There was a whole range of emotions you couldhave felt and conclusions you could have drawn. You picked the ones you did. Notice ifthey’re a familiar theme in your life.

2. Distinguish motive and emotions

We often assume we know what the other person was intending to do 'to us'. The onlything we really know is the reaction we had to the other person's behavior. Recognizethat they may not have 'meant' to disrespect (or hurt, or ignore or control) you. Alsorecognize that if you are the perpetrator, just because your motive was innocent, thatdoesn't negate the feelings the other person experienced.

3. Convert complaints to requests

Imagine that complaints (yours or another's) are really requests in disguise. When weare in situations we don't like and we feel powerless, the natural response is to complainand blame.

Next time you catch yourself complaining, stop and ask "If something could be differenthere that I would prefer, what would 'that' be?" Then ask for it! Make the request tosomeone who has the power to grant it. Complaining or making requests to anyone elseis pointless.

4. Start where you are

Sometimes, you know exactly what to say but the words get stuck. You hesitateout of fear, worry or concern about their reaction. Start with where you’re stuck.“I’d like to say something, but I’m afraid that I’ll… or you’ll…” You’ll be surprisedat how being vulnerable will open up the other person. You’ll also be surprisedat how easily the difficult message will now come out.

5. Take responsibility for your contribution or role

Recognize that you may be keeping the problem in place. This is the bad news. It'smuch easier to blame someone else for your problems. It's the "those idiots over there"syndrome. "If they would just..." They won’t. Figure out what actions you can take tosolve your own dilemma.

6. Forgive and give yourself a gift

Forgiveness is not condoning or even accepting. Forgiving someone who has 'wronged'you, releases your agony. It’s not for them. Holding on to your grievance just keepsyour blood pressure high. If you can't muster "I forgive them", try "I'm willing to forgivethem.” Then let it go and let your willingness salve your pain. Loretta Love Huff is a speaker, trainer, consultant and an executive coach. She workswith leaders, business owners and teams on conflict resolution, communication,leadership development and performance improvement initiatives. She can be reachedat [email protected] , 877-436-4278 or www.dissolvingdisputes.com.TEC


mailto:[email protected],

http://www.dissolvingdisputes.com


Robert BlaneyDistrict Director Arizona District Office (bio on pg 7)

Financing Your Business - The Basics

W hile poor management is cited most frequently as the reason businesses fail,inadequate or ill-timed financing is a close second. Whether you’re starting abusiness or expanding one, sufficient ready capital is essential.

Before inquiring about financing, ask yourself the following:

• Do you need more capital or can you manage existing cash flow more effectively? • How do you define your need? Do you need money to expand or as a cushion

against risk? • How urgent is your need? You can obtain the best terms when you anticipate your

needs rather than looking for money under pressure. • How great are your risks? All businesses carry risks, and the degree of risk will

affect cost and available financing alternatives. • In what state of development is the business? Needs are most critical during

transitional stages. • For what purposes will the capital be used? Any lender will require that capital be

requested for very specific needs. • What is the state of your industry? Depressed, stable, or growth conditions require

different approaches to money needs and sources. Businesses that prosper whileothers are in decline will often receive better funding terms.

• Is your business seasonal or cyclical? Seasonal needs for financing generally areshort term. Loans advanced for cyclical industries such as construction aredesigned to support a business through depressed periods.

• How strong is your management team? Management is the most important elementassessed by money sources.

• Perhaps most importantly, how does your need for financing mesh with yourbusiness plan? If you don't have a business plan, write one. Lenders will want tosee your plan for the start-up and growth of your business before they finance it.

There are two general types of financing: equity and debt financing. The more money,or equity, you have invested in your business, the easier it is to attract financing. Ifyour firm has a high ratio of equity to debt, you should probably seek debt financing.However, if your company has a high proportion of debt to equity, you should increaseyour equity before you borrow additional money. That way you won’t be over-leveragedto the point of jeopardizing your company’s survival.

There are many sources for debt financing: banks, savings and loans, commercialfinance companies, and the SBA are the most common. Many state and localgovernments have small business lending programs. Family members, friends, andformer associates are all potential sources, especially when capital requirements aresmaller.

Traditionally, banks have been the major source of small business funding. Theirprincipal role has been as a short-term lender offering demand loans, seasonal lines ofcredit, and single-purpose loans for machinery and equipment. Banks generally havebeen reluctant to offer long-term loans to small firms. The SBA guaranteed lendingprogram encourages banks and non-bank lenders to make long-term loans to smallfirms by reducing their risk and leveraging the funds they have available. For moreinformation on SBA loan programs, visit: http://www.sba.gov/financing/index.html

Additional equity can be sought from non-professional investors such as friends,relatives, employees, customers, or industry colleagues, although venture capitalistsare the most common source. Most specialize in one or a few closely related industries.Most venture capitalists prefer three-to-five-year old companies that have the potentialto become major regional or national businesses and return higher-than-average profits.

You may contact these investors directly, although they typically make theirinvestments through referrals. The SBA licenses Small Business InvestmentCompanies, which make venture capital investments in small businesses. For moreinformation, check the Web site http://www.sba.gov/INV/forentre.html

If you need to speak with someone to discuss your business situation the SBA haspartners who provide free, confidential counseling. SCORE, Counselors to America’sSmall Business, the Small Business Development Center Networks and our Women’sBusiness Centers all provide counseling, at no cost, on these and other issues facingsmall business owners. For more information about all of SBA’s programs for small businesses, call our districtoffice at 602-745-7200 or visit the SBA’s extensive web site at: http://www.sba.gov.T E C


http://www.sba.gov/financing/index.html

http://www.sba.gov/INV/forentre.html

http://www.sba.gov


Kedrick Ellison Jackie Johnson Jeffrey DeWitt Carole Coles Henry Dr. Wylie Bearup

Podcast: On The Air with Carole Coles HenryDirector City of Phoenix Equal Opportunity Department Click here to listen Subject: The City of Phoenix M/W/SBE Program Pt 2 of 3Hosted by Dr. George B. Brooks, Jr. Click here to subscribe to the RSS feed.

The July 2005 City of Phoenix disparitystudy (2004 and 2005) resulted insignificant changes in the City’s Minority,Women, Small Business Enterprise(M/W/SBE) program. In the May 2006edition of On-The-Air the minoritybusiness podcast of The Ebony Cactusmagazine our guests are City of Phoenix,Director Equal Opportunity DepartmentCarole Coles Henry , KedrickEllison of the Community and EconomicDevelopment Department, J a c k i eJ o h n s o n of the Equal Opportunity

Department, Assistant Finance DirectorJeffrey Dewitt and City Engineer Dr.Wylie Bearup.

In this second of three special editionpodcasts, these individuals explore howSmall and Minority Owned businessesmay now use the City of Phoenix’sM/W/SBE program. TEC

If you have questions regarding the City of PhoenixM/W/SBE program, send them to

[email protected] to be answered in afuture podcast.

On-The-Air is The EbonyCactus magazine Minority

Business Podcast -May 2006http://www.cactusinternetradio.com

Contact for Carole Coles Henry:http://www.Phoenix.gov

To listen to the 1st Phoenix Diversity Podcastclick here.


http://www.cactusinternetradio.com

http://www.phoenix.gov


http://www.cactusinternetradio.com/otamy106.mp3

http://www.theebonycactus.com/podcasts/rss.xml

http://www.cactusinternetradio.com/otadc105.mp3

Beyond the BoxDear Slavery: Let My People GoCommentary By: Simon “Mac” McNeil (see bio on page 7)

It’s April 30, 2006, and my family has been enslaved since the1600’s. Our slave owner, Slavery, has a firm grip on us and hasnot yielded to the many requests for our freedom. Many voices,including the voice of our former owner, Mr. & Mrs. White, havecried out for injustice, only to have the deaf ear of Slaveryrespond with silence. Although Mr. & Mrs. Democracy are therichest and most powerful people in the world, and they too havealso have cried out for our freedom, Slavery’s hold on my family isas strong as Fidel Castro’s hold on Cuba.

I’ve been waiting for Slavery to grow old, get senile, andeventually pass away, but this old man is attempting to breakMethuselah’s world record! My entire family has been waiting tono avail. The problem with waiting is that we haven’t taken anyaction beyond corralling others to cry out for us. Sure, we’vereceived some great media attention. I actually enjoyed the firsttime that I was able to speak into a microphone and everyone inthe room listened, knowing that millions more heard my voice. Tobe honest with you, some of my family members still enjoy thelimelight. You’ll see them every now and then reliving the glorydays of our media attention. They just can’t seem to let it go;poor slaves. It’s sad, really.

The cruelest thing about our owner, Slavery, is that he has evenallowed my family to obtain some wealth. We’re not poor slaves.We just do as most slaves have done in the history of the world;in the end, we give it right back to our owner. It’s as if we don’tdeserve it, so we just feel more comfortable allowing our owner tomanage it for us. He even shares it with our distant cousins, theWhite’s, the Brown’s, the Yellow’s, and the Jones’. I personallydislike the Jones’, but it seems that they get most of our wealth.Slavery must owe them a major debt or something because hecontinues to feed them our money. The Jones’ have majorinvestments in cars, jewelry, clothing, and alcohol. They’re smartpeople, but I just don’t like the way that they leech off of myfamily.

Someone once told me that the best way to defeat an enemy is toconvince him that you don’t exist. Hence, he won’t fight back.

Well, Slavery has convinced me that this tactic is fullproof. Not only has he convinced most of my family thathe doesn’t exist anymore, he has even caused us toblame on old foe for our current condition. Mr. & Mrs.White have taken a beating from my family for their pastpartnership with Slavery. Of course, I too was once avoice of discord towards the Whites. That was until myeyes were opened to Slavery’s devices. My yelling atthe Whites took all of the attention off of him, and he wasable to escape unscathed. That sly Devil! Too bad forhim, his enemy is now aware of his existence, and I’mcoming out swinging!

So, Slavery I say to you today, “Let My People Go!”Your hold on their minds will be loosed! No longer will myfamily bicker amongst themselves, with the Whites, theBrowns, and the Yellows. The Jones’ will have to fend forthemselves, because we will no longer feed them ourmoney. Our money will be saved for the future of myfamily tree. “Bank” is no longer a bad word in my family.“Wealth” is not synonymous with “rich.” “Legacy” meansmore than just the children we leave behind on this Earth.Slavery, I know who you are. I’ve identified your hidingplace, and I’m coming for you. Prepare for war. TEC

Life is a great big canvas, andyou should throw all the paint

on it you can. ~Danny Kaye ~

16http://www.TheEbonyCactus.com Vol. 5 No. 5 June 2006 Previous page (left arrow key) Next page (right arrow key)


Coach’s ColumnBy Loretta Love Huff (Bio and Contact info on Page 7)

W ork for a boss who drives you nuts? Trying to get buy-in for a great idea you had? Can’t figure out how to get those employeesto listen to you and do what you say? Ask Loretta Love Huff In the Corporate Coach column she will answer your most vexingquestions about the world of work.

Whether you’re an executive, manager or employee insomeone else’s company or own a company yourself,send in your questions and we’ll offer insights orsuggestions to help get you through your day. Emailyour questions to [email protected].

Now, for the small print…I’m not an attorney, so don’ttake anything written here as legal advice. Just practicalwisdom gleaned from decades of experience working inlarge and tiny companies with brilliant and awful people.

Dear Coach HuffDear Coach. I am a middle managementprofessional in my early 40s. Though I havenot yet achieved my master’s degree I havedone reasonably well in my discipline.

I recently accepted a new position at a newagency. My boss however is a 20-somethingwoman with a master’s degree. Though Irespect her position and education sheseems to hold my years of experience withlittle regard. These disparate world-views arebeginning to cause friction between she andI. What are your recommendations to reducethe tension so we can both get on with ourjobs?

Sincerely,Jim Wilson, Los Angeles California

Dear JimWorking across age groups can indeed be a challenge,although there may be other contributing factors to thetension you are experiencing. People from different agesand generations value different things. If I cangeneralize a bit here, 40-ish workers may tend to valueloyalty, hard work and experience while the much

younger worker values work-life balance, rapid responsetimes and collaboration.

Even though you respect her position and education,make sure that you aren’t harboring the (evensubconscious) belief that your experience makes youmore valuable than she is. Sometimes even the slightestthought of “I know best” can leak out in harmful ways.

I am assuming that since this woman is your boss, shehired you because she does value your experience. Nowthe challenge as you mention, is getting it valued.Before you talk with her, make sure you’re clear aboutand can describe in objective terms, what she is actuallydoing or saying that leads you to the conclusion that shedoesn’t respect your experience. Your assumptionsabout her behavior means may actually be off track.(She might actually be a little intimidated by you and yourexpertise.)

Tell her you’re committed to helping her and thedepartment make the biggest contribution possible to theagency and ask for a meeting with her to discuss howbest to make that happen.

When you meet, here are some tips:

1. Do your best to keep any feelings of insult you maybe feeling out of the conversation.



http://[email protected]



2. Reiterate your commitment to your success as a team. Then acknowledge thetension you’re experiencing. Say something like, “I’m really excited about workinghere with you and want to make sure we get off on the best start possible. I don’tknow if you’ve noticed it, but to me, things feel a bit tense between us.”

3. Ask her (with genuine curiosity) if she’s noticed the tension herself and, if so, findout what she thinks the source of it is. Then listen (Resist the urge to defendyourself. Your goal here is to get information from her. Try to see things from herpoint of view.)

4. After you have laid this groundwork, you can begin with the thing that is botheringyou. Take responsibility for your feelings and describe the behavior shedemonstrates that precedes your feelings of disregard. Say to her “When you(describe her behavior), I feel (describe your feelings – e.g. unappreciated)”. Thendescribe what she could do that would make you feel more regarded, and ask forthat. “I would really appreciate it if you would (describe the new behavior you wouldlike from her.)

5. Then reciprocate and ask what’s important to her about her job and how you cansupport her in making the department succeed.

6. Strive for a win-win solution for you both and thank her for her time and partnershipwhen you are done.

Loretta Love Huff is a speaker, business consultant and an executive coach. She isauthor of the book, 6 Keys to Dissolving Disputes: When “Off with their Heads!” Won’tWork. She works with leaders, business owners and teams on conflict resolution,communication, leadership development and performance improvement initiatives. Shecan be reached at [email protected] or 602.454.7787. Visit her website atwww.emeraldharvest.com to order her book or for your free assessment andpersonalized report on “Are you a transformational leader?”

2006 Media Kits are [email protected]





One on One with Brotha’

LoveBy: Hassan Abdul-Kareem

Truth be Told, Brotha’ Love onceagain brings you the latest wordfrom the world of Smooth Jazz.This edition we go to the funkyside and spend a few momentslive with Guitarist Supreme, Mr.Nick Colionne. A professionalsince age 15, Nick is definitelyturning up the heat in SmoothJazz with his latest CD, Keeping itCool.

Enough preamble, lets meet NickColionne.




Hey Nick. This is Brotha’ Love out in the Hot AZ! It was goodseeing you in Temecula (California). Tell us about yourlatest project.Ny latest project is called Keeping it Cool. I came up with the concept because when Iam creating music I can get a little wild with my thoughts and ideas. This time I cameback and decided that I’ve just got to keep this cool.

What were some of the other inspirations you had. Whatbrought the flavor this time?You know, I’m just a funky kind of cat. Its the midwest in me, so I just stayed true to myroots.

What is your background? Are you a Chi Town original?Yea, I was born and raised on the west side of Chicago. My step father started meplaying guitar when I was 9 years old. My bothers and I had a band. Later my biologicalfather became my manager. I started out playing “straight a head” jazz because that iswhat was played in my house. I was also playing R&B and the music of the day. I wenton the road at 15 playing backup with the Staples Singers. I also played with theimpressions and the Chi-lites. I wanted to go back playing jazz and smooth jazz was onthe scene. It was not about the dollar so much, I wanted to be heard. It was importantthat people hear me and feel where I am coming from. So I try to blend a little bit of mainstream and a little bit of funk in creating the Nick Colionne sound.

Who inspired you?When I first started playing all I listened to was Wes Montgomery and Kenny Burrellbecause that is what my parents were into. I got my first electric guitar when I learned toplay “Bumpin’ on Sunset” on the acoustic. To learn more I listened to George Bensonand Jango Reinhart. I feel that to learn, you have to go back to the people who createdthe music. I listen to all those guys and I still listen to them now. It keeps me grounded.

Some one suggested you have that “Ernie Isley” sound.Did you listen to the Isley Brothers as well?Well, I was more of a Jimmy Hendricks fan. I played a lot of Rock in my career. I playedin a Rock band for 4 years and also a Heavy Metal band.

Heavy Metal?I was crazy back then (laughing). I could make your hair stand up on your head. Yeah, Iwent from Bumpin’ on Sunset to Purple Haze.

How did you like that All Star Jazz Cruise we were on?I loved the All Star Jazz Cruise. I can’t wait for the next one. I had the time of my life!Hearing all these cats play every day. Not only on the main stage but also the jamsessions. I got to play with people I had never played with before. It was just a fun, hangout situation. I had been hearing these cats play, but to meet them and to find out thatthey were fun to be around like Marion (Meadows). It was great.





Tell us about some of your band.

It took a long time to come up with the right cats that Iwanted to be with me. My keyboard player Brian Dancyhas been with me since I made the break to be on myown. He and I use to do backup work together so whenI started my solo career he came with me. I met JohnBlasucci, the other keyboard player, three and halfyears ago when I was doing my last record (Just ComeOn In). Somebody told me about him and he came inand produced the song “its been too long.” Afterwardswe sat down and talked and decided to write a songtogether called “High Flying” which became the bigsong from that CD. John introduced me to Chris Miskel.Brian also told be about Dave Hiltebrand who has beenwith me 7 years. These guys believe in me. Soanything I’ve told them I was going to do I’ve done. Youcan’t ask for more than that.

The ladies are going to want to knowif you are single?

I’m single man. I am a brother on the move (laughing).

Is Chicago your home base?

This is my home town. People always ask me if I am going to move. But I can get everything here I need to get.

I notice that you do a lot of mentoring.

I was playing in a suburb out here called Elgin. The principle of the St. Laurence K-8 school approached me to see if Iwould do a fund raiser for them. I could not turn that down. So I went there to do a show and meet the kids and the kidsgravitated toward me. There were only a few Black kids in this school so I thought it was important for them to see someone who looked like them doing something. Its been a great thing for me so I’ve been at this school for 11 years now.

What do you think of the direction music now?

It bothers me to a degree. We came up learning how to play instrument. Today it is all about a computer. You need toknow about music yourself. It is like my guitar students, they come in with all these effects. I say no, you have got tolearn to play the guitar first then the effects. I tell them it is all about the music. With all the sampling, today it seemsthere is a whole bunch of stuff being recycled over and over and over again. Students need to sit and learn how to createsome music. They need to create something from you own heart. From my music, I want people to hear what I feeling,what I am thinking. I feel I have a story to tell. On the stage it is more important that people feel me rather than hear me.If you hear me, it can go in one ear and out the other.

I see that you have a nice easy flair in your dress. What brought you in thatdirection?

I come from Chicago so you got to be clean. I grew up watching folks on TV that would be dressed to the nines. I dressthe way I dress for two reasons. One, I love clothes. Two. It is my way of giving my audience respect. They don’t want tosee me looking like I just came out the steel mill. I feel that when you have some nice clothes on, you feel better.

I liked the Red Pants and Spats look you have in that photo on your web site.

Yeah. Folks kept asking to see my socks (laughing).

You are a member of 100 Black Men?

Yes. I just joined recently. I am looking forward to participating. I am already mentoring so it is a good match.

Listen Nick, we appreciate the time. One Love.

Thank you all. Peace.

Check out Nick Colionne at:http://www.nickcolionne.com/



http://www.nickcolionne.com/

To keep abreast of the needs of Arizona’s ethically diverse communities, ArizonaGovernor Janet Napolitano sponsors three minority advisory councils. With bi-partisanmemberships, the African American, Asian and Hispanic Advisory Councils work to developimplementable policies to the benefit of Arizona and the individual constituencies. Theyalso combine their efforts to address issues of mutual interest. One critical issue to the stateand its residents is diversity in Arizona’s burgeoning knowledge based economy.

Summary

Organized in 2005, the objective of the Knowledge Based Economy Subcommittee is to develop animplementable policy to encourage minority participation and leadership in Arizona’s Knowledge BasedEconomy (KBE).

Over the past year the subcommittee has had a number of successful meetings with individuals andagencies that have leadership positions in the KBE. These include:

• The Decision Theater at Arizona State University• Dr.Ron King, Director Technology Transfer Translational Genomics Institute (TGen)• Dr.Albert McHenry, Provost Arizona State University Polytechnic (ASU East)

Other individuals who have been contacted include:

• Earnest Calderon, Arizona Board of Regents• Dr. Mernoy Harrison, Jr. Provost Arizona State University at the Downtown Campus• Dr. Rufus Glasper, Chancellor Maricopa County Community Colleges• Professor Terry Alford Arizona State University• Lydia Arranda, Governor’s Office (Now with Wells Fargo Bank)




Preliminary Conclusions:

Awareness of the Knowledge Based Economy (KBE) needs to be improvedwithin most Arizona communities. This includes information on what the KBEmeans and what the potential social, political and economic benefits are and willbe. Secondly, the KBE is an issue that is hidden in plain sight. The informationon what is occurring is readily available but “off of the radar screen” for many.

Lack of knowledge equates to lack of readiness. Secondly readiness should bebased on the development of a cadre of highly qualified/skilled individuals andminority owned businesses.

Coordination with Council on Innovation

Governor Janet Napolitano established the Council on Innovation andTechnology to act as catalyst to develop new economic developmentstrategies in 2003. The Council is focused primarily on improving Arizona’sKnowledge-Based Economy and providing the framework, and a forum forideas, to enable Arizona to become a global leader in innovation andtechnology research, development and product creation.”

According to Subcommittee Chair Dr. George Brooks, Jr. The opportunity to sitdown and discuss diversity issues with the GCIT is critical. the GCIT has beengiven the responsibility for recommending the paths to achieve a viable KBE inArizona. I suggest any recommendation we make must synergize with theirprocesses to have maximum effect. Simultaneously, working with them mayprovide the GCIT with concepts and opportunities that they may have notconsidered.

New Membership

The Knowledge Based Economy Subcommittee is seeking additionalmembers. If you are interested please contact Diane Saunders the Governor’sDirector, Cabinet Affairs and Special Projects at 602-542-4331. TEC

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"Whoever would overthrow the liberty of anation must begin by subduing the freeness of

speech."

Benjamin Franklin


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Special Section

Supplier Diversity in Building theCardinals Stadium

By: Dr. George B. Brooks, Jr.Vision ................................... Pg. 26Destination Glendale ............Pg. 27RBG Construction ................ Pg. 31Good Sportsmanship ........... Pg. 34Making it Happen ................ Pg. 37

25

IMpressive is the least one can say about thesteel blue/grey edifice rapidly nearingcompletion next to the 101 freeway inGlendale, Arizona . Though it does not open

till August 12, 2006, the new stadium for theArizona Cardinals football team is already asuccess having been declared one of the 10 most exciting sports venues in the world by Business Week Magazine earlier this year. As kickoff approaches much will be written about the stadium’s the state of the artretractable roof and the football field that moves outside for watering and sunshine.However, as with all great buildings, there is much more to the plot than meets the eye. We begin with thestory of how the stadium came to be on the west side of the “Valley of the Sun” called “Destination Glendale.”




Destination Glendale By: Dr. George B. Brooks, Jr.

No man is an island and no project stands unto itself. There isalways a greater plan beyond the immediate uses of a majorfacility, particularly one like the Cardinals Stadium. In this case, theCity of Glendale Arizona has seized the opportunity to turn theironce bedroom community into an entertainment and sportsdestination competitive with Las Vegas, Los Angeles and evenParis France. To learn more, we spoke with Glendale City managerEd Beasley.

Thank you for meeting with me. How did Glendale acquire theCardinals stadium?

It has been a very strategic process for us. The stadium will open officially in August. For the last 3 or 4years, we have been working towards that day. Several years before, Glendale's leaders had decided thatthey wanted the city to become a destination point. To move in that direction we had to identify whatactivities people enjoy. We looked at a number of destination point opportunities and settled upon sportsbecause it provides more value than just the event itself. Sports provides an economic engine andopportunity that can generate very quickly an environment that allows for change.

To become a destination point, we had to look at our infrastructure to see what was needed. Weunderstood that the type of people we are trying to attract had to make decisions relatively quickly. So wehad to have a business decision model that would allow us to provide answers faster than our competitors.We considered everything that would enable us to make decisions quickly including our zoning, our masterplans and how we did business. We also did a careful analysis of what type of projects would work for us.

At that time the Phoenix Coyotes hockey team was looking for a home. They were leaving Los Arcos Mall inScottsdale and had an offer to go to Portland. We had already put the infrastructure at the Highway 101 andGlendale Avenue site in place that would allow for a destination opportunity such as a new arena. We alsohad land that was zoned correctly and had suitable FARs (The Federal Aircraft Regulations place limits onthe height a building can be for safety).

Continued on the next page.



Continued from he previous page

When the Coyotes hockey Arena was located here in Glendale, itprovided us a nucleus. Not only did we now have an arena but also itwas a great concert location. In addition, we also negotiated 6 millionsquare feet of mixed office and retail space around the arena to anchorit (Westgate).

The Coyotes Arena was the fastest built arena in America. We thenworked in cooperation with the Coyotes and developer Steve Ellmanto look at similar projects that were successful including the StaplesCenter, to see what made the greatest venue. We recognized that ourimmediate competition would be U.S. Airways Center (FormallyAmerica West Arena). However, our ultimate competition would bevenues in Paris, New York and Los Angles. Whoever has the best

concert venue is going to get the best acts. We developed the best acoustics,sidelines and abilities so that the performers would choose to perform here in Glendalefirst. The result is that the Coyotes Arena rated as one of the 10 best venues in theworld and the best in America in its first years.

Despite the success of the Coyotes Arena, we began to see that for the area to achieveits potential was a 7 to 10 year project. The way to kick it off sooner was add a secondanchor. We knew that the Arizona Cardinals Football Team’s lease at Sun Devil Stadiumin Tempe Arizona was coming to an end and that they would need to relocate. Anumber of potential new sites were under consideration in Phoenix, Tempe, Mesa andvarious tribal nations near Phoenix but all had challenges in accepting the relocatedteam. We analyzed what were the issues in each one of those cases and how wematched up against them. We therefore put in a bid for the Stadium. We recognizedhowever, that they (The Cardinals) were not ready to make a business decision. By theprocess of elimination allowed by our analysis, we determined that they wouldeventually have to come back to us. When that happened it created a unique resourcewhere you have a great arena and a great stadium with 6 million square feet of office andretail space around it. To preserve the potential of the site, we put a prohibition on anytype of work that could take place until we saw construction at the Stadium. That wouldall us to keep from cannibalizing what we were doing.

We knew that if we could get sports, we could get families. We knew that if we could getfamilies we could provided for entertainment. We also knew that the value of our landand assets would increase. By locating a stadium and arena in the area, we went from a7 billion dollar asset to the city to 10 billion dollars in 4 years. The property value wentfrom a $1.75 a square foot in that area to over $22 a square foot. The average homeprice that was approximately $130,000 is now worth $250,000 to $300,000. What wedid and how we did it, it not only raised the value of the homes in the area but alsoincreased our ability to raise revenue which we will put back into our city. Whether youlive on Bell Road or Camelback road, you will be able to see the value of those toventures to you.

We are often asked “can two arenas survive side by side?” If our competition was only inArizona, or Southern California, or even the mid west you might believe this might bethe case. Our perspective however, was always international. We want to compete forElton John coming here vs. going back to London. We want to compete for Madonnadoing two acts here vs. doing two acts in Paris.





Everything we did was to make ourselves better and to capture the market that families would want tocome and visit. That brings us to the third component, Cabela’s. We went after Cabela's because it isthe foremost outfitter and outdoor sporting activities and goods store in the nation. These multiplefeatures allows us to create additional revenue opportunities for our citizens. Four million people a yearvisit Cabela's, only second to the Grand Canyon in tourism. That is what is going to be coming everyday for us. Between Cabela’s, the Coyotes Arena and the Cardinals Stadium, whether you are fromBoston, Seattle or Kansas City, you will find something to do here as if it was in your home.

We also took a look at what is going on in Indianapolis.Indianapolis is known as the youth sports capitol ofAmerica and we wanted to create that type of attractionin the Western United States. We signed an agreementArizona Inter-Scholastic Association that will allow us tohave all of the high school sporting events in the State,the majority of them to take place in our arena. Werecently worked with the Arizona Sports and TourismAuthority (AZSTA) and the Arizona Cardinals to sign allthe football games that will take place in our stadiumrather than Tucson or Tempe. The Stadium is projectedto have a Final Four in 2012, a regional final for NCAA in2009, potentially the Republican or Democratic nationalconvention.

To support the sports venues and potentialconventions we built a hotel (Glendale Renaissance)with a state of the art convention and media canter thatwill be open in 2007. In designing the hotel we askedthe media what would they want to have in a facility andthat is what this media center will be. The media will haveevery thing they need so they will not have to leave oursite. What we have done is create a mini-city within ourcity. It captures the economic opportunity of sports andthat give a variety of venues to choose from that youcould not get anywhere else including youth sports,family entertainment, football and hockey.

In the future we are looking at major league baseball.That allows for another venue and an opportunity thatcaptures the imagination of family, youth and sports. Italso has an economic engine that is not the same offootball, not the same as hockey. We can already getbasketball based upon the championships, but baseballis unique into itself with a unique history. We are veryclose to looking at how we are going to place that withinthis area within a short amount of time.

Continued from the next page


Continued from he previous page

Don’t you have a big football game in 2008?

Yes, the Super Bowl. There is a tremendous amount of work going on and we are very excited about it.The big question is “are we ready?” Miami gets the Super Bowl every 4 or 5 years. So they know whatthey are doing and they have the time to plan for it. But we have a brand new stadium that’s opening injust a few weeks. We got the stadium that is completely sold out for two Monday night games. Twomonths after that we have the first bowl championship series in the United States for the top collegefootball teams. The week before that we have the Fiesta Bowl. So we have three times the practice onhow to throw an event in the venue.

Ever since San Diego we have studied what went wrong and what went right in a Super Bowl game. Wewent to San Diego, Houston, Jacksonville and Detroit. We are also going to Miami to see what wewould do different and what would we keep. By the time the game gets here the experience willpresent will be very compared to the other cities. The goal is to become part of the 5 year Super Bowlrotation. We know with San Diego not building a new stadium, Los Angles not having a team and NewOrleans having unfortunately to redevelop and rebuild, that leaves you Texas and Florida. So there is anatural opening in the rotation if we do very well. That is what we are looking for. TEC

When the music changes, so does the dance. ~ African proverb ~

Jim RobinsonManagement Consulting1155 East Beverly Lane

Suite 100 Phoenix, AZ 85022

602.896.9000 (phone) 602.896.9899 (fax)

[email protected]

Adam Abraham860 N. McQueen

Unit 1171Chandler, AZ 85225

480.275.4925 (phone) 509.479.8415 (fax)

[email protected]




http://www.gideongroup.com


http://www.phaelos.com

Minority, Women and Small Business Enterprises (MWSBEs)were a critical ingredients in the Recipe for Success that builtthe Cardinals Stadium (See page 37). We spoke with RayGonzales, President of RBG construction, one of the largestminority suppliers on the stadium construction project to gethis perspectives.

RBG Construction Co. LLC

Ray Gonzalesby: Dr. George B. Brooks, Jr.

6810 N 56Th Ave Glendale AZ 85301-3312.PO Box 415 Glendale, AZ 85311-0415 Phone: 623-937-8892 Fax: 623-937-2350 E-Mail: [email protected] http://www.rbgconstruction.com

Available Services • General Commercial & Industrial Construction• Cleanroom Construction & Retrofits• Electrical, Mechanical & Architectural Construction• Construction Management• FAB Process Tool Installation/Rigging• Facility Renovations, Repairs & Maintenance• Tenant Improvements• Estimating & Value Engineering Services

Please tell me about the company.

I founded the company in 1996 and I have been in the construction business for 29 years. I have threesons, Ray Jr.(29) Daniel (24) and David.(23) All three of those gentlemen are involved in our company.Ray Jr Is the Vice President and also oversees the work force scheduling. Daniel runs our finishingcrews and multi-projects. They are all running major projects and they are all involved. It is not dad’sdreams that they do this. I told them from the start that I wanted them to go to school and find their wayin life. They chose to be here. My dream is to hopefully leave a great established company for them tocarry on for their kids. With current projects we have about 80 employees.




http://www.rbgconstruction.com



What was the work that you did forCardinals Stadium

Our initial contract involved in the construction of the rollin roll out field (Rail) foundations. From there we went onto do other work. We started at about $800,000, todaywe are at $2.6 million. We later were offered theopportunity to bid on the site package and weresuccessful. Coordination with Hunt Construction, TSAand Kenny Harris has been great. Beyond that, Hunt hasgiven us opportunities as they come along. For example,I recently received a change order for doing someconcrete benches around the signs. We’ve had greatsuccess in accomplishing Hunt’s needs and in meetingtheir schedules. Our intent is to make sure our clientsare satisfied when we are performing a task what ever itmight be. The site package was inclusive of all the sitewalks, the curbs, the retaining wall perimeter footingsand walls, drive way entries.

You also worked on theConsolidated Car Rental Facility atthe Phoenix Airport

That was a great project that we were invited to bid on. Ithink that Austin Commercial did an excellent job inreaching out. That was a sizable opportunity and theyfound the means to get the participation from the smallerand minority businesses. At that particular time, ourcontract was 3 million dollars but it ended up more thanthat. It was something that was our cup of tea if you will.What we did is that we went after the work and felt thatwe could be successful performing at that project. Inturn, Austin Commercial like Hunt, gave us additionalwork along the way. We developed a great relationship.The project gave our company great exposure andopened the doors of opportunity. Our successdemonstrated that this small company could not only goafter the bid but also do a great job. From there we havegone out to the Airport with Hunt Construction again. We

have participated in portions of the work to the S2Concourse. That opened up the opportunity for morework at the Airport at the East Economy parking garagewith DL Withers Construction. We are currently workingwith them on the East Valley Bus Operations Facility inTempe.

These projects demonstrate that a minority smallbusiness when given the opportunity can perform andgrow. Though these companies (Hunt, Austin etc) willhelp you, it is your responsibility as the minoritycontractor to go out and market and bid. We have theresponsibility to meet the challenge and above that, theresponsibility of carrying the warranty. The work that youperform has to be up to par because you are not doingyourself or anybody any justice if that is not so.

What do you think of the SupplierDiversity process used by theCardinals Stadium?

Hunt ultimately had the construction contract. If they didnot have the commitment to the community to bring inminority participation it was not going to happen. Isincerely believe that they did. What ever their processwas, I know this much, the rail foundation was a greatopportunity to bring in participation.





The rail foundation was a state of the art project. So Hunt as the Manager at Risk, has tobe concerned about the delivery. Although you are trying to accomplish other things likeparticipation, you (Hunt) must deliver on the project successfully. I think they did agreat job in researching the ability of companies that were out there to bring in theminority companies. You (George Brooks) said to me that our reputation recognizes usas a successful contractor of choice. I believe that we are because our history isproving that we can take on major state of the art projects and deliver. That is thebottom line.

Why are you successful in landing contracts?

Even though we are having great success, the challenge is trying to measure your riskand knowing when you need to shy away from a project. They have all these networkingevents where the major prime contractors come to the table and say “we are looking atthis project and we are welcoming small and minority businesses.” I will go there andresearch the project. It may be that it may not be a fit for me. However, that these folksare the ones that are playing the major role in these projects tells me that we should bethere to make the initial contact. I want to let them know where we’ve been and what weare doing. I may find that there is actually an opportunity there for us.

Beyond that, I also go up there to educate myself on the opportunities that available forothers. I do this so I can say “folks, there are opportunities here so you have aresponsibility to call these folks and find out more about it.”

Please elaborate on your community involvement.

I am the founder of the United Latino Business Coalition and a co-founder of theAssociated Minority Contractors of America. I stay involved with the Hispanic Chamberof Commerce and I sit on the Board of the Glendale Chamber of Commence. I aminvolved with the Arizona Small Business Association (ASBA) and the Grand CanyonMinority Supplier Development Council. I stay involved with so many people becausealthough they are separate organizations, there is a common goal here in promoting thesuccess of the small minority owned business. People like Harry Garewal, RicardoCarlo, Ron Williams and every one involved in the associations are working hard to bringsuccess. In these groups there is education there is networking, there is opportunity.

Some folks might wonder why we are having such success. The reason is because weare staying involved in the community with the opportunities offered. For example, theCity of Phoenix has a tremendous amount of opportunities for education andnetworking. They (the city) set their goals so that there is inclusion. Of course theyhave had a disparity study and that is part of it, but I think it can only work for the better.

Are you going to be involved with downtown Phoenixredevelopment?

I am involved already in the bidding process. Hunt Construction has the project at theCivic Plaza. Though I have been involved at the Cardinals Stadium, there is opportunityover there. We are trying to stay involved to find out what is happening. There is a lot ofwork going on.

Where is your company going?

Our company is a growing path. In fact we looking to relocated into a new facility so wecan do these jobs and work better. I’m actually working on becoming a prime contractor.We are also an 8A contractor. Recently I have built a project in Douglas Arizona wherewe were the prime contractor working for the Corps of Engineers. We are currentlydiscussing a project at Luke Air Force Base as the contractor of choice. Hopefullythings are going to work out.

What do you want the world to know about yourcompany

Don’t be so quick to close your eyes to companies who are available because you maymissing the ball. Give your self the opportunity to find those who can help you. Beinclusive. For those companies looking for the work, if you are going to reach out foropportunity, educate yours self on marketing and make sure that you are prepared tocome and meet the challenge. Have your insurance and licenses in place. Make surethat your people are well rounded in safety and performance of the work, qualityassurance. Its your company, its your name. TEC.

A leader takes people where they want to go. A greatleader takes people where they don't necessarily want to

go, but ought to be.

Rosalynn Carter



StatsLocation:Glendale, Arizona 85305GroundbreakingApril 12, 2003Opened:August 12, 2006 (scheduled)OwnerArizona Sports and Tourism AuthorityOperator:Global SpectrumSurface:GrassConstruction cost:$455 millionArchitect:Design: Eisenman ArchedictsFacility: HOK SportPrime Contractor: Hunt ConstructionTenantsArizona Cardinals (NFL) (2006-present)Fiesta Bowl (NCAA) (starting in 2007)Seating capacity63,000 (can be expanded to 73,000)

To understand the present, one must understandthe past. With this in mind, we begin our story ofSupplier Diversity in the construction of the ArizonaCardinals Stadium with the article published in theFebruary 6, 2004 edition of the Ebony Cactus (Clickhere to download)by Kenny Harris and DeborahWilson entitled Good Sportsmanship.

Good Sportsmanship Special to The Ebony Cactus magazineby Kenny W. Harris, P.E. and Deborah A. Wilson

When completed in August of 2006, the TSA/CardinalsMultipurpose Stadium will receive a tremendousamount of attention for its roll-out field, retractable roof,and dominant size. The construction team also hopesthat the project will achieve positive results for itsinvolvement and participation of disadvantaged,minority, and woman-owned businesses. With the fullsupport of Hunt Construction Group and itssubcontractors, an ambitious target of $20 milliondollars for DBE companies has been established. Forexample; Last month we completed a significantmilestone by approving the contractor’s GuaranteedMaximum Price (GMP) contract. Now we can focus ourattention on the addition of qualified and competitiveDBE (Disadvantaged Business Enterprise)subcontractors to complete our roster of companiesinvolved in this unique project.

The 1.7 million square foot facility that will host therevitalized Cardinals 2006 season, the 2007 FiestaBowl, the 2008 Super Bowl, and many multipurposeevents and trade shows, will have up to 73,000 seats,88 suites, 100,000 yards of concrete, and miles andmiles of cable trays, conduits, wires, stairways,handrails, paint and finishes.

Surely, a good number of DBE companies will be ableto find meaningful work and reasons to be proud eachtime they drive past the Loop 101 and Glendale

Avenue site. In addition to the stadium itself, a separate projectwill be organized later this year to identify DBE companies to assistin the design and construction of the infrastructure, grounds,roads, and parking lots that will cover the 164-acre site.Companies that lay pipe, excavate trenches, install landscapingand parking lot lights should be very busy.

Continud on the next page


http://www.theebonycactus.com/tecfb104.pdf

For those who may feel that this will be another project which willfall out of reach of DBE hands, please know that the law requiresparticipation. In 2000, Senate Bill 1220 passed in the Legislatureand included a section (5-813) that requires participation of DBEcompanies. The Tourism and Sports Authority staff will meetregularly with representatives of Hunt Construction, the ArizonaCardinals, the Associated Minority Contractors of America(AMCA), and Compass Business Solutions to identify certifiedcompanies and implement theprocess.

Tracking forms have been developed and are ready for issuanceto the half dozen major subcontractors for Hunt who are presentlyunder contract. Our initial areas of focus will be concrete, trucking,electrical, mechanical, and building enclosure. Once drawings are

more fully developed, the balance of the building will beavailable to the local market for bids. The key will be for thecertified companies to stay in contact with our hiredconsultant team representatives.”

The TSA has hired AMCA, assisted by Compass BusinessSolutions, to monitor the DBE program to ensurecompliance with the Statute and to explain project status,upcoming bids, share plans, and confirm certification. CarlosAvelar, AMCA’s Executive Director, is the TSA’s primarycontact. He can be reached at 602-495-0026.

Minority subcontractors will need to be properly certified,have established safety programs, adequate bondingcapabilities to meet job requirements, insurance/benefits foremployees, and demonstrate an ability to submit competitivebids for the described work.

DBE companies already involved include Native ArcArchitects, Crystal Pearl, Owner - code assistance($100,000); Arizona Testing Laboratory (ATL), Frank Rivera,President/CEO - structural steel testing ($1,200,000);Associated Minority Contractors of America (AMCA), CarlosAvelar, Executive Director - DBE Program Oversight($240,000); and Busy 1 Window Cleaning & JanitorialService, Diane Tinker and Clay Tarver, Owners - janitorialservices ($20,000).

Many of you may be interested in concessions, foodvending, security and related jobs once the facility iscompleted in August 2006. The Tourism and SportsAuthority will provide information about these and otheropportunities next year on their website. Stay tuned towww.az-sta.com for more information

Anais NinLife shrinks or expands in proportion to

one’s courage.


http://www.az-sta.com


http://www.komenphx.org


Making it Happen.

The new Arizona Cardinals Stadium is anarchitectural wonder. It features state of the artinnovations rarely or never before used in a sportsvenue on the United States. It is a big concept thatwill be extolled in local, regional and nationalmedia. It is worthy of praise and adulation.

This is the story of “A Recipe for Success” that helpto make the stadium possible. How an innovativepublic private partnership created a successfulsupplier diversity program and the two men wholead the effort. In their own words, RobertAylesworth, Jr., Executive Vice President HuntConstruction and Kenny Harris, Vice President forFacilities, Arizona Sports and Tourism Authority.

Continued on thenext page




What made Stadium the eighth most exciting sports venue inthe world?Kenny Harris: The building is singular in many different areas.Visually the skin is unique. Most stadiums don’t have a wrapper likethis. It (the skin) is cut in 21 places to allow light in through widows.That gives it a unique feel. We have a retractable roof on an incline thatis a first of its kind in the United States. Most roofs are flat. This is thefirst one to actually go up a hill. We have a field that moves in and out.The greatest thing about the field being outside 350 days a years is itallows other events to take place on the concrete floor inside. There isnearly 160,000 square feet of column free space on the floor which willallow many other events to occur in the stadium. In the stadium youcan put on boat shows, car shows, you name it. There are also powerand data ports in the floor and in 100 location in the field wall. What thevoters are getting is a multipurpose facility that will be one of thebusiest in the United States. The Discovery Channel show ExtremeEngineering allowed the entire country to see some of the innovativeand challenging engineering that went into creating this building.

So this is not just a great building, it is a work of art, amasterpiece?KH: It really is. The design architect succeeded in executing a barrelcactus shape with a snake’s tail. When you look at the paintingwrapping the east side you can see the detail at every corner of the canvas. TheStadium is massive, but it is a journey where you can stop and enjoy the light and darkcontrasts that occur as the light comes in through the windows. You can venture intothe seating bowl and look up and see the fabric roof that lets in muted translucent light.You can walk around the building and read the history panels that are on the four super-columns and other signages and environmental graphics packages. This is a placewhere group of people put in a lot of hours and sweat equity to take a vision and executea good piece of work. Its an football stadium where people are going to have a lot of fun.Its going to be a very busy and popular place.

What was Hunt’s role in developing the vision of the project?Robert Aylesworth : I think we were part of a larger process. We build someoneelse's vision. In this case, we got the opportunity to participate in the design as well.This starts with both of our owners, the Sports and Tourism Authority and the ArizonaCardinals. Their vision was translated into Prop 302 and was approved by the voters.This allowed the public/private development that is culminated in the building that we areabout to finish up and open in early August. To say that we had the vision, we really didnot. What we were able to do is take the owners vision, translate it into a design thatthey participated in and approved of, and then execute the construction program.





302 was the proposition that made the Stadium possible?KH: Proposition 302, Legislative Bill 1220 passed Nov. 5th, 2000. It passed by a veryslim margin after having failed earlier in the City of Mesa. The passage of the billbreathed life into the stadium project and allowed the Arizona Sports and TourismAuthority to be formed. The financial structure helped it pass, where visitors would payand the local population would not be encumbered by a tax increase. This is theMaricopa County car rental and bed tax. This was a project that does not come along

often. To be part of a team to build a highlycomplex project and use your skills inconstruction has been wonderful. I’velearned a lot.

How will the stadium affect the localcommunity.KH: This was the less likely site to build. Wewere trying very hard to build this in anumber of other places. We considered,Indian reservations, Mesa, Tempe andPhoenix and finally decided on Glendale. Ofall the locations this one was veryconstruction friendly. It had the most roomto make things happen of any site we lookedat. It did not have any streets or railroadsthat had to be removed. It was just an alfalfafield.

The project is on the west side of Phoenix,the side of town that folks five and six yearsago, frowned upon. This project will helpgenerate the economic energy that willstamp the west side as a destination. Wenow have the opportunity to develop thisarea with restaurants, housing and freewayaccess as have our neighbors to the east(Phoenix, Tempe, Mesa, Scottsdale, etc)(See Destination Glendale pg. 27).

The beauty of it is that you are at the frontend of development. The Phoenix Coyotes

(Ice Hockey team) Arena was here first. Now we are the second to build. Soon manyothers will start to move this way. Two thirds of all the building permits will be west ofInterstate 17 from here on out. Years from now, people will come to the west side forshopping and entertainment and not think about it. We feel like pioneers. The City ofGlendale who was the sight host for the land hung in there while they were reading in thelocal news paperers that we were going to build the stadium every where else. Throughthe perseverance of the City and its Manager Ed Beasley, Glendale ended up with agem of a project.





Please describe the process that helped to insure good minority participation.RA: This has been instrumental to our success. What you would refer to as the delivery method of theproject is very different. Years ago Kenny and I worked together on the development of a new City Hall forthe City of Phoenix. It was an extraordinarily large and complicated project. At that point in time, the onlyavailable delivery method for major public works was Design Bid Build (DBB). That roughly translates intowhat it says. The project is designed, period. Then it is bid, period. Then it is built, period. It is a linearprocess. It is not interactive. It provides very perspective roles for the owner, designer and the builder. TheDBB process however, has started to change dramatically, for the City of Phoenix, State of Arizona, andmany private owners in the last 5 or six years. What we are now seeing is a series of alternate deliverymethods where the owner has the ability to tailor the project delivery method to the specific project. Amongthose alternate delivery methods is what we have used here called Design Build. In this concept the builderalso participates in the design. The builder can now influence the design with his building skills whichproduces a more cost effective result. That is what really made the difference.

Design Build has also made a difference in the ability to achieve various other goals and objectives thatwere set out to be accomplished by the voters. Among those would be an apprenticeship program that isunlike anything that we have experienced before. And we had a singular minority participation program thatwas set up in a different way than it ever has been before. The ability under a design build format to structureand deliver program was enhanced in this experience.

Aided by the Design Build process, we worked really well with our owners group. There was a kind ofcommunication that frankly we have not experienced on a lot of projects where we were able to fullyunderstand what the owner was looking for. Not just in a two dimensional way, but in more of a architectural,programmatic and political way. We were able to really dig in and our ability to produce the results is a directreflection on our ability to listen to our customer and get it done right.

KH: Back in 1990 I was City Engineer and worked with Bob on Phoenix City Hall, which I think is fabulousbuilding and you really can not determine its age. It was architecturally unique for its time. Though the effortwas made by all parties, the low bid (Design Bid Build) process made it difficult for contractors to budgetmoney to include minority participation at bid time.





Now 15 years later and we are here with legislation thatdemands that there be participation. But also we haveBob Aylesworth and it is like deja vu, here we are again.Once again I am with the owner. I am committed tominorities and I’ve been in the valley 28 years. You haveHunt Construction with a more latitude and flexibility.They have a guaranteed maximum price so Hunt canmove monies around to manage the work. Together wedecided to do this right. We put the effort in. We formed acommittee. We put in the effort to find these companies.We held focus groups. We are going to locate thoseminority firms that are interested and those that couldmeet the requirements of bonding and insurance. Wegave them a chance to do the work. As a result, we havedouble digit (approaching 12%) minority participation ona complex job with big pieces to it. Those who haveworked on the project have done very well (See RBGconstruction on page 31). This percentage had a valueof nearly 20 million dollars.

In Design Build with a Guaranteed maximum price (Alsocalled Manager at Risk), the manager works for a fee. Soif they are committed to finding and hiring minorities,they will sit down with them, sharing the scopes of workand working with them on pricing in the back and forth.What they are doing is helping them be better businesspeople. This is a major league project. Because HuntConstruction cared about the minorities, they sat downand did what was required to help these companiesunderstand the forms, insurance, all the other paperworkand then to be competitive. There was a lot of paperwork

that had to be turned in so that they could get paid.Historically we don’t have many companies that are thatwell off, where they can go a couple of months and notget paid. Hunt has helped these folks get their work inorder so that they can get paid along with everybodyelse.

RA: What this project has created is an opportunity tosolicit and engage minority and women owned firms onan ongoing basis as opposed to having their selectionand inclusion be a part of a bid process only. In the pastunder the Design, Bid, Build format, the opportunity forminorities and women owned businesses occurred at thetime the prime contractor furnished his price to theowner. That is the only time it occurred. It was a functionof very prescriptive bid instructions that were followed.The inclusion of MWSBEs really was part of an overallbidding process whereby the only way the contractorcould win the job was to be the low bidder. You have theprime contractor struggling to be the low bidder and atthe same time in the middle of that process, trying tofigure out how to include MWSBEs. It was difficult to saythe least. The bottom line was that we did not the get theminority participation that we all felt that a large publicsector project should have. We created a lot ofpaperwork but at the end of the day I think we did notcreate the opportunities we had hoped to.

The City process contrasts itself pretty dramatically withwhat happened here at the new Cardinals Stadium. The

process was enacted early. The ability to structure theprocess was enhanced. There was quite a bit of flexibilityin the process. It was not tied to a singular point in timewhere it was being priced. We were able to subdivide thework on the design side and the construction side intopackages that were aligned with the available marketplace. We were able to continue it for almost an 18 monthperiod. As a result, we produced substantially betterresults. We will end up with a participation in excess of11% in contrast to participation in new City Hall of 1%.

Would you elaborate on the apprenticeshipprogramRA: The apprenticeship program was the result of thecommitment by our pubic sector owner the AZSTA tohaving a goal to contribute something back to thebuilding and trades and construction industry. The waythat was structured was that for every man-hour workedon the project by a subcontractor that was not a memberof an existing State sanctioned apprenticeship program,that man-hour would contribute 28 cents to a pool. Thatpool of money would be collected at the end and would bedistributed by the owner (AZSTA) to support variousapprenticeship and training programs statewide.





This is the first time in my experience in Arizona that wehave done this and it has been a very successfulprogram. It will end up recycling those dollars back tothose programs in excess of $100,000 that will be putback into training and apprenticeship programs foryoung people to get into this business.

Please tell us about making these new conceptswork .RA: I am not sure they are newconcepts. The idea that large publicdevelopment should provideopportunities have been around for along time in all fairness. What isdifferent is the ability to have theflexibility to be patient and to be ableto develop the opportunities and tostrategically position the work so thatit is available to the MWSBEs.

What we were able to do with Kenny’shelp was to resource the community.That helped us to put together bid anddesign packages that were alignedwith the market. For example, we werecoming up with packages for whichthere were multiple people interested that had beidentified in the market. Kenny went out and gotinformation from a whole variety of data bases that wereavailable in Arizona that quite frankly had never beencombined. There were resources from ADOT (ArizonaDepartment of Transportation), Maricopa County, theCity of Phoenix. There was a private resource from theAssociated Minority Contractors of America (AMCA).Then we created a program that matched up the bidpackages with the available work force. For example, wewould not put out a $5 million dollar plumbing packagewhen there was not a firm capable of taking on that job.Instead we would put out a $500,000 package whichlined up with a variety of people that were able toparticipate. I think this has made the difference. The

ability to look at this thing as a goal to be achieved andto be able to make the “in flight adjustments” so that weare working on how do we achieve the goal, not how dowe produce documentation to justify what we did not do.

KH: That is the key right there. The in-flight adjustmentto do the matching to what is available and sizing certainscope for these companies. If you do not do that youhave to ask yourself are you really trying.

RA: Say we put out a package and we did not get any

MWSBE bidders. Instead of just saying “bye,” we wouldback up and ask what did we miss? Were those peopletoo busy? Did we not contact them properly? Was theresomething in the Hunt bid package that was driving themaway from the table? Often we would find we hadstructured the bid package in a way that was not ontarget. There were cases where there was simply adisconnect and people were not aware that we werebuying the work at that point in time. But again with agoal of not just accepting the low bidder, we backed upand in many cases we repackaged the work, put it outand were successful. Having the patience, the fortitude,having the willingness to work for the result, not just thedocumentation is the biggest difference to me. Thenotion of employing minority and women owned firms hasbeen around for a long time. At least in my experience in

Arizona, it has been consistently producingdisappointing results. Now speaking for myself, thisexample working with Kenny and the Cardinals, we haveachieved some true results that I think bode well for thefuture.

What is the lesson that others should emulate?RA: I’d like to think that we realize that with some hardwork and with some attitude adjustments, you don’t have

to apologize for your results.Instead you can be proud ofthem because you achievedthem. I think that really is thedifference and I believe Kennywould agree, that it really takesthe attitude from the owner(AZSTA and Cardinals) and yourdesign builder as a group thatwe are going to go out andproduce results.

KH: That style of approach thatother projects in this town canfollow and learn from. What Bobdescribed is the way to bepatient and flexible andpackage and repackage so thatyou get the positive results.

How do you feel about what you haveaccomplished?RA: As I look back and try to give a report card on howwe have done, I would say that what I am particularlyproud of is our ability to perform to the highest levelunder almost any measure you want to take. Forexample, I think we have a terrific design. I think theBusiness Week recognition was just the first of many theproject will receive.





From a construction perspective, we look an any number of ways to measure out construction performance. One of them issafety. We are approaching 2.2 million man hours with a remarkable safety record. We look at our participation with MWSBEs. Wehave excelled in that department. In terms of correction notices from the City of Glendale which are a measure of the quality ofyour work, we have had remarkably few of those. This has really been a complete performance. We have been able to achievefinancial success, schedule success, client satisfaction, minority participation, support of an apprenticeship program and soforth. I’d like to think this sets the chin up bar for the future. Its taught the project team that there is a way to get all of it, and to begood at all of it. You don’t have to sacrifice one part of the project to be successful in another. It not mutually exclusive. You canselect all of the above and really do it.

KH: I feel good to have participated with my assistant Deborah Wilson in this monumental effort. To achieve the levels of minorityparticipation we have. To see my name on the plans as the representative for the AZSTA was a great experience. Mostimportantly we executed what the legislation said had to be in this building. Its all here. But we have done more than just theminimums. I am very proud to have worked for the past 5 years with the Hunt Construction Group and the Arizona Cardinals. Theteam is going to be very competitive in this building and they are going to make some money. There are only 10 football games, soanything from floor show, boat shows, BMX racing, the circus, you name it you can do it in this very, very durable but high designfacility. TEC

Cardinals StadiumJobsite

9301 W Maryland AveGlendal Arizona 85305

www.huntconstructiongroup.com

(623)225-7000(623)225-7045 fax

9301 W Maryland AveGlendal Arizona 85305

www.az-sta.com



http://www.huntconstructiongroup.com

http://www.az-sta.com

Next Edition August 2006



Marketplace

Life Strategies ConsultingWe Specialize in Minority/Small Business Event Media

Development email:[email protected]


http://www.rdprotec.com

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