| General Non-Fiction posted December 9, 2024 | Chapters: |
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Billion Dollar Projects, Politics and Rob Blagojevich
A chapter in the book Can You See The Real Me?
You Ain't Seen Nothing Yet
by CM Kelly
“He's always late”, griped Mike, the Illinois State Senator. “He has a serious Prima Donna complex”, stated Frank the County Commissioner. I was set back a little hearing those acidic statements but then the conversation turned even more ugly. The other four elected officials at the table started spewing vile comments about him. It was a shark-feeding frenzy for a few minutes.
I really could not believe what I was hearing. They were all Democrats and he was the leader of their party, but you’d think he had raped their teenage daughter the way they were describing him. This was bad, really bad stuff to be saying about any person let alone the Governor of the State. No, I’m not talking about Bill Clinton or Gavin Newsom, I’m talking about Rod Blagojevich, the three-term US Congressman and twice-elected Governor of Illinois.
To me Rod was a typical politician, always looking for an angle, an affable person, but someone I’d rather keep a little distance from. For some reason that was beyond me, he had alienated almost every politician in Illinois. But he was a winner, he still got the votes and won all of the offices he ran for. I thought of the cliché, “To be successful you must have friends, to be very successful you will have enemies”. How much the elected officials hated him became crystal clear when the State House voted 114-1 to impeach him in 2009 due to his alleged attempts to sell the Senate seat vacated by Barrack Obama’s ascension to President in 2008.
But this was three years earlier in the spring of 2006, Rod’s political career was at its peak. He was gearing up for a run at a 2nd term as Governor of Illinois. At this time in my life, I was working for Peabody Coal (Peabody) as President of their subsidiary, the Prairie State Generating Company (Prairie State), a $4 Billion power plant in southwest Illinois. I was sitting at the speaker's table in a large conference room on Southern Illinois University’s Carbondale Campus. I was attending The Southern’s annual “Political Luncheon”. The Southern was the main, if not the only, newspaper for all of Southern Illinois.
It had become a well-established tradition that the Governor of Illinois would spend the summer months not in the megacity of Chicago nor the Governor’s mansion in the capital of Springfield, but rather in a farmhouse just outside of Carbondale. An annual escape from the urban areas to the “Downstate” area of Illinois. The southern part of Illinois was not only blessed with rich soil but also substantial coal reserves. It was a great way to meet and greet his supporters, the farmers and miners in the area.
The hall was packed with Democratic supporters. There were about 20 tables, each with 8 supporters. All filled with local elected officials, union reps, and other outstanding citizens from within a 2-hour drive. A good-sized crowd of over 150. Of course, the local TV stations were there as well.
I was asked by the editor of The Southern to speak at this event by providing an update on the Prairie State project. The Prairie State project was only a one and half hour drive away, heck in this part of the state, people drove 60 minutes just to find a gas station. It wasn’t until I got to the hall that I was told I would be giving the only other speech that day and at the end I would introduce the Governor to the crowd. The place was dripping with politicians, mayors, and council members of nearby towns, plus quite a few State Representatives and State Senators. Of course, no Congressmen or US Senators were present, it was an unwritten rule that Federal elected officials would never attend a State function like this.
Having worked on the Prairie State project for almost 5 years, I knew everyone at my table and a good chunk of the other elected officials in the room. I recognized quite a few of the union's leaders as well, most of whom I had been bumping heads with for the last two years. Altogether I probably knew half of the people in the room.
With over 2,000 construction jobs, during a 5-year construction period, and 300-400 full-time jobs to operate the power plant and associated underground coal mine, Prairie State was going to be a huge economic engine for Southern Illinois for many years. Thus, the reason for my invitation.
I had a well-prepared speech which I had run by Sally, from Peabody’s Public Relations Department. We both knew this would be a big event with possible TV coverage and certainly multiple print reporters. She told me she would also attend the event to help manage the media. Despite giving countless speeches and presentations during my career, I would rate myself as barely a “fair” public speaker. I was an Engineer; it was not in my DNA to be a promotor, a salesman per se. Having her present to “work” the media, to clean up or clarify my comments was always helpful.
The negative banter at the table was steady and I was getting weary of it. It was a stark contrast to the exceptionally great mood I started out on that day.
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Why? Because, the project had recently been handed an extremely important decision by the US Federal Appeals Court 7th District. The decision pertained to the project’s air permit. Although a power plant can’t be built without numerous permits, if you had to rank which permit was the hardest to get, the air permit wins that award, hands down. It had been over a year since the State of Illinois’s EPA had technically issued the air permit. But, once the permit was issued various anti-coal groups immediately filed an appeal to keep the project on hold. They outlined 21 specific reasons as to why the air permit should be voided. I had spent 9+ months working with lawyers and consultants crafting the response to those 21 points. Knowing full well that if we lost any point, the project and four years of my life would be shuttered.
I had personally written a fair part of the air permit’s submittal documents, specifically the parts pertaining to the Best Achievable Control Technology (BACT) requirements. Thus, it was easy for me to draft the initial response to the opposing points. That was followed by a lot of bumping of heads with the lawyers and consultants as we finalized the response before submitting it to the 7th District Court. I was firm, if not outright rigid, in keeping the language that I wrote.
My Peabody supervisors and the Prairie State Board of Directors had counseled me numerous times that “I should listen to the lawyers”, but with their next breath, they would state that without the air permit, “the project was dead”. It felt like my neck was on the chopping block at every Board meeting. This was, in part, the reason I had an odd relationship with my Board.
After 9 months of legal discoveries and a court presentation, the 7th District decided in favor of Prairie State on all 21 counts! Better yet, it was a unanimous decision by the panel of judges overseeing the case. It was very satisfying for me to read the court’s written decision which quoted many of my statements, word for word. What made today extra special was that the 60-day window to appeal the 7th District’s decision to the US Supreme Court had just expired. The project finally had the all-important “unappealable air permit”. No doubt in my mind, this was the most significant accomplishment of the project to date.
The victory was a great personal achievement. I had put my reputation on the line many times during the meetings with the Board and lawyers over how to write the reply to the appeal. Of course, my elevated spirits were quickly dampened, as the lawyers and Board took credit for the success. As JFK once said, “Victory has many fathers, but failure is an orphan”.
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Without much fanfare, a young man came up to our table and told us the Governor’s motorcade just pulled up. I took a final glance at my speech and glanced at the crowd, looking for Sally. As expected the flamboyant “Blago” entered the hall from the back of the conference room. He weaved his way through all the tables, shaking hands and giving out hugs. There was a reason why he wrangled the Governor’s office from a Republican four years earlier. This guy knew how to work a crowd. I had no interest in wanting to know the inner workings of the Democratic Party in Illinois, so it was hard for me to fathom why he was so unpopular at my table.
The MC for this occasion was the Editor of The Southern. He took to the podium and gave a quick speech, which was followed by a nice introduction of me.
Walking up to the podium, I got a nice round of applause. It was going to be a friendly crowd which is always a good thing. Making public relations speeches for the project was part of my job. I enjoyed speaking to local farmer's groups, Chambers of Commerce, and County Commissioner meetings, mostly with small gatherings of a dozen or two people. I also did a few interviews on the local radio stations. One very notable interview was with Congressman Shimkus but that’s another story. Friendly crowds were so much better than hostile ones. I had quite a few hostile crowd speeches under my belt too.
As I reached the podium, I saw three TV crews in the back focusing their cameras on me. I tried to look past their bright lights for Sally, but there was no sign of her. That’s when it hit me, I had a great fact-filled speech, about jobs, tax revenues, and air pollution control, but I just won this great decision, I should open with that. So I’ll just wing it.
I reached for the microphone, waved to a few people I recognized, and said “I know many of you in this room are my age or older, so how many of you remember the 8-track player?” I got a good chuckle from the crowd. “Well for those of you who do know what an 8-track player was, then you certainly remember a song called “You Ain't Seen Nothing Yet, by that great 70s band BTO, Bachman Turner Overdrive”. I could feel that I had their attention. I thought it was a good opening comment, rather than some lame joke. I then launched into a 5-minute speech about the 7th District’s decision and how it would pave the way for Prairie State to start construction within a year. Then I paused and boldly stated, “You ain’t seen nothing yet, because this story was not just about Prairie State, it was about reviving the declining, dormant coal industry in Southern Illinois”.
I ad-libbed about how the court’s decision would also allow other investors to build additional coal-powered plants or coal gasification plants throughout the area. Yes, Prairie State will be great for Southern Illinois, but this court decision will be the catalyst to fully utilize this area’s prime natural resource, COAL, so… “You ain't seen nothing yet..”. As I kept spewing out the standard job gains, and local tax benefits, I kept coming back to the phrase “You ain’t seen nothing yet..”. By the third time I repeated it, the crowd was joining in, by the fifth time, the whole house was in on it! This was fun!
It was a great speech, definitely, the best I had ever given to that point in my career…. and it was all ad-libbed. I was feeling pretty good, it was my way of telling all the nay-sayers, the lawyers, the consultants, my co-workers, and even a few of my Board Members, that “I was right”. For years I had taken flack about my design of the pollution control system, the layout of the plant, and the rebuttal to the air permit appeal. But damn it, “I was right”!
I closed down the speech and handed the podium back to the MC. It wasn’t until I reached the table that I realized the whole audience was standing and applauding me. Governor Blagojevich was the first to meet me at the speaker’s table and gave me a big firm handshake. He went up to the podium and said. “Boy, I am glad Colin lives over in St Louis. After that speech, I wouldn’t want to have to run against him. What a great speech Colin".
It was a great moment for me, I was being congratulated by the Governor, with everyone in the room applauding me.
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Prairie State was a massive 1,600 MW coal-fired power plant that Peabody was developing in Southern Illinois to burn the high-sulfur coal in the Illinois basin. Peabody had thousands of acres of land and hundreds of millions of tons of coal reserves in Southern Illinois. It was a clever pathway to monetize these high-sulfur coal reserves. It was the high sulfur within the Illinois coal that caused it to fall out of favor with the utilities. Over the last 20 years, almost all of the regional power plants have converted from Illinois coal to low-sulfur Powder River Basin coal located in Wyoming.
This project consumed my life from 2002 through 2008. It was one of three coal-fired power plants being developed by Peabody, eventually, it would be the only one built. Prairie State got started with the submittal of its air permit in 2002. Later that year I was promoted to President of Prairie State Generating Company, a 100% owned subsidiary of Peabody Energy.
The project was designed with twin 800 MW coal boilers. The boilers were made in Harbin, China, they were initially designed for a project to be built in Texas that was canceled, and I negotiated them at a bargain price. It had a truly state-of-the-art, one-of-a-kind, pollution control system consisting of a Selective Catalytic Reduction system for NOx control, a Dry Electric Static Precipitator for particulate matter (soot), a limestone scrubber for SO2 removal, and a Wet Electric Static Precipitator, that captures anything that got through the other devices. There was nothing like it in the US or the world, combined, they redefined the meaning of Lowest Achievable Emission Rate or LAER.
As a mine-mouth operation, it was designed to have two adjacent underground coal mines to feed raw (un-washed) coal to the boilers. Combined, these mines would be the largest underground mines west of my old stomping grounds, Bailey Mine in Western Pennsylvania. It was a true “Mine to Watt” complex.
I could go on and on about what most would consider “the boring details” of this $3.5 Billion project: which included a 6-mile water line to the Kaskaskia River, a 3-mile rail line to bring in the limestone and haul away the ash, and dozens of miles of 340kV high tension transmission lines, all of which are significant capital projects in and of themselves. But one paragraph should be enough.
Developing this project was nothing short of a herculean effort. Throughout most of the development, my team included a Project Manager, a Project Engineer, and a Permitting Specialist. I did get some occasional help from technical specialists and in-house experts. And of course, there were the third-party lawyers to help manage the contracts and permits. The project was developed on a shoestring budget. But I had a tight-knit team. If this were an Exxon-Mobil investment, a project of this magnitude would have a whole floor filled with dozens of engineers and experts working on it.
A driving factor for Peabody was to bring in outside investors, namely Rural and Municipal Electric Co-Ops. By bringing in partners it reduced the development cost to Peabody but also locked in success and sell-down fees. As the project moved along these investors layered in their staff members to my team. However they seemed to slow us down, they were more of a nuisance, with all their redundant questions and utility work ethic.
By the time Peabody had sold down 50% of its interest all of the key permits had been submitted, the plant design was locked down and the key Engineering-Procurement-Construction contract was complete. Essentially the foundation for the project had been set. The risk of the project achieving the key milestone of Financial Closing, (equivalent to the Closing on a home), was steadily declining.
With all those key items behind us, the team started on the next wave of items including the Certificate of Public Convenience and Need, the Interconnection/Transmission Agreement, and the Payment in Liu of Taxes agreements, all very important matters.
It was a lot of hard work and long hours. The team was making great process on these items, but it didn’t help that the Board and Peabody Supervisors were always threatening to kill the project if a permit or contract wasn’t issued on time or worse if the project incurred additional costs. There was a lot of what I call “false or fake pressure”.
Two specific points about how this project was managed always bugged me. First – The only aspect of the project I had no control over was the “selling” of the project to other investors, or “bringing in the partners”. Yes, I managed the budgets and schedules and essentially built the sales documents, but I didn’t “shmooze” the potential buyers. That was fine by me. It just bugged me that there was a team of four Peabody employees dedicated to this aspect, one being my direct supervisor and another being a senior VP at Peabody. Of course, they spent money on themselves and lawyers like a drunken sailor. This created a constant area of friction between us. Second, they were always trying to change the budgets and timelines to benefit their sales pitches. This made for some ugly meetings, especially the monthly status meetings with Peabody’s CEO. For all of our in-house approval meetings, with Peabody’s CEO and CFO I was the “Bad” cop, providing doses of reality to counter their sales BS.
I would like to point out that I owe Earl the CEO of Peabody, a lot of gratitude. He saw through their BS and routinely would shut them down and turn to me and ask for the “straight story”. I can state without any qualifications that the worst supervisors I ever had in my 42-year career were at Peabody. Dominion Energy’s supervisors come in a distant second.
As the project development moved along, the risks related to the permits, budgets, schedules, and costs were being minimized, and all the items I controlled. This reduction in risks was the only reason we were able to bring in 10 investors. These 10 investors plus Peabody formed the PSGC Board of Directors. With these new investors signing up, Peabody’s ownership and thus its voting rights were diluted from 100% to less than 5% and the project completed its Financial Closing and construction commenced. It was a major milestone, with the development phase behind me I thought my work environment and attitude would get better.
With 11 members sitting on the Board, the focus of the project shifted from keeping costs down and maintaining the schedule to a flood of minutia issues that each party thought were more important than the other. The management structure changed from the hard-driving Peabody style to a collection of 11 egos all strutting around pounding their chests. The phrase “herding cats” best describes this situation.
Within a month, after the 10th investor came on board my attitude had soured and I grew to disdain most of the Board members. Dealing with the Peabody management was frustrating and challenging but at least we were pointed in the same direction. Dealing with these 10 new partners was simply impossible. In my experience, all utilities are cut from the same cloth. The staff makes their careers by kissing up to the community or state elected officials and passing all costs and risks directly back to the consumers.
This “pass the buck” culture within utilities lacked the basic principles of, maintaining the schedule and keeping the costs to a minimum. A trait I had been well-trained at during my time at Consol Energy, Mission Energy, Exxon-Mobil, and Peabody. Of course, if an issue went sideways, the utility reps hid from responsibility and never owned up to any mistakes. Not all Board members, but most had a very elitist attitude.
I struggled to work with this Board for another 2-3 months, by Christmas my goodwill was exhausted. I happily put my resume out on the street. Within a few weeks, I had two firm job offers. I actually enjoyed a few weeks of respite as I stealthily held on to my job to make sure I got my previous year's bonus, knowing all along I had a new job waiting for me. Once the bonus check was deposited, I made that walk into the Chairman of the Board’s office and turned in a polite and professional resignation letter. I would have loved to have said, “Take this job and shove it”, but that’s not in me.
At that point, our relationship had soured but was still professional. I do recall his parting statement, “That I was too cheap for this project”. I just ignored it; I knew this man and the Board were in way over their collective heads. I was leaving them on very solid ground, I had filled out the Prairie State team by adding a dozen employees. I thought the board and anyone following in my shoes had space and time to learn. Interestingly, I resigned almost a year to the day from my “great speech” in Southern Illinois.
After my departure, the gig was up with Peabody’s Development Team. The curtain was dropped and it exposed numerous misstatements and flat-out lies, made by my Peabody supervisors. While I was there, I held the high ground with truth and facts. My budgets, schedules, and methods of handling issues were transparent and straightforward. With the Development Team’s credibility in the crapper, the two other power projects Peabody was developing all cratered. Within a few months after I left my Peabody supervisors resigned or were fired.
Prairie State had solid bones, which allowed it to struggle through some incompetent management. When I left PS in 2008 it was about 9 months into its 5-year construction term, $60 million under budget and 2 months ahead of schedule, with all the permits and contracts in place and the engineering essentially completed.
But I had that same feeling as when I left the Grant Town project in 1993, the management that was left in charge was pretty incompetent. I was certain the project would have major issues. By the time Prairie State was put into operations in late 2013, it was reported to be $400M over budget and more than 1 year behind schedule. Immediately after my departure, without a vote by the workers, the Board conceded to the unions. Thus, the mine and the power plant would be operated with a union workforce.
Of course, this led to much higher staffing levels, at the plant, the mine, and the admin offices, than initially planned. The combination of higher capital costs, delayed schedule, and higher operating costs severely eroded the economic benefits of the project. Of course, I heard through the grapevine that I was being blamed for these issues.
As I write this chapter Prairie State has been producing electricity, providing jobs, and paying local taxes for over 10 years. Like all coal plants across the country, the plant is the subject of many environmental claims and is being pressured to shut down.
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Ok, so let’s get back to the “Great Speech” and Blago’s run for a 2nd term as Governor. A few months after the PR event in Carbondale, I was invited to a fundraising gala to announce Blago’s 2nd run for Governor. I had been to a few black tie galas before, most notably the one in Athens, where I prevented WW III, and one in Washington, DC, hosted by the Secretary of State when the Prime Minister of Turkey came to the US. They seemed to have a few things in common: a great location, top shelf setup/band/food, a few important dignitaries, of course, an ice sculpture, everyone dressed in tuxedos and servers that looked like they jumped off the cover of GQ or Vogue.
The gala for Blago’s 2nd term kickoff was held at the Field Museum of Natural History in downtown Chicago. The event was held in the Stanley Field Hall. I had never been, nor had I ever heard of this museum, but as I walked in the door I quickly surmised it was one of the best in the world.
The Hall was huge and a true masterpiece of American Architecture. With two Mastodons and Sue, the largest and most complete (90%) Tyrannosaurus rex skeleton ever discovered, displayed in the Hall, it made a one-of-a-kind first impression. Like the other two galas, Tammy was not with me. Of course, the first thing I thought of was that I wished she could be here to see this. The place was packed with the movers and shakers of Chicago.
I met up with my lobbyist near the ice sculpture, she would be my guide for the evening. My primary goal for the night was to make inroads to securing some state funding from one of the three state funds the project was eligible for. My lobbyist first lined up an introduction to the Illinois State Treasure. We had a nice conversation and set a date for a follow-up meeting. My lobbyist then paraded me around, to elected officials and bankers. I had a great story to tell them, the jobs, economic benefits, and revitalizing the Southern Illinois Coalfields. Despite hating crowds and high society, it was turning out to be a good evening.
I met up with my lobbyist near the ice sculpture, she would be my guide for the evening. My primary goal for the night was to make inroads to securing some state funding from one of the three state funds the project was eligible for. My lobbyist first lined up an introduction to the Illinois State Treasure. We had a nice conversation and set a date for a follow-up meeting. My lobbyist then paraded me around, to elected officials and bankers. I had a great story to tell them, the jobs, economic benefits, and revitalizing the Southern Illinois Coalfields. Despite hating crowds and high society, it was turning out to be a good evening.
At one point they dragged me back behind a curtain into a smaller area set aside for one-on-one meetings with the Governor. This was not the initial plan. I didn’t need nor ask for a one-on-one with the governor. I had no pressing issues with him. But I knew from all my previous meetings with him and his Chief of Staff Bradly, that they strongly wanted me to announce that the plant and mine would operate with unionized labor.
The project had agreed to use unionized labor to construct the power plant, which would mean over 2,000 jobs over a 4-5-year time period. To announce that the plant or mine would use union labor, 4+ years out in the future, was just too premature. So I smelled a trap.
As I entered the area, I caught Rod's eye, he broke from the circle of people he was talking to and gave out a boisterous “Hello Colin” and announced to all in the small room, ”This man is going to revitalize the whole economy down state with his 3 billion dollar coal project and build many others to follow”. Nothing shy about this guy. Well, it’s always nice to be recognized, but now I knew this was a trap.
Much to my surprise, he pulled me aside and said, “The State House is drafting a mercury emission bill, I want you to look at it and make sure it doesn’t hurt your project”. I could only say, “Sure”. He then turned to one of his aides and my lobbyist and said, “Make sure Colin and Doug sit down and talk about this before the night is over”. As I walked away he said to the crowd, “Make sure Colin doesn’t get near the microphone, I don’t want anyone showing me up tonight”. I thought, how could so many Democrats hate this guy?
Doug was the Director of the Illinois EPA. I did meet up with Doug that night and set a follow-up date to review the draft regulation. I was sure that the various environmental non-governmental organizations like the Sierra Club and others were getting the same treatment. But I could not help thinking about my lobbyist, she knew nothing about this bill. I noted in my mind we might want to cut their budget.
With the working part of the evening completed, the main party commenced. The background music stopped and a pretty nice light show started as Pattie, Rod’s wife, “the force behind the man”, took center stage and gave a rousing introduction for her husband.
And then…. as Rod climbed up the stairs to the stage the sound system blasted out the BTO hit song “You Ain’t Seen Nothing Yet”, it was truly electrifying, and the crowd loved it. Stunned, I whispered under my breath “That son of a b-tch stole my theme”!
And then…. as he started into his speech, he used the phrase time and time again, as in “If you liked what we did in the first 4 years of my term, elect me again, because…You Ain't Seen Nothing Yet”. Rod did know how to work a crowd. It truly was a great scene, a great event, and a productive evening.
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Eventually, I did review the mercury regulation, it desperately needed a cold-eyes review. I kept this from my supervisors and the bevy of lawyers and consultants. No doubt if they knew about it, it would have been bogged down inside Peabody as my managers would want to wordsmith it and have at least two outside law firms opine on it. I spotted numerous conflicting sentences, clearly, it was written: “by committee”. My changes didn’t soften or change the guts of the regulation, rather they made it more functional, more practical, and definitely easier to understand and enforce. In the end, my edits were rolled into the final legislation without any changes. Overall it was a somewhat restrictive piece of legislation, but I had foreseen this coming at a national level and the plant already had mechanisms in its design to handle it.
I also had a few follow-up meetings with the State on funding issues. There were several large pots of money that Prairie State was eligible for, unfortunately, the lengthy approval process killed off any hope of using most of the funds. In the end, I did find a means to secure a few million to help pay for the design of the technology to remove the mercury.
Rod won his second term in a landslide. There is no doubt in my mind that his campaign slogan “You ain’t seen nothing yet” played a part in getting re-elected. It was on billboards and radio ads for months. Today, whenever I hear that song on the radio, it brings back some good memories.
I left Prairie State four months after the election. In summary, the relationship with the Board got so bad that I just found myself hating to go to work every day. Eventually, things turned ugly two years later when Rod got wrapped up in the replacement of Barack Obama as the Illinois Senator. It's funny that it was President Trump who pardoned him, releasing him from jail after serving 11 of his 14-year sentence.
As I look back at Prairie State and the six years I worked on it, there is no doubt in my mind that it would not have been built without my efforts and that of the tight team I created. I am certain that if I stayed it would have come in on time and under budget. I am very proud of what was accomplished.
Yes, there is some "axe grinding" in the comments above and of course, I was overworked, underpaid, and not fully appreciated, but other than Trust babies who isn’t?
Nonfiction Writing Contest contest entry
I lack professional writing experience. I hated my HS/College English and literature classes. My passion has always been engineering, with a focus on numbers, formulas, equations, and algorithms. Thus, the two Engineering Degrees. Expect straightforward prose; you won't find complex vocabulary or many four-syllable words. As the 4th of 9, raised in an abandoned farmhouse on a dirt road, there's a degree of wonderment, aka Forrest Gump, weaved throughout these stories, which reflects my, "Hick from the Sticks", personality. All of my stories are based on actual events, of course with some embellishment.
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