American DBE Magazine - Special NMAAHC Issue

Special edition

Diverse firms lead building of the nmaaHC

NMAAHC

Supplier Diversity Program

exceeds expectations One Team, One Goal

Clark/Smoot/Russell Joint Venture a crowning achievement

Diverse Firms Lead

the Design Of African American Musuem

McKissack on the NMAAHC Continues Legacy of Building

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This special edition of American DBE Magazine proudly highlights the work of diverse firms in the design and construction of the Smithsonian Institution's National Museum of African American History and Culture in Washington, D.C. (Photo credit: Alan Karchmer/NMAAHC)

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Features

Industries

10 McKissack & McKissack

32 Aviation

15 One Team, One Goal

35 Transit

Crowning Achievement 20 A Diverse Firms Lead the Design of African-American

38 Civil/Highway

McKissack Continues Legacy of Building on the NMAAHC Clark/Smoot/Russell Joint Venture

Museum

Power Players 26 Living History

Regional Contracting on NMAAHC

29 NMAAHC Supplier Diversity

Program Exceeds Expectations Shining Examples of Excellent Performance

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LINXS Recommended for P3 Project with LAX for a $4.5 Billion Automated People Mover ZED Digital Brings Innovation to Transit Industry VDOT Breaks Ground on Transform I-66 Project

Business Development – Not Just Survive Change!

40 Thrive Building Your ‘Change Muscles’ thru Personal Resilience

Other Stories News 42 NAMC NAMC North Carolina Chapter Signs MOU with Hispanic Contractors Association

(Photo credit: Alan Karchmer/NMAAHC)

15 Winter 2018 Volume 6, Issue 1 Publisher: Shelton A. Russell Managing Editors: PR PROS, LLC

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About American DBE Magazine: American DBE Magazine is the premier industry resource for individuals and stakeholders who work within the design, construction and transportation industries. American DBE Magazine is published quarterly and distributed in all 50 states — plus Puerto Rico and the U.S. Virgin Islands — to diverse business program administrators, business owners and professionals in the design, construction and transportation industries.

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From the Publisher

History in the Making

H

istory matters. It matters because the information and lessons from history are the foundation upon which the future is built.

The champions, advocates, benefactors and builders of the National Museum of African American History and Culture (NMAAHC) embraced this reality and drove construction of the monumental project to completion. Although it took a century to bring the initial idea and concept into fruition, the opening of the NMAAHC seemed to happen at just the right time in our nation’s history – a time for reflection and celebration, but also a time for renewal and recommitment.

The NMAAHC is a place that mourns and honors the experience of African Americans in our nation’s history, while at the same time celebrates the achievements of African Americans in triumphantly moving forward. Now, with the clarity of hindsight, the opening of the NMAAHC in September 2016 appears even more significant. The majestic grand opening featured President Barack Obama symbolizing the progress of African Americans in our country; but what has happened in America since the opening clearly confirms that the story is not finished, and that more work needs to be done.

As American DBE Magazine celebrates Black History Month (February) and Women’s History Month (March), we use this special issue of the publication to acknowledge the efforts of diverse firms in the design and construction of the NMAAHC, likely to be the last structure to occupy the National Mall in Washington, D.C. Numerous diverse firms made up of African Americans and all other races and genders played critical roles in bringing the NMAAHC to completion. This inclusion happened because of the existence of talented professionals from all segments of society AND because of conscious efforts to ensure the project served as an example of the power of diversity and inclusion.

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This special issue of American DBE features several key players in the NMAAHC project. The cover story features McKissack & McKissack CEO Deryl McKissack, the greatgreat-granddaughter of Moses McKissack, a slave who was also a master builder. McKissack’s firm served as the Smithsonian Institution’s lead project manager, a true indication of the strides African Americans and women have made in the construction industry and American society.

The issue also highlights the Clark/Smoot/Russell Joint Venture – the construction manager-at-risk for the project. This team featured the two most venerable and recognized African American-owned construction firms in America partnering with one of America’s largest and most successful construction companies, Clark Construction. This partnership demonstrates the far-reaching and inclusive success that is possible when leaders come together to make a greater impact than they could have alone.

Also included is a profile of the award-winning NMAAHC design team; featuring three African American-led companies taking a leadership role in creating an iconic design that is both symbolic and unique; accurately depicting and reflecting the kindred experience of African Americans in American society.

Others stories in this issue feature the success of the Smithsonian Institution and the Clark/Smoot/Russell team in executing a very successful Supplier Diversity Program for the project; and the life-changing experience of Regional Contracting Services, one of the nearly 100 subcontractors that had an opportunity to work on the project.

I hope you enjoy this special issue of American DBE, and I hope it causes you to reflect and appreciate the narrative of how far America has come in the area of diversity and inclusion; and then make a renewed commitment to build on the foundation already laid, understanding that the job is not yet finished.

Best wishes,

Shelton A. Russell, Publisher American DBE Magazine

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Feature Deryl McKissack, President & CEO of McKissack & McKissack, stands in front of the National Museum of African American History and Culture in Washington, D.C. (Courtesy of McKissack & McKissack)

McKissack

C o n t i n u e s L e g a cy o f B u i l d i n g

on the NMAAHC

By American DBE Staff

M

oses McKissack (1790-1865), a master builder as a slave living in Tennessee, likely never dreamed that just five generations later, his great-great-grandaughter would be president and CEO of one of the largest architectural, engineering and construction management firms in the United States. He also probably could not have imagined that his greatgreat-grandaughter would be a leader in the creation of some of America’s most culturally significant construction projects.

Deryl McKissack, president and CEO of McKissack & McKissack, heads an architecture and engineering firm that served as lead project manager for the Smithsonian Institution’s

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National Museum of African American History and Culture. But the museum is not McKissack’s first high-profile cultural project. Her firm was also the architect and project manager for the Martin Luther King Jr. Memorial in Washington, D.C., and was the contractor for restoration and security improvements at the Lincoln and Jefferson memorials.

McKissack has combined a fierce work ethic with her family history as a descendant of one of the oldest African American-owned architecture firms in the country. She started the company in 1990 with $1,000 sitting at her Washington, D.C. kitchen table, and has since grown the company to 170 employees. McKissack & McKissack

also now ranks #74 on the Engineering News and Record (ENR) 2017 Top 100 Construction Management-for-Fee Firms in the United States.

McKissack’s firm has participated in numerous high-profile public and private projects. However, none of these projects have held more personal and professional significance than working on the National Museum of African American History and Culture (NMAAHC). The personal significance of the project comes from the opportunity to work on a national monument built to honor and commemorate the contributions of African Americans to the overall American society; a legacy her forefathers played a role in creating.

"It was significant to work on the project because there were no African American firms, or any diverse firms working on the National Mall when we started working on the Mall 10 years ago."

Deryl McKissack, president and CEO of McKissack & McKissack

The professional significance comes from her firm leading the complex and challenging construction of the final building to occupy the National Mall. McKissack said: “It was significant to work on the project because there were no African American firms, or any diverse firms, working on the National Mall when we started working on the Mall 10 years ago. But when I think about the fact that slaves helped build the Mall, and then there was this long period of time with no African American firms -- construction, design or management --, working on the Mall. It now says a lot that our firm has completed this project on the National Mall. The fact that we can do something like this sends a message to the nation that yes, African American firms and minority firms in general can contribute in a significant way to projects like this and be successful. That means a whole lot.”

McKissack and McKissack won the contract as Lead Project Manager of the NMAAHC in 2010. In order to win the job, the company first had to win a federal indefinite delivery/ indefinite quantity (IDIQ) contract with the Smithsonian Institution. “We were the first African American-owned firm to ever win an IDIQ contract with the Smithsonian,” McKissack said.

The lead project manager role made the company responsible for managing the overall design and construction of the project, including overseeing and coordinating the work of 30 design firms, over 100 contractors, and numerous other firms working on exhibits in the museum. “Our role was to manage the design and construction to ensure that the Smithsonian Institution’s intent for the building was carried out,” McKissack said.

McKissack has had time to reflect on the significance of the project on her firm since the museum opened in September 2016. “Seeing the final product, and the quality of the final product, has helped us tremendously dealing with other institutions looking at similar projects,” McKissack said.

“It was certainly one of the projects that helped us win the Obama Presidential Center project in Chicago. The museum project means a lot to the country and to people outside the company, so it gives you a certain amount of credibility to have been a part of it.”

Winning the NMAAHC project required much of the tenacity and marketing savvy that she displayed when starting the company in 1990. “When I started, I didn’t have any clients, so I made a list of 300 potential clients to go after and began calling each one on the list,” McKissack said. “By the time I got half-way through the list, I had so much work I // Winter 2018

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The Interior of the National Museum of African American History and Culture features the extensive use of windows surrounded by a corona made of Metal Lattice, WHICH ALLOWS LIGHT INTO THE BUILDING. (PHOTO CREDIT: ALAN KARCHMER/NMAAHC)

had to stop making calls, and I never had to call the rest of the names on the list.”

In a similar fashion, McKissack knew about the upcoming NMAAHC project years before the project finally got off the ground. However, she knew that to win the project, her firm would need to establish the reputation, relationships and experience needed to be selected for the project. This understanding led her to begin building the firm’s reputation with federal agencies like the United States Treasury Department, U.S. Park Service and the Smithsonian Institution.

McKissack & McKissack’s first federal project was managing roof repairs and renovations at the U.S. Treasury after a fire caused significant damage to the building. The firm continued to build its reputation for exceptional performance for the federal government by completing contracts for the Bureau of Alcohol, Tobacco, Firearms and Explosives (ATF) headquarters, the U.S. Coast Guard headquarters and the Woodrow Wilson Bridge project. “Although we competed against some larger firms for the Museum project, we knew

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we had the experience working for the federal government and a solid reputation for quality work. So we were as qualified as anyone to win that project,” McKissack said.

Once McKissack & McKissack won the high-profile NMAAHC project, the company faced several complexities and challenges that the project presented. “It was a very challenging project,” McKissack said. Some of the challenges faced during the project involved building a slurry wall deep below ground level to maintain the water table in the vicinity of the project and to allow construction to proceed. Another challenge was coordinating and overseeing the building of the exterior of the building, which consists of a metal corona (or crown) that hangs by cantilever on the outside of the building. Additional challenges included coordinating the delivery and installation of a huge Pullman segregated railroad passenger car that now sits on the ground floor of the museum. “There is zero tolerance for error on a project like this. Everything has to be exact,” McKissack said.

McKissack sees even greater opportunities and success coming from the experience gained while working on NMAAHC. “Our specialty is complex, high-profile projects with a lot of stakeholders,” she said. “We got started on these high-profile projects with upgrades on the Lincoln and Jefferson Memorials, and then we did the MLK Memorial, but the Museum was those earlier projects on steroids.”

Deryl McKissack, PE, PMP

“There is zero tolerance for error on a project like this. Everything has to be exact.”

Deryl McKissack, president and CEO of McKissack & McKissack

McKissack & McKissack now has 10 offices across the United States, including locations in: Los Angeles, Chicago, Baltimore, Miami and Dallas. The firm has grown from its humble beginnings at McKissack’s kitchen table to boasting a national reputation for exceptional service. The firm is poised to continue its reputation as a leading firm in the industry by partnering with Jones Lang LaSalle and Ardmore Associates to serve as the project management team on the upcoming Barack Obama Presidential Center. Undoubtedly, her great-great-grandfather Moses McKissack would be both proud and amazed at the legacy he started.

The Smithsonian Institution National Museum of African American History and Culture is located on the National Mall in Washington, D.C. The Museum opened to the public in the fall of 2016. (Photo credit: Fuzheado -Wikipedia)

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Clark/Smoot/Russell Joint Venture

One Team, One Goal

Feature

By American DBE Staff

The construction of the National Museum of African American History and Culture featured over 100 different companies contributing to the finished structure. (Photo credit: Agnosticpreacherskid -Wikipedia)

E

xceptional teamwork is a critical factor in the successful completion of a major construction project. An extensive array of workforce, equipment and activities must be coordinated effectively to move the project toward a winning outcome. The Clark/Smoot/ Russell Joint Venture demonstrated this type of teamwork while delivering the National Museum of African American History and Culture on time and on budget.

The museum officially opened in September 2016 and has exceeded the lofty expectations of the Smithsonian Institution and the American public.

More than 600,000 people visited the museum in the first three months of

operation; and more than 3 million guests visited in its first full year of operation. These results amounted to 8,000 people a day, double the number initially anticipated by the Smithsonian.

From the start of construction of the project in January 2012, Clark/ Smoot/Russell made a commitment to form a unified team throughout the project. Although each company is an exceptional contractor in its own right, each firm also recognized that the project’s complexity and schedule would require a combination of their best talent and best efforts to meet the requirements of the Smithsonian Institution. Those requirements were to build a national monument that

would stand the test of time, while demonstrating the power of diversity and inclusion, the idea for which the museum was created.

Clark Construction Group, based in Bethesda, Maryland, is ranked among the 15 largest contractors in the United States by Engineering News-Record. Clark partnered with Smoot Construction and H.J. Russell & Company, two historic and revered African American-owned construction companies in the country to form a joint venture that would serve as the Construction Manager At Risk for the final structure to occupy the National Mall. Smoot Construction is a Columbus, Ohio-based contractor founded in 1946 by the late Sherman // Winter 2018

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The Clark/Smoot/Russell JV construction site for the National Museum of African American History and Culture in Washington, D.C. on the National Mall.

(Photo credit: Dmitri Popov -Wikipedia)

R. Smoot; and H. J. Russell & Company is an Atlanta, Georgia-based contractor founded in 1952 by the late Herman J. Russell. These three companies combined to create an accomplished and diverse team to lead construction on the monumental project.

Although the $400+ million construction contract to build the museum was not the largest project any of the team members had completed, the complexity, design changes and fast-tracked nature of the project made it a challenging undertaking for everyone involved. One of the first challenges was constructing the foundation of the project.

“Sixty percent of the building is underground,” said Clark Senior Vice President Brian Flegel. “We were building 70 to 75 feet underground, which is beneath the water table.”

Additionally, the fast-tracked construction schedule meant that the building was still being designed when construction began in 2012, which required a unified effort from designers and the Clark/Smoot/Russell team to bring the project together successfully. One way Clark/ Smoot/Russell created a unified approach was to fully integrate staff members from each company working on the project, as opposed to each company taking responsibility for a particular area of the project. “We were completely integrated,” Flegel said. “We all brought skills to the team; there was no sub-dividing.”

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the fast-tracked construction schedule meant that the building was still being designed when construction began in 2012.

The unified approach also extended to the other key members of the project. Flegel said, “Mac Naeemi, a project executive at Smoot Construction, had a tag line on all of his emails during the job that said, ‘One Team, One Goal,’ and that was effectively it. That was not just for us, but it was also the mantra for the greater team-at-large “The One Team, One Goal concept incorporated the Smithsonian Institution as the owner, its program management team, the design team and all of their consultants, and then the construction management team and all of its subcontractors,” Chrystal Stowe, Smoot Construction’s director of business development said. “The way this played out every day on the job site, particularly when there was a problem, a challenge, or something unexpected popped up on the project, was that we all huddled up together to figure it out. It’s not like somebody said ‘well that’s the architect’s problem to fix.’ We all owned both the problem and then the solution. Everybody’s voice was not only heard, but you were encouraged to speak up.”

Another way the One Team, One Goal mantra was implemented was through consistent communication among all members of the project construction effort. The entire team maintained ongoing email communication, combined with weekly and monthly progress meetings, to keep the project on schedule and to talk through other issues, such as scheduling, as they arose.

Communication was extremely important as the entire team determined the best method for constructing the exterior skin of the building, called the corona. Corona is a Latin word meaning crown, which aptly describes the museum’s façade, which resembles an African crown, giving the building a regal and majestic appearance.

“From a constructibility standpoint, the exterior was a challenge. We all had to come together and figure out the best material for the corona,” said Flegel. “We came up with using a cast aluminum panel that was covered with five layers of paint.”

Each panel has five different color layers of paint to achieve the bronze color of the building. “It’s similar to a lamp shade,” Flegel said. The exterior of the building hangs from the top of the structure, instead of coming up from the ground.

The entire team had to work in unison to construct the building around two key exhibits housed within the lowest level of the museum. Curators for the museum were able to secure a large Pullman segregated railroad passenger car and a prison guard tower from the Angola Prison in Louisiana. Both artifacts were so large that they had to be placed in the building during construction using a crane, and the building was constructed around them. The team collaborated on the most effective way to complete this task.

Flegel believes that a key reason for the success of the project, and the exceptional level of collaboration and unity among the entire project team, was the significance of the museum’s overall mission: “The mission of the museum, for me, and for many team members, is what made the project so unique. It is a once-in-a-lifetime

The NMAAHC features a Contemplation Court containing an inverted water fountain creating a space for visitors to reflect on the museum experience.

(Photo credit: Alan Karchmer)

"...It is a once-in-a-lifetime opportunity to build a project where the ultimate return on investment is not measured monetarily; instead, it’s about education and creating understanding."

Brian Flegel, Clark Senior Vice President

opportunity to build a project where the ultimate return on investment is not measured monetarily; instead, it’s about education and creating understanding. That fostered a truly special engagement on site. Our team learned a tremendous amount about our nation’s history and developed a greater appreciation for what the darker days of our country looked like. When you read about it or talk about it in school, it’s a story, but

inside the museum, you are immersed in it -- you see the deeds of human beings; it gives you a whole different perspective, and adds color and depth that you can feel.”

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Feature

The Grand Opening Ceremony for the National Museum of African American History and Culture on September 16, 2016. (Photo credit: Alan Karchmer)

A Crowning Achievement

Diverse Firms Lead the Design of African American Museum

By American DBE Staff

T

he architectural design of the National Museum of African American History and Culture (NMAAHC) appears as a metaphor for the African-American experience in America. It is as stately, classical and beautiful as other structures on the National Mall, but is symbolically and uniquely distinct from any other structure on the Mall as well. The museum’s bronze-colored metallic exterior – called its corona – is both majestic and dazzling at the same time.

The building says in a sense, ‘We were told we were different, and owned that; and while we yet stand out, we still belong.’

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The NMAAHC is the design of the Freelon Adjaye Bond/SmithGroup, a team of four distinguished architectural firms that each brought unique skills to the project. The Freelon Group (which became a part of Perkins+Will in 2014) is the Architect of Record and Phil Freelon was the project’s lead architect.

The Freelon Group, with project leader Zena Howard, was responsible for the design of the interior of the building from the ground floor, up to the top level.

British-Ghanaian architect David Adjaye of Adjaye Associates was the project’s lead designer. His firm was responsible for the building design, working with the other three architectural partners to develop and

refine the building to comply with the design intent and meet the needs of the Smithsonian Institution.

Davis Brody Bond, the practice of the late J. Max Bond, was responsible for developing the below-grade areas of the museum. Although Bond passed away in 2009, he was a renowned architect who was regarded as the dean of African-American architects.

The final team member, SmithGroup, handled the structure’s envelope and foundations.

This team united in 2009 to win an international competition to design a national monument that was over a century in the making. The team defeated hundreds of firms to become

Given the many years it took to bring the project to life, Freelon said he felt

the pressure to perform with excellence

throughout his team’s work on the project.

one of six firms short-listed to present a final proposal to the Smithsonian Institution to design the museum. In the end, the Freelon Adjaye Bond/SmithGroup team was selected over the teams presenting final proposals.

The original idea for a National Negro Memorial to recognize contributions of black Americans was launched in 1915 by a group of Union Soldiers from the Civil War who were frustrated with the discrimination they still faced in America. In 1929, President Herbert Hoover appointed a 12-member commission charged with building a “National Memorial Building” showcasing AfricanAmerican achievements in the arts and sciences. However, the commission failed to get support from Congress and could not raise enough private funds to get the project off the ground. The project picked up momentum again in the 1980s, but it was not until 2004 that the final project began to take shape.

Given the many years it took to bring the project to life, Freelon said he felt the pressure to perform with excellence throughout his team’s work on the project. “We felt the weight just about every day, because we knew we were not building something for the next 10 years, but for the next 100 years, that would represent our culture,” Freelon said during a CBS News interview when the museum opened in September 2016. In spite of that, the team handled the pressure and went on to design an award-winning structure that has garnered accolades from around the world, including the 2017 Beazley Design of the Year Overall Winner from the Design Museum in London, England.

David Adjaye, J. Max Bond (deceased), and Phil Freelon discuss preliminary design of the National Museum of African American History and Culture.

(Courtesy of the Smithsonian Institution)

The NMAAHC contains numerous design elements that have made the building an instant icon, and an integral part of the museum experience. “The building should help to tell the story,” Freelon said during the CBS interview. The exterior of the building both sets the stage and communicates the message of the museum. The corona (crown) of the building shimmers in the daylight and then glows at night, as the ornamental bronze-colored metal lattice adorning the building reflects light during the day, but then allows light from inside to permeate outward at night. The exterior shape of the building is inspired by the three-tiered crowns used in Yoruban art from West Africa, telling the story that this building, and the people it represents, are majestic. // Winter 2018

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“As I think about this museum, I realize that the process of designing and building it is historic in itself.”

Freelon Adjaye Bond/SmithGroup

The design of the National Museum of African American History and Culture was led by the Freelon Adjaye Bond/SmithGroup team. The final design was honored by the Design Museum in London, England as the 2017 Beazley Design of the Year. (Photo credit: Alan Karchmer) The next part of the NMAAHC story is the welcoming porch at the front of the building that serves as a place of congregation and relaxation for visitors of the museum. The porch design is patterned after the African and African-American cultural practice of using the front porch as a place for gathering, relaxing and communicating with family and friends.

The interior of the building continues to tell the museum’s story based on the depth of the structure. The building is 60 percent below ground level. This design causes the initial interaction for visitors to begin as a descent far beneath the surface – and to connect with the history and the depth of suffering endured by African Americans during their American experience. The lower levels of the building are windowless and relatively dark, compared to the upper floors of the museum.

Progressively, the narrative rises to a brighter, windowlit experience of time through artifacts, imagery and storytelling.

As a respite from the story of a dark past, the journey through the museum continues with a Contemplative Court, featuring an inverted fountain sharing water from a skylight in the ceiling, called an oculus. Water falls from the fountain like a heavy rainfall that soothes the soul, relaxes the body, and rinses away the sorrows from the stories told below. “This place was specifically designed after a lot of conversation and understanding that we were taking people on a very important journey,” said Esther Washington, the museum’s director of education in a Smithsonian Magazine interview. “Most of our visitors, by the time they come to the Contemplative Court, will have visited the history gallery and that is a very emotional place.”

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The Monumental Stair of the NMAAHC leads visitors from the underground levels of the museum featuring artifacts from the slavery and Jim Crow era toward the window-lit upper floors featuring exhibits of African-American achievement.

(Photo credit: Washington Charter -Wikipedia).

The final chapters of the story take place in the skylight-lit and window-rich upper floors of the building, which are surrounded by the building’s crown. The design of the upper floors gives a sense of joy and hope, as the lighting and layout presents a showcase of the extensive number of contributions of AfricanAmericans to American society.

The Freelon Adjaye Bond/SmithGroup team succeeded in the design of a structure that houses the history of the African American experience while making a historic statement of its own. “As I think about this museum, I realize that the process of designing and building it is historic in itself,” Freelon said during an interview on a UNC-TV program titled “Crown on the Mall: Designing the Smithsonian NMAAHC. “I like to believe our ancestors are looking down feeling fulfilled and satisfied that this has finally happened at long last.”

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Living History Regional Contracting on NMAAHC

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By Sarah Magargee

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The ground floor lobby of the NMAAHC separates the History section of the museum below ground, and the Culture section of the museum on the upper floors. (Photo credit: Alan Karchmer)

L

ike so many African-American families, Beverly Thomas contributed to fundraising efforts for the National Museum of African American History and Culture (NMAAHC) years ago when the project was still just a dream. “When we finally heard that enough money was raised there was excitement, energy and electricity in the air,” Thomas said.

Thomas, founder and president of Regional Contracting Services (RCS), a woman-owned minority carpentry business located in Washington, D.C., was determined to play a role in building the long-awaited museum.

The project was led by a joint venture team of Clark Construction Group, Smoot Construction, and H.J. Russell & Co. “I approached them and explained that my position was simple - I just wanted just wanted something on the project because I needed to touch it. RCS needed to be a part of this history,” Thomas said.

Founded in 2001, RCS is a full-service construction firm, specializing in rough and finished carpentry services, installation of washroom and Division 10 accessories, and pre-construction services including site set-up. RCS differentiates itself by self-performing all projects for public, private and government sector customers and by maintaining values rooted in Thomas’ Christian faith.

The Project of a Lifetime Thomas considers RCS’s work on the NMAAHC to be the project of her lifetime and vividly remembers the phone call awarding the contract. “The call came on a Friday night when I was attending an event at my son’s school. I started crying when I heard the news. It was that important a project,” she said.

RCS was awarded the Division 10 contract, meaning Thomas and her crew would outfit the museum’s restrooms. It was not the most glamorous project, Thomas laughed, but a necessary part of the building and a chance for RCS to help make history.

RCS started from humble beginnings:

one woman with minimal construction experience and two employees.

Beverly Thomas, president of Regional Contracting Services, began pursuit of business on the NMAAHC project years in advance of bidding opportunities becoming available.

Thomas said: “I made sure that every single person on my team with African-American roots got to work on this project. I wanted everyone who it impacted to get to touch it. That museum spans all time. So many people want to start the African story at slavery, but the museum goes all the way back to the beginning of time. This project has touched my soul in so many ways.”

Thomas also wanted the energy of the project to reach further than just her crew, so she arranged for a group to present at her son’s school for career day, sharing the different construction jobs and the conceptual drawings. The students were all aware of the museum, she explained, but getting to see the drawings and hear from the people who were making the dream a reality took the entire project to the next level.

A Company Built On Faith RCS started from humble beginnings: one woman with minimal construction experience and two employees.

“God has been merciful and faithful because I didn’t know a lot when I got into the construction industry,” Thomas said.

By connecting with top talent in the construction industry, Thomas was able to learn the business quickly and grow her company to its current 46 employees. The key, she explained, is in being true to who she is. “At RCS we start every meeting with a prayer to cover us, our employees and their families,” she said. “I don’t try to hide behind my faith, and I don’t try to be politically correct. This is who I am.”

Thomas believes that everyone at RCS is equal, explaining that when the snow falls, she is outside shoveling with everyone else.

Entering the construction industry as a black woman has not been easy. She said: “The first things people see when you walk in a room is race and gender. I used to tiptoe around the idea that I was being brought to the table because I am a box to check. Now, the first thing I say is, ‘You and I know why I’m here. You need to check the boxes, but let me first tell you who we are as a company.’ And then I give them my two-minute pitch, and they quickly realize that the RCS team brings value.

Then I get to have a level conversation.”

RCS has grown on integrity, relationships and having the best people. RCS employees boast longevity that not many in the industry can beat, with a majority staying with the company for an average of eight years. Thomas maintains a rigorous interviewing process and high standards for those she hires.

“We don’t do the yelling and cursing just because we are in construction,” she said. “We don’t have to be a part of that.”

Additionally, Thomas believes that everyone at RCS is equal, explaining that when the snow falls, she is outside shoveling with everyone else. “There is no hierarchy here,” she said. “We all pitch in when needed, and we get the job done.”

The Next Big Project Hanging on the wall of the RCS office is a large collage of photos and news clippings from the construction of the museum; a little homage to the history that Thomas and her team helped create. For her, working on the NMAAHC was a defining point for her career. While an exciting project, the museum did not carry the same weight for all of her employees. // Winter 2018

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With that in mind, Thomas sought out a project that will give her Hispanic employees the same sense of pride and accomplishment – Audi Field, a soccer stadium in Washington, D.C. that will seat 20,000 people. “I wanted this project, not for me, but because the majority of my employees are Hispanic; and for many of them, soccer is a passion. This is a project that will be very close to their hearts.”

Thomas pursued the project for nearly two years because of what it would mean to her employees. Much like the museum, she has a list of all her employees that potentially will find meaning or fulfillment in working on the stadium and making sure everyone has a chance to be a part of this history. She is also collecting photos and news clippings and will create another wall collage in the office paying tribute to the stadium project.

Regional Contracting won the contract to install fixtures in all bathrooms throughout the NMAAHC facility.

“This is why we are such a strong company,” Thomas said. “It is not always about the money. It is about touching the hearts of your people.

Your people need to know you care.

No one will ever know our name or that we worked on the museum or soccer stadium, but my employees know it, and that makes me proud.”

Atlanta | Mobile | Orlando | Certified MBE & DBE | 678-999-0173 | www.cerm.com

Program Management | Environmental Management | Engineering| Remediation & Contracting | Surveying & Mapping

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P r o g r a m

S p o t l i g h t

NMAAHC Supplier Diversity Program

Exceeds Expectations

(From left to right) Wes Stith of Clark Construction, Chrystal Stowe of Smoot Construction, and Rudy Watley of the Smithsonian Institution led supplier diversity efforts on the NMAAHC. (Photo courtesy Clark/Smoot/Russell JV)

By American DBE Staff

T

he success of the Clark/Smoot/ Russell Joint Venture Supplier Diversity Program on the National Museum of African American History and Culture (NMAAHC) project stands as a gleaming example that diverse firms can perform admirably when provided the opportunity to work on mega construction projects. Their achievement also dispels a construction industry myth that aggressive diverse business participation goals are impossible to achieve on large and complex construction projects.

The proliferation of this myth starts with the idea that diverse firms lack the financial or operational capacity to work on large projects; and sometimes continues with the belief that diverse firms lack the requisite skills or experience to complete complex scopes of work.

The Clark/Smoot/Russell team, in partnership with the Smithsonian Institution Supplier Diversity Program, dispelled this myth on a fast-paced and complex project by implementing a state-of-the-art supplier diversity program for the NMAAHC. The team surpassed their participation goals for small-, disadvantaged-, woman-, and veteran-owned businesses. Through a thoughtful and innovative procurement approach, the team awarded $174.7 million in contracts to small businesses -- 71 percent of payments for construction or constructionrelated activities. This far exceeded the Smithsonian Institution’s 42 percent small business participation goal.

Additionally, a majority of these small business contracts were awarded to firms who were certified within the federal

government’s Small Disadvantaged Business Enterprise (SDB) Program.

SDB firms earned $133.5 million, or 53 percent of the total paid for construction or construction-related activities.

These payments more than doubled the Smithsonian Institution’s goal of 22 percent for SDB participation.

These statistics are based on a total construction value of nearly $246 million.

The Supplier Diversity program on the NMAAHC project was led by Chrystal Stowe, vice president of business development for Smoot Construction; and Wesley Stith, vice president of purchasing for Clark Construction Group. These two professionals worked closely with the Smithsonian Institution’s supplier diversity program // Winter 2018

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A view of the National Museum of African American History and Culture from Constitution Avenue in Washington, D.C. (Photo credit: Alan Karchmer)

manager, Rudy Watley, to oversee an aggressive and innovative program to make the NMAAHC a model for diverse business participation, and a testament to the power of diversity and inclusion in the contracting industry.

Stowe expressed pride in the team’s success, evidenced by contracts with more than 70 small businesses from the Washington, D.C. area and across the country. “It was great to see the incredible foundation of local businesses facilitate the building of the museum, but then see it spread out to other companies across the nation,” Stowe said. “For me that was probably one of the most gratifying aspects of the small business program; that it not only drew upon the strengths of some very robust local contractors, but also gave the opportunity to businesses in other parts of the country to participate as well.”

The NMAAHC project’s successful diversity program incorporated several industry best practices and innovative mentor/protégé strategies. This approach helped the team achieve the Smithsonian’s desire to exceed participation goals and, at the same time, grow small businesses. “We were also trying to build capacity,” Stowe said. “So the next time these companies bid something – perhaps as a prime to the Smithsonian or another federal agency – they have some knowledge and familiarity with some of the more standard procurement requirements.”

Stowe and Stith both said a key reason for the overall success of the Supplier Diversity Program on the NMAAHC project was because of the active involvement of Watley as the representative for the Smithsonian Institution. Stith said, “The fact that we had Rudy Watley engaged as the owner’s representative was huge.” Watley met with Stowe and Stith each month throughout the project to monitor progress of the

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supplier diversity program on site. He also provided support for their outreach and business development efforts and recommended companies that had completed previous work for the Smithsonian Institution. Stith said: “Having the owner involved and committed to the growth and development of diverse businesses helped tremendously. When you have the owner, the contractor and the prime subcontractors all engaged … that, to me, is success.”

Another strategy the team used to create a winning supplier diversity program was to begin a comprehensive outreach effort early in the project schedule. This ensured capable firms were educated on the upcoming opportunities and the requirements for participating in the project. “We created a subcontracting plan that included an action plan for the first 120 days of the project,” Stowe said. The plan was launched in August 2011, more than a year before the majority of subcontracting opportunities were available for bid. “We really challenged ourselves,” Stowe said.

Outreach efforts aggressively covered the Washington, D.C. area through several informational meetings, but also extended to regional and national organizations to notify them of the upcoming opportunities. The goal of the outreach effort was to

United General Contractors President Nate Lewis participated in the Clark/Smoot/ Russell JV Tiered Agreement program and successfully completed contracts for glazing, fire proofing, and miscellaneous metals during the construction of the NMAAHC project.

Clark Construction Vice President Brian Flegel talks with a potential SUBCONTRACTOR AT A PROJECT OUTREACH MEETING FOR THE NMAAHC. (Courtesy of Clark/Smoot/Russell JV)

have a two-pronged approach through hosting project outreach meetings and by utilizing contractor organizations to promote the project and encourage their members to reach out to the Clark/ Smoot/Russell team to learn about additional opportunities.

Clark/Smoot/Russell also implemented business development strategies to help firms improve their business model and increase their capacity through the project, such as educational sessions to provide information about the requirements for working on a federal contract in areas such as Davis-Bacon Act regulations and Buy America Act requirements. Companies awarded contracts on the project as a firsttier or lower-tier subcontractor were encouraged to gain additional training through the Clark Construction Strategic Partnership Program. The executive MBA-style program provides core construction management and business skills training through weekly evening courses over a 10-month period.

As a way to help small and diverse firms grow their capacity, Clark/Smoot/Russell also created a mentor/protégé program through the Tiered Agreements process.

Tired Agreements establish a contractual business improvement relationship between first-tier subcontractors and firms seeking to grow their capacity during the project. Companies participating in Tiered Agreements were required to develop a set of business improvement objectives for the diverse company during their contract, and then meet quarterly to evaluate progress

toward meeting those objectives. The Tiered Agreement meetings were also open to Stowe, Stith and Watley to monitor the success of the mentor/ protégé relationship in building the capacity of the diverse firm.

United General Contractors, a Washington, D.C.-based contractor specializing in glazing, rough carpentry and miscellaneous metals, participated in the Tiered Agreement program.

Company President Nate Lewis said the Tiered Agreement process helped his firm acquire additional capabilities in the glass industry. United General Contractors also partnered with Kensington Glass Arts, an installer of high-end interior architectural glass in the Baltimore-Washington area, to complete the interior glazing of the NMAAHC. Nate Lewis said: “It was a great experience for us. Our company was on the project from the beginning until the end doing miscellaneous metals, glazing and waterproofing. We had to hire about 20 people and we gained a lot of experience and exposure; and a lot of hands-on training. We definitely increased our capacity in doing interior glasswork, because we had the chance to do a lot of things we had not done before. Things like the handling and logistics with heavy and big pieces of interior glass.”

Stowe said she took away valuable lessons from the success of the project and has carried those lessons forward on other projects for Smoot Construction.

“Smoot has been blessed to build some great buildings, but none I want to go back to like the museum.”

Chrystal Stowe, vice president of business development for Smoot Construction

“Get your outreach going well in advance of bid packages hitting the street, and maintain an active website both before and during the project,” Stowe said. “This allows companies to know when opportunities are coming up – and when they are passed. It can also provide information to subcontractors of who the prime subs are, with a point of contact and who to follow up with for opportunities.”

Both Stowe and Stith said working on the project was a life-changing experience. “It was a once-in-a-lifetime opportunity to work on this project,” Stowe said. “Smoot has been blessed to build some great buildings, but none I want to go back to like the museum.”

Stith also agreed that the project was like no other, and relishes being a part of the historic project. “Being a part of the project daily, and seeing the level of diversity on site is something that brought tears to your eyes,” he said.

“My only regret, and it’s a selfish one, is that my parents did not get to see me in that capacity on the project.” // Winter 2018

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SEEKING DIVERSE SUBCONTRACTORS & CONSULTANTS

FOR THREE INFRASTRUCTURE PROJECTS FAM Construction, LLC

Transform 66 Outside the Beltway, Northern Virginia

This project will transform 22.5 miles of Northern Virginia’s Interstate 66 between I-495/Capital Beltway and U.S. Route 29 in Gainesville, VA into a multimodal corridor.

The $2.3 billion design-build project will build two new express lanes alongside three general purpose lanes in each direction; auxiliary lanes where necessary, major interchange improvements, new expanded park and ride lots with more than 4,000 spaces, and multiple segments of a corridor-wide shared use path.

Contact dbeinfo@fam66.us for contracting opportunities or more information

North Perimeter Contractors, LLC

Interstate 285/SR 400, Atlanta, Georgia North Perimeter Contractors (NPC) was selected by the Georgia DOT and the State Road and Tollway Authority to design, build and partly finance the I-285/SR 400 project.

The contract sum is approximately $457 million. NPC will rebuild the I-285/SR 400 interchange and make upgrades to the adjoining I-285 and SR 400 corridors.

Contact npcdbeinfo@ferrovial.us for contracting opportunities or more information

Great Hall Partners, LLC

Denver Great Hall, Denver, Colorado The Great Hall project consists of upgrading the Jeppesen terminal at Denver International Airport, encompassing over 700,000 square feet of floor space. The upgrades include creating new shopping and foodservice areas, relocating and expanding the TSA screening areas, improving building access and passenger flow, creating a new check-in area, and optimizing space and efficiency in the terminal.

Contact info@greathallbuilders.com for contracting opportunities or more information

POTENTIAL CONTRACT OPPORTUNITIES* Barrier/Guardrail, Bridge Construction, Aggregate/Material Suppliers, Erosion Control/SWPPP, Concrete Structures, Drainage, MSE Walls/ Panels, Noise Walls, Misc. Design Services, Misc. Utilities Services, Traffic Control, Drilling (Sign Posts/Caissons), Utility Relocation Design**, Rebar , Flatwork, Electrical Work, Demolition- Exterior, Grading/ Earthworks, ITS and TCS Civil Work, Landscaping, Materials Testing, Lighting, Saw Cutting/Sealing, Striping, Steel Stud Walls, Utility Relocation**, Recycling/Milling, Paving, Excavation, Environmental, Geotechnical, Fencing, Misc. Concrete Work, Technical Design Engineering, Signage, Surveying, Ready-mix Concrete, Traffic Supplies/Signals, Trucking/ Hauling, Terrazzo, Masonry, Finishes (Tile, Carpet, Resilient Flooring), Framing, Drywall, Specialty Ceiling. *PLEASE NOTE: This list is not inclusive of all available opportunities, but a sampling of potential services that could be available on a project.

The opportunities available on specific projects may vary depending on the type, scope and size of the project. ** Additional pre-qualifications may be required for these services.

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Contact the email address for each project listed above for specific contracting opportunities. // winter 2018 However, for general questions about the Ferrovial Agroman Diverse Business Program email DBEinfo@ferrovial.com

Colette Holt & Associates provides legal counsel and consulting services to governments and businesses.

Colette Holt & Associates is a firm of nationally recognized experts in conducting disparity studies and designing, implementing and defending successful affirmative action programs. Led by Ms. Holt, our team has decades of experience in legal issues, statistical analysis and best practices in program administration.

• Minority/Women/Disadvantaged Business Programs • Affirmative Action and Compliance Consulting and Training • Disparity and Availability Studies • Speaking and Presentation Services • Expert Witness Services • General Counsel to American Contract Compliance Association

(773) 255-6844 • colette.holt@mwbelaw.com • www.mwbelaw.com

Helping Small Business Move Forward

How We Help • • • • • •

Bonding Education Program Women & Girls in Transportation Initiative DBE Certifications Procurement Assistance Capital Access Program Counseling and Technical Assistance

South Atlantic Region

North Carolina • Kentucky • Virginia • West Virginia

For additional information contact: Alyssa Mako, Interim Project Director amako@TheInstituteNC.org (919) 956-2331 U.S. Department of Transportation Small Business Transportation Resource Center

www.TheInstituteNC.org // Winter 2018 33

Aviation

LINXS

Recommended for P3 Project with LAX for a

$4.5 Billion Automated People Mover

By American DBE Staff

L

os Angeles World Airports (LAWA) Board of Airport Commissioners (BOAC) approved LAX Integrated Express Solutions (LINXS) as the Recommended Developer (RD) and has initiated the first agreement between the parties. The agreement with LINXS sets in motion the path toward full contract approval by BOAC and the Los Angeles City Council in April 2018 to design, build, finance, operate and maintain the Automated People Mover (APM) at LAX. LAWA will present a 30-year contract valued at approximately $4.5 billion to the BOAC and City Council for approval.

The contract includes milestone payments for the design and construction phases, as well as authorizes future payments for operating and maintaining the APM for the contract period.

The APM will be built using a Public-Private Partnership (P3) contracting model. LINXS will design and construct the system and will also be responsible for operating and maintaining the train and stations for a 30-year period. This incentivizes the construction and operating systems to be built to last.

LINXS is a fully integrated team of the following members: Fluor, Balfour Beatty, ACS Infrastructure Development, Dragados USA, HOCHTIEF PPP Solutions, Flatiron, and Bombardier Transportation, and is further supported by a design team that HDR and HNTB comprise. Bombardier Transportation will provide the APM Operating System, including all vehicles. LINXS brings significant experience and expertise in delivering complex transportation infrastructure, including over 50 public-private partnerships in North America with a combined value of over $40 billion.

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LINXS also plans to partner with a significant number of local, small and disadvantaged business enterprises to deliver the project. LINXS has launched a project website at www. lalinxs.com with information for interested companies.

The website states they have already committed more than $550 million in subcontracts, and that this investment will continue to grow. LINXS encourages small, diverse and veteran firms to register on their website so the APM Project team can learn about interested firms and keep them apprised of upcoming events and contract opportunities for all phases of work.

LINXS has started work on the project after entering an Early Works Agreement, valued at up to $42 million, which will allow pre-construction activities such as hiring, soil testing, engineering and furthering design of the APM. This preliminary contract was necessary to maintain the project schedule for completion in 2023.

As part of their proposal, LINXS committed to delivering an environmentally-friendly project. Landscape will be drought tolerant using California native plants; construction of the maintenance facility will achieve at least LEED Silver certification; and LINXS has committed to the use of more solar power than the project specifications required.

LINXS’ team members have extensive experience building and operating APMs domestically and internationally.

LINXS’ rail provider, Bombardier Transportation, has been involved in operating numerous APM systems in the U.S. as well as APM systems in Dubai, Heathrow and Munich.

LINXS project teams are reflective of firms that have a history of involvement in significant infrastructure projects in Los Angeles and around the country. These projects have helped

Aerial of the Automated People Mover Train (Courtesy of Los Angeles World Airports) drive economic development and deliver significant benefits to the local communities. LINXS has committed to partner with LAWA in developing opportunities for local small businesses, creation of good-paying career jobs, and fostering economic growth.

“Los Angeles relies on LAX to power our economy forward — that’s why we’re making historic investments to ensure it remains one of the most passenger-friendly airports in the world,” said Los Angeles Mayor Eric Garcetti.

The APM is the centerpiece of the Landside Access Modernization Program (LAMP), which also includes a Consolidated Rent-a-Car (ConRAC) facility, Intermodal Transportation Facility-West, and associated roadway improvements. The APM will reduce vehicle congestion in the terminal loop, provide a connection with L.A. Metro’s regional transportation system, create new and convenient locations for passenger pick-up and drop-off outside of the terminal loop, reduce emissions, and provide reliable access to the terminals.

"Los Angeles relies on LAX to power our economy forward — that’s why we’re making historic investments to ensure it remains one of the most passengerfriendly airports in the world."

- Los Angeles Mayor Eric Garcetti

Train Manufacturer: Bombardier (Courtesy of Los Angeles World Airports)

// Winter 2018

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AIRPORT MINORITY ADVISORY COUNCIL

AIRPORT MINORITY ADVISORY COUNCIL

34TH ANNUAL AIRPORT BUSINESS DIVERSITY CONFERENCE I N S P I R I NG

P O S S I BI L I TI ES

August 21 – 25, 2018 | Seattle, Washington CONFERENCE HIGHLIGHTS » Airport Director’s 20/20 Forum » The Bill Walker Memorial Golf Tournament » Business Matchmaking » Educational Sessions » Celebrating Women in Aviation » DBE Certification Training » Networking Receptions » Exhibit Expo » Industry Updates » B2B Networking ...and much more!

AMAC’s Annual Airport Business Diversity Conference continues to bring together nearly 1,000 businesses, aviation professionals, government officials and individuals from around the country to discuss a variety of subjects ranging from how to do business at airports to public policy issues impacting the entire aviation industry. This highly acclaimed conference is the premier aviation industry event of the year – serving as a hub for education, advocacy and networking opportunities that promote diversity and inclusion in airports.

www.amacbusinessdiversityconference.com

transit

ZED Digital

Brings Innovation to Transit Industry

By American DBE Staff

T

echnological innovation is steadily changing the way people and products move in today’s society. This shift has already happened in the retail industry as companies such as Sears, JCPenney and Blockbuster Video have been eclipsed by e-commerce sellers like Amazon, eBay and Netflix. A similar change is occurring in the transportation industry as companies like Uber and Lyft quickly capture the market share of traditional taxi companies.

One of the latest innovations transforming the way people move is called Mobility-as-a-Service (MaaS).

ZED Digital, a DBE/MBE/WBE firm located in Columbus, Ohio, is striving to be at the forefront of this new innovation. ZED Digital is a technology firm specializing in data aggregation and website personalization for the transit industry. The company was founded by Sumithra Jagannath in 1997, with the primary expertise of collecting data from a wide variety of sources not designed to interconnect, and creating software applications that bring the data together in a unified format. Jagannath said, “We bring together multiple databases that don’t talk to each other.”

Jagannath founded ZED Digital in Montreal, to focus primarily on software usability, but relocated the company to the Central Ohio area in 2005 when she moved to Columbus.

Jagannath is a software engineer and expert in data aggregation. She has a Bachelor of Engineering degree in computer science from SRM Institute of Science and Technology in India, and a Master of Science degree in computer science from McGill University in Montreal, Canada, ranked by U.S. News & World Report as one of the world’s top universities.

MaaS shifts the focus away from personally-owned transportation, to personalized transportation. This vision involves providing multiple mobility options that users can consume and pay for in real time, under a single interface. The key to the success of MaaS is personalization. It offers travelers mobility solutions based on their individual travel needs instead of a one-size-fits-all approach. “The goal is to make it so convenient for users to get around that they could opt to give up their personal vehicles for city commuting,” Jagannath said.

Over the years, ZED Digital has gained extensive experience in data aggregation and built an impressive list of former clients. However, Jagannath saw a new opportunity for the company in the transit industry after winning a project for the redesign the Central Ohio Transit Authority (COTA) website. Jagannath was exposed to the emerging trends in transit, and has since expanded her company’s specialty to developing MaaS solutions for the transit industry.

Sumithra Jagannath presents an overview of the Zig platform for transit systems at the 2017 Conference of Minority Transportation Officials (COMTO) National Meeting and Training Conference in Detroit, Michigan. // Winter 2018

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“Deloitte recently published a study that identified nine ways to improve transit, and six of those areas are software related.

We want to be a leader in that space.”

Sumithra Jagannath, Founder ZED Digital Sumithra Jagannath and Emille Williams, interim president and CEO of Central Ohio Transit Authority, meet at the 2017 COMTO National Meeting and Training Conference.

The foundation for making MaaS a growing trend is the information systems that facilitate seamless and efficient data aggregation. ZED Digital has made inroads in this emerging market by completing the redesign of the COTA website in 2017. One of the unique features of COTA’s new website is a fully-integrated travel planner portal developed by ZED Digital called ZIG. ZIG allows customers to register on the site and save their most common trips for future reference. ZIG also allows customers to quickly calculate their travel time, see the current location of their bus, and also find out if there are restaurants, bakeries, grocery stores, banks or other amenities near their travel route.

ZIG combines multiple modes of transportation into the travel planner in a single interface. This allows users to identify and compare mobility options, and then select the faster, less expensive or more convenient option for travel.

Jagannath said, “ZIG gives users the flexibility to choose between multiple travel options like rail, bus, Uber, or Lyft, and select the mode of transit that best suits their needs.”

ZED Digital was recently awarded a project with Cleveland Regional Transportation Authority (RTA) to incorporate the ZIG platform into their website. The RTA trip planner

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integrates heavy and light rail, bus, bus rapid transit, and trolley options into a trip planner. ZIG allows passengers to choose the option that is the quickest, requires the least amount of walking, or requires the fewest number of transfers.

“Our platform allows users to plan their trip in just a few seconds, with a minimum number of clicks,” Jagannath said. “On many transit websites, this usually takes 2 to 3 minutes to do a basic trip plan; and these websites do not include other mobility options.”

Other features of ZIG include real-time transit visualization; allowing customers to see exactly where their bus or train is on the route, thereby eliminating the guesswork of figuring out if a bus or train is ahead of or behind schedule.

The ZIG portal can also incorporate a multi-modal payment system using Bluetooth technology or a smartcard.

The Bluetooth technology eliminates the need to pay with cash or a credit card to make payment on the transit system or other mobility options.

The payment system technology can automatically charge your account when you enter the mobility service, similar to how Uber charges a credit card when a trip is completed. ZED is one of the first to introduce Beacon technology to the public transit industry in the USA. Jagannath sees a host of possibilities for her company in the transit industry as technology becomes a key driver

in future innovation. Jagannath said, “Deloitte recently published a study that identified nine ways to improve transit, and six of those areas are software related. We want to be a leader in that space.”

ZED Digital is well positioned to make further inroads in the transit industry due to their partnership with Frank Martin. In 2017, Martin joined the ZED Digital team as a digital strategist to help develop the transit market. Martin has more than three decades of experience in the transit industry including senior management positions in the private and public sectors. Martin was also inducted into the American Public Transportation Association Hall of Fame in 2016.

Innovative technologies will continue to expand MaaS as users demand more efficient, cost-effective and sustainable options for mobility. New or improved options will include autonomous vehicles, expanded light rail and bus service, ride sharing services, and bicycle options. ZED Digital is striving to be a leader in the transit industry by developing systems that create a unique mobility experience. Jagannath said, “We specialize in the personalization of software so that people have greater access to information that helps them improve their quality of life.”

TAKE A LOOK AT US NOW NC

North Carolina Department of Transportation Office of Civil Rights Inspiring excellence together to advance North Carolina’s economy by providing access to education, training, and technical assistance to small and diverse businesses. We support equal opportunities to applicants, employees, and stakeholders. Our mission is to level the playing field and to help remove barriers for the participation of small and diverse businesses on NCDOT contracts.

NORTH CAROLINA’S ECONOMY DEPENDS ON IT. NCDOT Office of Civil Rights 1511 Mail Service Center Raleigh, NC 27699-1511 919-508-1808 Phone https://www.ncdot.gov/about/regulations/equalopportunity/

High-Quality, High-Impact Training for DBE/ACDBE/UCP Professionals

Essentials of DBE/ACDBE Program Management Training

NCDOT Office of Civil Rights 1511 Mail Service Center Raleigh, NC 27699-1511 919-508-1808 Phone

https://www.ncdot.gov/about/regulations/equalopportunity/

May 16-17, 2018: Dallas, TX

November 14-15, 2018: San Diego, CA

What You Will Learn: DBE/ACDBE Program History, Background, Purpose and Trends  Duties/responsibilities of the DBELO/ACDBELO  DBE/ACDBE Reporting  The Airport Concession DBE Program  Review of Joint Ventures for Concessions  Counting DBE Participation/Commercially Useful Function (CUF)  Compliance Monitoring & Reporting  Goal Setting & Good Faith Efforts  The Latest “Final Rule” (49 CFR Part 26, Nov. 3, 2014)

Register at www.natdbe-ti.com/registration/

National DBE Training Institute, P.O. Box 3113, Wilmington, NC 28406 Phone: 910.762.6297 | Fax: 910.762.5963 | Email: kwa-office@kwaplanning.com | Web: www.natdbe-ti.com

civil/highway

VDOT Breaks Ground on

Transform I-66 Project

By American DBE Staff

The groundbreaking for the $3.7 billion Transform 66 Outside the Beltway project was held on November 20, 2017.

(Courtesy: Virginia Office of the Governor)

I

n November 2017, the Virginia Department of Transportation broke ground on a $3.7 billion project to improve Interstate 66 in Northern Virginia. The Transform 66 Outside the Beltway project is a public-private partnership (P3) project between VDOT and I-66 Express Mobility Partners (EMP). I-66 EMP is a five-member consortium including: Cintra, Meridiam Infrastructure, John Laing Group Plc, APG, and their design-build contractor, FAM Construction, LLC. FAM Construction is a partnership between Ferrovial Agroman US and Allan Myers, VA.

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The purpose of the P3 project is to enhance nearly 23 miles of the I-66 corridor to improve mobility in Northern Virginia. The project will provide two express lanes in each direction alongside three regular lanes from I-495 to University Boulevard, near Route 29 in Gainesville, Virginia.

The improvements will have dedicated express lane access points, and space in the median reserved for future transit.

The project also consists of 4,000 park-and-ride spaces, new and expanded commuter bus service throughout the corridor, safety and operational improvements at key interchanges, auxiliary lanes between interchanges, and bicycle and pedestrian paths and connections.

VDOT has ensured that diverse business and local residents are included in the economic opportunities the project creates by establishing aggressive goals for each group. The project has a 15 percent goal for the participation of Disadvantaged Business Enterprises, and a goal of 27 percent for Small, Women and Minority Businesses on the design and construction costs of the project to promote diverse and small business participation.

The project also has a 75 percent goal for local hires along the project alignment and for veterans in Virginia.

“The contract and workforce goals are significant,” Ferrovial Agroman Corporate Diversity Director Angela Berry Roberson said. “It is definitely going to be an extensive team effort to achieve the goals, but we are committed to make significant aggressive efforts to meet them.”

FAM Construction expects to begin major construction activities in mid2018 and has started outreach to diverse companies and hiring efforts to gear up for approximately $2 billion in professional services and construction for the project. The design-build team held a preliminary session of the USDOT Bonding Education Program in 2017 and is planning a project kickoff outreach meeting for small and diverse firms in spring 2018.

The outreach meeting will take place in the Northern Virginia area, near the project corridor. Roberson said, “DBE and SWaM firms that want to find out about opportunities on this project should make sure their VDOT certifications and pre-qualifications are up-to-date, and then plan to attend the outreach meeting by visiting our project website for information.”

The VDOT Office of Civil Rights has contracted with a team of consultants to provide guidance and oversight to FAM Construction regarding achieving DBE and SWaM participation goals on the project. Consultants also will provide assistance to DBE and SWaM firms interested in working

Interstate 66 highway corridor in Northern Virginia (Courtesy of Cintra) on the project. The consultants will assist FAM Construction with the identification of potential subcontractors, conducting outreach, and the recruitment of firms that are ready, willing and able to work on the project. Consultants will also support VDOT by monitoring subcontractors to ensure they are performing a commercially useful function and complying with Davis-Bacon wage and labor requirements.

Point Management Group is one of the consultants working with VDOT on the project. Dr. T. Wendell Point, owner of the company said, “Our firm will provide training to DBE and SWaM firms in a variety of areas including business readiness, certification and bonding; and we will also assist with the general management of the consulting team working with the A. Morton Thomas engineering firm.”

Business Transformation Group (BTG) will also provide assistance through making individual contacts with DBE and SWaM firms to gauge and understand their interest in working on the project; and find out the capabilities they are able to bring to bear. “Our hope is to work with the contractor’s procurement team to understand the schedule and then be able to reach out to DBE and SWaM

FAM Construction has started outreach to diverse companies and hiring efforts to gear up for approximately

$2 billion in

professional services and construction.

firms well before the opportunity to allow them time to prepare,” BTG President Joe Lewis said.

VDOT’s P3 agreement with I-66 EMP lasts for 50 years and the project is scheduled to be completed and completely open for business in 2022. “This project will reduce congestion, stimulate economic growth, and improve the quality of life of commuters all over the Northern Virginia region,” said Terry McAuliffe, former governor of Virginia. “It will also create hundreds of jobs for Virginians, with the goal of 75 percent of new project hires being local residents and veterans.” // Winter 2018

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business development

Thrive – Not Just Survive Change!

Building Your ‘Change Muscles’ thru Personal Resilience

By Tracey J. Jackson

A

uthor John C. Maxwell stated: “Change is inevitable.

Growth is optional.”

Motivational speaker Tony Robbins’ version is: “Change is inevitable.

Progress is optional.”

Antonyms for growth include: decline, decrease, failure and loss. Antonyms for progress are block, decrease, diminishment and stagnation.

With change being inevitable, and growth and progress being optional, the opposite effect of each would be devastating to your team, your organization and/or your small business. Therefore, your ability to absorb high levels of disruptive change while maintaining high levels of performance is critical.

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// winter 2018

I worked for Verizon Wireless for 12 years as the organization evolved from a mobile phone company to a technology company. As a result, I know change! There was a period of time when our company tagline was ‘Change Energizes Us!’ Uh, really?

How many of us are truly energized by change? In reality, most people probably feel exhausted just thinking about change. Novelist Mark Twain summarized it best when he said, “The only person who likes change is a wet baby.” Wouldn’t you agree?

As individuals, we are creatures of habit. Professor Ann Graybiel, a member of the McGovern Institute for Brain Research at MIT, said: “The value of a habit is you don’t have to think about it. It frees up your brain

to other things.” Ultimately the more we can put our life on auto-pilot, the less energy we use throughout the day.

That’s good for inconsequential routine things you don’t need or (shouldn’t have to) think about daily (such as exercising, getting dressed, brushing your teeth, combing your hair, or driving to work). We can reserve our real brain power for processing information and making important decisions.

According to neuroscientist David Rock: “The brain uses less resources in familiar situations than it does in unfamiliar situations. This means that in unfamiliar situations the brain will be strained, and it will be uncomfortable.” As an example, with today’s political environment, the threat of reduced regulations

in areas some feel should be increased and vice versa, the implications of technology changes and maintaining your current success while preparing for future growth is creating “brain strain” – and many are feeling the discomfort.

That brings us to the challenge of change. How do you overcome the energy drain that comes with multiple disruptions to your expectations? Resilience Alliance suggests thinking about energy during times of change as a type of mental ‘bank account.’ As you withdraw, you must also replenish, or you will eventually find yourself with what I call NSE - Non Sufficient Energy to continue to adapt.

‘Managing Change with Personal Resilience’ written by Linda Hoopes and Mark Kelly, states, “Resilience is the essential component that helps transform the mystery of change into a manageable process.” Those who are more resilient and can operate at a high speed of change can use their ability to adapt as a tool in their arsenal to maintain their competitive advantage – and in some situations broaden the gap between them and their closest competitor.

Daryl Conner, author of “The Speed of Change,” shared core competencies he saw repeatedly in individuals with high resilience. They are Positive, Focused, Flexible, Organized and Proactive competencies.

Linda Hoopes, founder of Resilience Alliance, has done extensive research on the correlation of resilience and change effectiveness and concluded that, “Just as you can build your physical muscles by regular repetition of exercises, you can build your change muscles by engaging in regular practice.”

So we can conclude that regularly practicing the use of the competencies found in high resilience individuals will increase our change muscles.

Linda created an energy flow continuum to help us understand how energy should flow throughout the Resilience Characteristics (which can be considered our change muscles):

1

With the Positive Characteristic you Engage your energy in addressing challenges rather than retreating from them.

2

With the Focused Characteristic you Direct your energy toward your most important goals rather than diffusing it across too many options.

3

With the Flexible Characteristic you Open up a wide range of possibilities and resources rather than limiting yourself to the familiar.

4

With the Organized Characteristic you Apply structure and discipline to generate effective approaches rather than working unsystematically.

5

With the Proactive Characteristic you Experiment with action in the face of uncertainty rather than holding back until everything is clear.

The goal is to have a balanced energy flow across all the characteristics. How your energy flows through these characteristics determines how resilient you will be when it comes to dealing with high levels of disruptive change and having the ability to maintain high levels of performance.

The first step involves understanding your energy flow. You can gain this understanding by completing a Resilience Assessment and receiving your very own Personal Resilience Profile.

To follow up, I recommend also meeting with a Certified Personal Resilience Practitioner, who is trained to debrief you on your profile. Last, and most important, I recommend that you create an action plan to continuously improve in one or two of your characteristics that will give you the biggest return across them all. I received my Personal Resilience Profile in 2012. To this day I continue to use it as a tool in my arsenal to help increase my capacity to manage growth and change.

Tracey J. Jackson, PHR, is a Certified Personal Resilience Practitioner and owner of u-nex-o! unity excellence operationalized. Contact Tracey at tracey.jackson@unexoframework.com to learn how to receive your own personal resilience profile. unexoframework.com | 910-523-7038 // Winter 2018

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NAMC News

By American DBE Staff

NAMC’s UMCNC Chapter and Hispanic Contractors Association Forge Partnership The primary mission of organizations that support diverse contractors is to find innovative ways to serve their memberships. Services offered to members typically include advocacy, education, contracting opportunities and mentoring. Often, these similar services provided across multiple organizations have the potential to create overlap and competition between organizations and force diverse firms to make the difficult choice regarding which organization to join.

In response to their members’ concerns, the United Minority Contractors of North Carolina (UMCNC) and the Hispanic Contractors Association of the Carolinas (HCAC) decided to partner their efforts to create synergy, maximize resources and to offer greater opportunities to their respective membership bases. The two organizations signed a Memorandum Of Understanding in February 2018, with the intent to work together to address the needs of minority contractors in the Carolinas region. The MOU establishes joint membership between the two organizations, combines training and development programs, and enhances partnership in advocacy efforts to advance opportunities for the membership. Through this agreement, members of UMCNC and HCAC are entitled to the services and benefits of both organizations after paying one membership fee. UMCNC is a North Carolina-based affiliate chapter of the National Association of Minority Contractors.

Patrice Gilmore, director of business development for Holt Brothers Construction and chair of UMCNC, believes this effort will change the trajectory of the organization. “This changes the entire game for us,” Gilmore said. “We were at a point where we needed more members and HCAC really brought that to the table, because they have a really strong membership.” She also believes UMCNC’s advocacy efforts, especially regarding legislation affecting minority business contractors in North Carolina, will greatly benefit the HCAC membership base. “UMCNC brings strong advocacy to the table,” Gilmore said. “HCAC’s members are a little more

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// winter 2018

Leadership of UMCNC and HCAC celebrate the signing of a memorandum of understanding between the two organizations at the UMCNC Industry Day program in February 2018. Pictured left to right are: Brenda Pollard, UMCNC Executive Director, Patrice Gilmore, UMCNC Board Chair, Reneé Jones, HCAC President and Lissette Velez, HCAC Membership Coordinator. reluctant to be out there publicly advocating, especially with sensitive issues like immigration on the table.” The combined membership of the two organizations is approximately 200.

Reneé Jones, senior regional diversity director at Skanska USA Building and chair of HCAC, expects members of HCAC to benefit from the networking opportunities partnering with UMCNC will provide. “Our members are in different stages of entrepreneurship, and they have a unique challenge – being immigrants – in learning the complicated world of business here in the United States,” Jones said. “I am hoping that it is a lot easier for them to network with their peers in UMCNC than it is to network with GCs; so I am hoping for those types of connections for them as far as getting work.”

The UMCNC Board of Directors also supports the partnership with HCAC, acknowledging that most of the construction workforce is Hispanic, and that this segment of the population needs to be represented in UMCNC for the organization to be true to its calling as a minority contracting organization. “We have to be real; this is where most of the people in the industry are coming from,” Gilmore said.

Another way UMCNC will benefit from the partnership is learning how HCAC provides technical and business development assistance to their members. Gilmore said, “Our strength has been our legislative advocacy and our outreach on business opportunities, but HCAC has done a great job of servicing their members and providing assistance and resources to help them grow their business.”

One of the first joint activities for the two organizations was a “Superintendent Training” course held in February 2018 and sponsored by the North Carolina Department of Transportation – primarily for UMCNC and HCAC members. The course was initially set up for UMCNC members, but after the MOU was signed, the course was expanded to include HCAC members. “These are the types of opportunities we wanted to provide to our members,” Jones said. “We have done great with the entry-level training for new companies, but this allows us to provide training for our more experienced companies as well.” UMCNC and HCAC plan to consider additional ways to partner with NCDOT to encourage members to consider transportation opportunities and to participate in other NCDOT DBE Supportive Services Programs.

Jones thinks that the partnership between UMCNC and HCAC will motivate their members to look at more ways to work collaboratively and to find new opportunities. “We have always told our members to look at joint ventures and partnerships, so this is an opportunity for us to lead by example; and to show our members that we can do this,” Jones said.

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W W W. A M E R I C A N D B E . C O M

Upcoming National Events National Association of Minority Contractors (NAMC) 49th Annual Conference; June 13-15, 2018 in Plano, Texas

American Contract Compliance Association (ACCA) 2018 National Training Institute

June 13-15, 2018 in Plano, Texas I www.namcnational.org

August 28-September 2, 2018 in Cleveland, Ohio I www.accaweb.org

Conference of Minority Transportation Officials (COMTO) National Meeting and Training Conference

National Association of Women Business Owners (NAWBO) National Women’s Business Conference

July 28-August 1, 2018 in Baltimore, Maryland I www.comto.org

September 23-25, 2018 in Spokane, Washington I www.nawbo.org/events

National Association of Women in Construction (NAWIC) 63rd Annual Meeting & Education Conference

National Minority Supplier Development Council (NMSDC) 2018 NMSDC Conference + Business Opportunity Exchange

August 15-18, 2018 in Orlando, Florida I www.nawic.org

October 14-17, 2018 in Austin, Texas I www.nmsdcconference.com

Airport Minority Advisory Council (AMAC) Airport Business Diversity Conference August 21-25, 2018 in Seattle, Washington I www.amac-org.com // Winter 2018

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June 13-15, 2018 dallas, texas

workshop topics • • • • • • • • • • • 46

Heavy Civil/Infrastructure Federal Contracting Airport/Transportation Sports/Entertainment Healthcare Finance, Bonding, & Insurance Marketing Safety Planning Lean Construction Construction Law Women In Construction // winter 2018

Follow us online for conference updates! @NAMCNATIONAl

www.namcnational.org/conference

Photo credit: Alan Karchmer

// Winter 2018

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