Our Blog

Meeting Diverse Hiring Goals in Construction

Wed, 04 Jun 2025 04:00:00 +0000

As a Certified B Corp, we use business as a force for good. This includes hiring a diverse workforce both at C.E. Floyd and with the partners we use to build our construction projects. We embrace and encourage our employees’ differences and want everyone to feel they have the same opportunity for equitable growth and success.

Social Procurement Drives Value

We’re focused on social procurement and the broader impact our choices have on the community, including economic development and employment opportunities. We make purchasing decisions that drive social value and impact. Some things we’re doing are:

Hiring trade partners within 50 miles of the project site when economically possible
Intentionally inviting companies owned by under-represented populations to bid on our projects and continuing to grow our list of companies that meet these standards
Engaging in the local community in our areas of operations and volunteering with and making financial donations to organizations that are striving to alleviate poverty

Case Study: Meeting Workforce Hiring Goals for Creative Hub

We’re currently working on a Tax Increment Financing (TIF) project in the City of Worcester that includes comprehensive workforce and supplier diversity goals. Key project requirements include:

Local Hiring: Contractors must be located within 30 miles of the job site
Diverse Trade Partners: Inclusion of certified Women-Owned (WBE) and Minority-Owned (MBE) businesses
Compliance & Documentation: Accurate record-keeping to show good faith effort in meeting the requirements, including:
- Certified payroll submission
- Compliance with prevailing wage requirements
- OSHA 10 certification for all employees (cards collected)
- Monthly submission of job sign-in sheets
- Monthly workforce tracking and reporting

Creative Hub groundbreaking celebration

Workforce Hiring Goals

Along with the requirements above, this project also set ambitious but achievable hiring targets for onsite labor:

50% local residents
38% people of color
10% women
50% of subcontractors within a 30-mile radius
15% apprentices

Each month, we collect documentation from our trade partners and submit a workforce report to the City of Worcester’s Diversity Monitoring Committee, ensuring transparency and accountability. Our success relies on clear communication, rigorous tracking, and a shared commitment to inclusive hiring. In addition to the monthly reports, we meet with the committee every two months to discuss the numbers.

Preparing for Success to Meet the Goals

The work we started several years ago to identify and prequalify diverse trade partners played a crucial role in helping us make a good faith effort to meet the project's hiring goals. We were able to invite at least one diverse company to bid on the project for each trade through these earlier efforts. To build on that number, we also engaged a third-party vendor to expand our diverse bidding pool, and we collaborated with state and local workforce development agencies.

During the bidding phase, we clearly communicated the workforce goals to all bidders and explained the tracking and reporting requirements. Once the bids were in, our project manager talked with the trade partners during buyout negotiations to ensure they understood the expectations and could meet the workforce targets. The requirements were then incorporated into every trade partner contract, establishing a shared commitment from the outset.

Once the buyout was complete, almost 50% of the dollar value of our contracts went to local Worcester contractors, and three contracts went to diverse trade partners. The project is ongoing, so the onsite labor percentages are still changing. The local resident and apprentice targets have been the most challenging to meet.

Supplier diversity aligns with our mission and values, while creating tangible benefits for communities and society as a whole. We acknowledge that we still have work to do, but we’re committed to continuous improvement and growing our impact over time.

Making Every Number Count: Reflecting on Our 2024 Impact

Mon, 31 Mar 2025 04:00:00 +0000

As we wrap up B Corp Month, we take this opportunity to reflect on the measurable impact we’ve made in 2024. This year’s B Corp Month theme highlights the power of collective impact, something that resonates with us. We know great things happen when we work with our stakeholders in mind: our employees, our clients, and the communities that depend on the work that we do.

That’s why in 2023 we announced our tagline: Make Every Number Count. This commitment isn’t just a marketing campaign; it’s a guiding principle that drives our efforts to track, measure, and improve the ways we serve our stakeholders. Every number represents a step forward in building a more sustainable, equitable, and community-focused business.

Here are some of the key impact metrics we’re proud of in 2024:

100% of employees earn a living wage- Providing a fair wage gives our employees the tools to succeed

High-to-low pay ratio: 1:5- We maintain a fair pay structure that promotes equity and transparency

66% average recycle rate- Sustainability is core to our operations, and we continue to push for waste reduction across all projects

59% of our clients are nonprofits- We are proud to support organizations that create positive social change in their communities

30% of our employees identify as women, compared to the industry average of just 14.3% (source: U.S. Department of Commerce); We are committed to fostering a more inclusive and diverse workforce

430 volunteer hours contributed- Giving back is important to us and our team actively engages in initiatives that make a difference in our communities

Each of these numbers helps to tell our story—not just of what we’ve accomplished, but where we’re headed.

Our B Corp journey is rooted in transparency, accountability, and purpose. As our President / CEO Chris Floyd shares:

“We became a B Corp because we wanted to show how our mission truly impacts our stakeholders, the people we work with and the communities we serve. It sets us apart, and more importantly, it gives us a path to improve our impact each year.”

As we move forward in 2025, we remain committed to tracking our impact—and making every number count.

Saint Francis Hospital: Taking Care of Its Own, so They Can Take Care of Others

Thu, 23 Jan 2025 05:00:00 +0000

The Serenity Suite at Saint Francis Hospital was truly a labor of love for the hospital for over three years. The Saint Francis Foundation Board wanted the hospital staff to know there is a community of people who care for them. Saint Francis Hospital is a mission-driven organization that cares for patients’ bodies, minds, and spirits. The caregivers deserve that same attention.

We completed work here in the spring, but the hospital’s furniture didn’t arrive until September, allowing them to open the space to their employees at the beginning of October.

Donors to the Serenity Suite, including Jeff Palmer (far left), cut the ribbon!

In support of the healthcare workers, we donated our nominal fee back to the hospital to use towards the project, which was funded solely through philanthropic dollars.

Tim Stanton, Regional Vice President of Philanthropy for Saint Francis Hospital and Trinity Health of New England, calls the space a “thoughtful investment in our colleagues.”

The Serenity Suite includes a room with a large screen to view and listen to various nature scenes, a small yoga room, and a small renewal room. Access to a calming environment supports mental health by reducing anxiety and promoting a sense of calm. The hospital staff can return to their duties with renewed focus and energy, which enhances the quality of care Saint Francis provides to its patients.

Valerie Powell-Stafford, President of Saint Francis Hospital and Mount Sinai Rehabilitation Hospital, commented, “Taking care of our colleagues is a priority so they can be in a position to really care for our patients. You must take care of yourself before you take care of others.”

Trinity Health of New England piloted the Serenity Suite at a smaller hospital. That space gets more than 700 visits each month.

Transforming a few offices into a calming environment to support mental health and enhance the well-being of the hospital staff will be a worthy investment for Saint Francis Hospital. In the first two weeks it was open, the Serenity Suite had over 2,200 visits. Users have called it a “game changer” and “lifesaver”.

If you’d like to talk with us about how you might be able to add a space like the Serenity Suite to your healthcare facility or senior living community, please contact us.

Building for the Next Century of Rowing at Brooks School

Tue, 10 Dec 2024 05:00:00 +0000

It’s the stuff schools dream of: an unsolicited, restricted donation that would alleviate fundraising for a future strategic project.

The Lyman Boathouse, built in 1930, had slowly been encroached upon by wetlands. So much so that flooding of the lower-level boat storage area was a fairly common occurrence. In spite of this, the boathouse held a special place in the hearts of Brooks rowers because of the gathering room on the second floor. So when a donor stepped up with a significant contribution restricted to building a new boathouse, the idea was appealing but divisive. Yes, a new boathouse was needed, but could the school win over the hearts of the rowers?

Brooks School decided to consolidate its two small, outdated boathouses – the Lyman and Holcombe buildings – into one new one to better serve the growing rowing program. From initial idea to completion, the new boathouse took only two years to finish, which is quite impressive.

Early in the fundraising stage, Director of Rowing Tote Smith met with a potential donor, who asked him if the design had everything he wanted. Tote replied that it had everything he needed but not everything he wanted. The donor told Tote to dream bigger and return to him when the design included everything Tote wanted. In response, the program added a third bay for fixing boats, a large covered porch looking out at the lake, more space for the teams, and room to grow.

Low Water Pressure Impacts the Design

Brooks added C.E. Floyd to the project team during preconstruction, and we dug right in with Architect Olson Lewis. One of the first challenges we experienced came after the onsite water pressure test showed we didn’t have enough water flow to run fire service to the building. A pump house, at a cost of $50,000 to $60,000, would be required. By redesigning the building to decrease the height by two feet, the building would not need sprinklers. However, that idea was quickly put to rest because Tote Smith said they needed the higher ceiling heights for boat and oar storage, so we were right back where we started. Finally, we came up with the idea to compartmentalize the lower level by installing fire-rated walls between the boat storage bays and the workshop. This enabled the sprinkler system to be designed around the water flow without requiring the addition of a pump house.

Design Considerations for a Three-Season Building

The boathouse is a three-season building, so the entire interior was finish-grade sheathing that had to be exterior-rated since there is no temperature control inside the building. The only exception is in the sprinkler and mechanical room, where there is an electric heater. This space is monitored through the school’s alarm company service for the fire alarm, so if the temperature gets below a specific threshold, the alarm company will receive a notification.

Building on the Banks of a Drinking Water Source

At the dedication for the boathouse, when Tote Smith commented, “It didn’t help that the plan needed comment and approval from just about everyone in the State of Massachusetts and the Town of North Andover who had anything to say about wetlands, drinking water, bathrooms, animal habitat, rocks, trees, dirt, grass, accessibility or about Brooks in general,” he was only slightly exaggerating.

Another big challenge of this project is its location on the banks of Lake Cochichewick, which serves as the town’s drinking water. The town has had problems with the water quality in the past resulting from runoff dumping into the reservoir. We created a grading plan for the site that the Conservation Commission approved. Only later did we learn the town raised the lake's water level by two feet unbeknownst to the Conservation Commission. The grading plan no longer worked, because the entire boat staging area near the docks would be turned into a muddy mess and that wasn’t acceptable. We worked with the Conservation Commission, our sitework trade partner, the engineers and Brooks School to figure out the best way to handle the water level change. In the end, we were able to cover the boat staging area with stone, which works better than the original design.

Because of the proximity to the reservoir, we couldn’t discharge any water off the site during construction unless we tested and treated it. We were also required to file initial and final water discharge reports with the EPA. According to the civil engineer, there was no runoff from our site, so we could discharge clean water within the confines of the site. However, wastewater from the trades couldn’t be dumped and had to be collected in tanks, tested, then disposed of by a third party. This included all water used by the sprinkler, painter, carpenter, and cleaning trades, among others. We tried to keep similar gray waters together in tanks and labeled each one.

The geotechnical engineer was also required to do weekly erosion control checks on behalf of the Conservation Commission.

A Separate Bath House is Needed

The location of the building was grandfathered in because of the existing buildings we took down. However, we couldn’t cost-effectively add bathrooms in the new boat house. We were inside the 100’ water protection zone and would have to pump the waste up the hill away from shore to the sanitary line. We built a separate bath house beyond the buffer zone and at the closest location to the sanitary line for easy tie-in without resulting in additional work and expenses.

Defining the Finish Line

The orientation of the building on the site was extremely important. The finish line camera had been mounted to the side of The Lyman Boathouse with the southern wall of the building defining the finish line. Due to a change in the location of the starting line, the course had a 7-degree bend in it, making it hard for people unfamiliar with the course to see which boat was in the lead. This angle was alleviated by orienting the new boathouse to remove the slight bend while once again aligning the finish line and camera with the southern wall of the building.

When the Old Becomes New Again

The new boathouse pays tribute to the history of the rowing program. When you enter the front door, you’re greeted with a picture of the Lyman Boathouse. As you continue down the hallway, there’s a framed photograph for every year of Brooks Rowing adorning the walls. Plus a touchscreen monitor that will hold a full digital archive of the program.

Then you come to The Program Room, which was designed to look and feel like the original room in the Lyman Boathouse. The school’s championship oars hang from the ceiling, the couches were saved and now live in this room, and there’s even a wood-burning fireplace. One of the cool new features is the scull boat installed above the rafters during construction to commemorate the past rowing teams.

When alumni step into the new boathouse, they are won over. From the program's rich history adorning the walls to the Program Room, they realize the new boathouse is just what Brooks rowing needs for the next 100 years.

The building is a win for the school as well. Where the previous boathouse served only the crew program, this one has already held many functions, such as a school dance, a Trustee dinner, and social events for sports teams, dorms, and other small groups.

Creating Harmony in the Schematic Design Phase: The Importance of Early OAC Collaboration

Fri, 15 Nov 2024 05:00:00 +0000

In the ever-changing world of construction, the relationship between the owner, architect, and construction manager (OAC) is pivotal. Establishing a harmonious partnership early in the process, particularly during the Schematic Design (SD) phase, can have a dramatic influence from start to finish on the outcome of a project. This is part of our series that delves into the critical importance of this early-stage synergy.

Chris Dittrich, Connecticut Preconstruction Manager here at C.E. Floyd, and Agustina Lasala-Ruffo, Senior Associate at MBH ARCHITECTURE, are two key figures in the successful collaboration of the Chapel Haven project. Chris brings a wealth of experience in preconstruction, ensuring that the right people are involved at the right time to create a seamless construction process. His focus on strategic planning and early-stage involvement has been instrumental in aligning project goals with realistic budgets and timelines. Agustina, with her deep expertise in healthcare and senior living architecture, is dedicated to designing spaces that meet clients' specific needs, ensuring that the end-users' experience is at the heart of every decision. Together, their partnership exemplifies the importance of early and harmonious collaboration in the construction process.

The Unique Case of Chapel Haven

Chapel Haven, a residential school and independent living facility offering a range of supports for adults with Autism and Aspergers, a unique project with ample funding, serves as a utopian example of the benefits of early and harmonious OAC collaboration. Unlike many facilities that previously operated as assisted living facilities, which can often feel depressing, Chapel Haven was designed with its specific population in mind. This approach ensures a supportive and uplifting atmosphere.

Early Intervention

A true partnership among the OAC team can transform the construction process. As Chris reflects, “construction can be radically different if you put the right people in place at the right time.” Agustina, emphasizes the importance of designing with the client's needs at the forefront. By listening to and incorporating the needs of those who will use the space, architects can build lasting relationships and create buildings that surpass a client’s needs and turn visions into reality.

Having these critical partners on place is a unique experience that does not manifest often. When it does happen, however, it pays off in dividends. A client’s desires and dreams can either come to fruition or brought back to reality. Getting to this early sets expectations and helps put everyone on the same page.

Starting with the Owner’s Vision

The process begins with the owner’s “pie in the sky” dream. By involving the construction manager early, the team can price check and develop a realistic budget that aligns with this vision. In the case of Chapel Haven, these details include the integration of necessary mechanical considerations, such as sound attenuation and vibration dampening, which are particularly important for residents sensitive to noise. Typically not included in the SD phase, these details were addressed early due to the involvement of the construction manager and engineers, which Chris described as a “blessing.”

Lessons Learned

Past experiences have shown the pitfalls of rushing through the design phase without the right partners. On previous projects, the absence of a well-coordinated team led to rushed and suboptimal outcomes. This time, Chris insisted on a meticulous design schedule with MBH, a firm known for its collaborative approach.

Engaging with Stakeholders

Regular meetings with Chapel Haven staff are integral to the design process, ensuring the design was informed by those who would ultimately use and maintain the space. This approach not only garnered staff buy-in but also helped prevent costly redesigns later on. MBH’s commitment, with roughly 100 hours of meetings to understand departmental needs, empowers all departments to contribute, hopefully resulting in fewer changes in the field.

Mission-Driven Design

Chapel Haven stands out as a mission-driven project, not constrained by traditional return on investment metrics. Instead, the focus was on meeting the community's needs, including support spaces for staff and future-focused amenities like a kiln and a green room. This mission-driven approach allows for a more comprehensive capture of the client's wishes without the limitations of a financial model.

Attention to Detail

The level of detail considered during the SD phase is exceptional. Safety features, such as door hardware and showers designed to be safe during panic attacks or meltdowns, were incorporated early, ensuring the budget reflected these specialty requirements. These considerations were discussed during stakeholder meetings and integrated into the design by MBH, leveraging their extensive experience and commitment to the project.

Early Collaboration, Early Success

The success of a construction project, especially during the SD phase, hinges on the early and harmonious collaboration of the OAC team. As Chris noted, “I couldn’t imagine doing this with any other team” than MBH. Their attention to detail, passion for the project, and dedication to blending the new building with the existing campus is crucial. This traditional New England college campus feel, combined with the functional and safety requirements, resulted in a project that not only meets but exceeds the needs of its residents.

In the next installment of our series, we will explore the Design Development (DD) phase and how continued collaboration and communication ensures that the project vision remains intact while addressing any emerging challenges.

Shared Values, Measurable Impact: Our B Corp Journey

Tue, 28 Nov 2023 05:00:00 +0000

In a world full of greenwashing and box-checking, we're all in on using Business as a Force for Good. We've joined the ranks of notable companies such as Patagonia and Ben & Jerry’s by securing certification as a B Corp. This recognition signifies the fulfillment of rigorous standards set by B Lab, a nonprofit employing an independent assessment across Governance, Workers, Community, Environment, and Customers. While the typical company scores 50.9 points, the minimum certification threshold stands at 80 points, and we're proud to announce we have scored 100.4 points on the assessment.

This win is the result of our commitment to Make Every Number Count, creating benchmarks that show ongoing improvement and development. Because when we care about the numbers, we're building a future we can all count on.

Central to B Corp ethos is our commitment to stakeholder value, not just considering profitability and shareholders. We solidified this commitment by becoming a Public Benefit Corporation, legally bound to uphold a public benefit statement. Our commitment revolves around creating spaces that benefit the communities in which we engage in business and creating opportunities (career and otherwise) to help our employees (CEFamily) reach their full potential —an extension of our core purpose of Building Visions and People®.

At the core of substantial certifications or affiliations lies our commitment to transparency. In the context of B Corp, this is underscored by the breakdown of scores into five categories. We exemplify this transparency, with the Worker's category contributing significantly to our cumulative score. Covering aspects such as compensation, benefits, and empowerment, our adherence to a living wage for all employees, quarterly open-door performance discussions, and a commendable high-to-low pay ratio of under 10x (in stark contrast to the US average of 344x) contribute to our stellar Workers score. President/CEO Chris Floyd notes, "[B Corp certification] is a recognition of how we treat our people, and how we care about people. And that's the area, along with the transparency and governance sections, where we really thrived."

Echoing the sentiment of the African proverb, "If you want to go quickly, go alone. If you want to go far, go together," we not only embody this ethos but actively live it by becoming part of the B Corp community. Through B Corp certification, we align with others that have made their principles and standards clear. Our commitment goes beyond words, extending into active participation in our local B Corp community, B Local Connecticut, underscoring our dedication to collective progress and ethical business practices.

In joining the B Corp community, we align with a collective commitment to not just talk about ethical standards but to turn those principles into tangible, measurable impacts. The importance of measurable metrics cannot be overstated in the pursuit of authentic and lasting change. Having a clear purpose is the starting point, but what really sets us apart is our dedication to track progress and Make Every Number Count. This isn't just a promise for a better future—it's something we can actually measure and watch unfold.

Recognizing Our Veterans

Thu, 09 Nov 2023 05:00:00 +0000

In honor of Veteran's Day, we asked the Veterans at C.E. Floyd to share about the things they learned while serving that they apply in their jobs today. Here's what they said:

Tony Giglio: Army Reserves

The biggest thing I learned from being in the military was making sure everything was “dress right dress” as they call it, which is a term they use for having everything neat and organized. I try to carry that practice with me into construction and keep the job site as clean and as organized as possible, which also helps a lot with production. I take a lot of pride in having a clean organized job site. The head of facilities at the Dedham Country Day School commented to me one time that I had the cleanest construction job he had ever been on.

Mark Giglio: Navy Seabees

What I remember most from my military training is “paying attention to detail”. This was impressed upon on us in boot camp in doing simple tasks like making your bed or keeping your locker organized. I try and apply this to the work I do today.

Tony Giglio (left) receives the Golden Hammer for core value recognition after his dad Mark Giglio nominated him for the core value Work Hard / Play Hard.

Brian McDougal: Army Infantry

I learned that no mission or project can be completed without a team around you that has the same motivation and drive as each other. I had never heard of the term “shirk” before coming to C.E. Floyd, but “never shirk” is a great phrase that can be used across the board for all careers.

Ray Pagliarini: Army

I learned how to be a team member as well as how to deal with different personalities and have everyone operate as a team. I also learned what it means to be a leader under difficult circumstances and always remain calm. Also, getting up early, showing up early, and treating others with respect. Last but not least, I learned to always use the chain of command.

Thank you to Tony, Mark, Brian, Ray, and all the Veterans out there for your service to our country!

Occupied Healthcare Construction: Considerations When Hiring Your Contractor

Mon, 16 Oct 2023 04:00:00 +0000

Healthcare construction needs to be seamless, because people’s lives are literally at stake. Patient safety is always the number one priority. When it comes to healthcare facilities, every detail matters, and the construction process can negatively impact patient care. When you hire your contractor, you want to look for one who communicates effectively, pre-plans the work, and minimizes disruption to your operations.

Effective Communication

Effective communication is the cornerstone of any successful construction project. Communication is more than just talking and listening; it’s about making sure everyone involved is on the same page.

Healthcare construction involves many stakeholders, from architects and contractors to medical professionals and hospital staff. Clear communication ensures that everyone understands their roles and responsibilities, reducing the risk of misunderstanding and errors. When possible we use your preferred vendors. They’re used to working in your space and know your facility’s protocol. On a recent project, we learned that it can be worth it for you to pay a little more in order for us to hire a preferred vendor after we had to replace a subcontractor early on in the project.

To foster collaboration, it’s essential for the contractor to over-communicate with staff, doctors, and nurses. Your workers need to know what to expect regarding noise levels and distractions on a daily basis. The contractor should also build strong relationships with the healthcare team to help create a harmonious working environment.

Trust is paramount in healthcare construction. Open and transparent communication builds trust among all parties involved. Trust enables better decision-making and problem-solving, which are critical for a complex project like one in a healthcare setting.

Pre-planning the Work

Pre-planning, preconstruction meetings, and coordination sessions are critical for aligning the efforts of trade partners, the design team, the owner, and the facilities group. These meetings lay the groundwork for a well-organized construction process. It was through coordination meetings with the above-mentioned subcontractor that we learned they weren’t the right fit for the project. We were able to pivot to a preferred vendor without a negative impact to the schedule because we were planning the work early.

Pre-planning involves meticulous consideration of logistics, shutdowns, and critical aspects of the project. Other vital components to address include your expectations and requirements for third-party inspections, frequent communication of the contractor’s schedule with all relevant parties, and early resolution of the contractor’s questions. Getting the contractor in to conduct early surveys of the space and systems also ensures a smoother construction process.

Developing a comprehensive pre-planning strategy is key. It should encompass all aspects of the project, from timelines and budgets to safety protocols and risk mitigation plans. A well-thought-out strategy sets the course for a successful construction project.

Minimizing Disruption

Healthcare construction can easily be disruptive, but there are measures to minimize it.

Healthcare construction teams must adhere to ICRA and ISLM plans in occupied facilities. These plans are designed to mitigate risks that could endanger patients, residents, and staff. The construction team must keep non-work areas clean to prevent infection risks. Using tools like STARC panels, negative air machines, and damp mats can help maintain a sterile environment outside the construction zone. Discussions with the healthcare facilities staff about building layout, traffic flows, parking, and debris disposal should be ongoing.

Your contractor should have clear notification protocols in place to alert healthcare staff before starting noisy work. This allows the staff to take necessary precautions and plan accordingly. For example, our superintendent would notify the hospital staff of noisy work before we started for the day. Once the loud activities began, he would do a quick check-in with the neighboring staff to make sure the noise was tolerable. If it was too loud to continue work, we would reschedule that activity to a night shift when it was less likely to disrupt the patient experience and healthcare operations. This was the case when we needed to demo a CMU vault that shared a wall with an active nurse’s station. As soon as we learned the work was too disruptive, we stopped and rescheduled it to the night shift team. Having a construction team that can adapt is critical.

In conclusion, the seamless construction of healthcare facilities requires open communication, meticulous planning, and a commitment to patient safety. By prioritizing these aspects, construction teams can ensure that healthcare facilities are built and renovated with the utmost care and precision, ultimately benefiting patients and the healthcare community as a whole. Politeness and professionalism go a long way when working in an occupied healthcare building. Building positive relationships with your hospital staff fosters a collaborative atmosphere.

Chasing Dreams with C.E. Floyd's Dream Manager Program Pt. 1 - Building People: C.E. Floyd Podcast Episode 5

Thu, 21 Sep 2023 04:00:00 +0000

Brand Storyteller Richie McNamara and Accounts Payable Manager Katie Smith sit down to discuss Katie's journey with C.E. Floyd's Dream Manager program, where she is discovering how to prioritize herself, chase her dreams, and build a brighter future.

Transcript

Richie: In this episode of Building People, I sit down with Katie Smith to discuss C.E. Floyd's Dream Manager program.
Our leadership team developed this program to provide our CEFamily with the opportunity to recognize the initial steps toward chasing down their dreams.

Hi Katie, welcome. Thank you for joining me today.

Katie: Thank you for having me.

Richie: I'm really excited to talk to you today about the Dream Manager program. Congrats on being selected. But first, do you want to talk about what your role here is?

Katie: Sure. So my title is accounts payable supervisor. I oversee our accounts payable coordinator. I also oversee all of the accounts payable processes, incoming payments, getting the bills paid, and making sure things are paid on time and in the most efficient process possible.

Richie: I just wrote a little profile on our LinkedIn page, go check it out, about your jujitsu practice. Do you want to want to give the audience a little teaser of what that's like?

Katie: So the profile that you did talked about my experience with competing in a very specific match I had last year, and the connections you make with the people I compete against. And a lot of the parts of jujitsu that spread to the rest of your life, the ability to stay calm under pressure, the ability to like, prioritize and just look at your life and realize, like what's really important. And since then, I'm excited to share. I got my first gold medal back on May 20th!

Richie: Congrats! So a little bit about the Dream Manager program, it was introduced in 2020. The Fully Living Out Your Dreams program is what it's been coined. So it's a talk series, a series of self-help seminars, and it's kind of inspired by this book. The Dream Manager by Matthew Kelly.

Katie: The idea is laying out all the dreams that I have in life and focusing on one specifically and just having that support and being able to make that happen

Richie: So you applied and were selected to have this dream manager experience. Just out of curiosity, what was the application process like?

Katie: Chris asked two questions of the applicants. And the first one was, what is your motivation to invest in yourself and explore your dreams? And he asked us to kind of explain the commitment to that. And my motivation came from a cycle in my whole life of people-pleasing. I always kind of thought that if I put others first, that would turn around and make me happy. But as I get older, I'm starting to realize that I have to fulfill my own happiness in order to be my best self, to present as a friend, as a partner, as a manager, as an employee. So I think working on myself and prioritizing that will kind of spread out into the other areas of my life.
The second question was what barriers do you currently face that working with a dream manager could help you overcome? And I think my biggest barrier has always been waiting to take action until I feel fully ready for something, waiting until the situation is perfect, waiting until all the pieces fall into place. And sometimes I need someone to say, like, this is as ready as you're ever going to be, and let's go. And I think that's what that dream manager is going to help me with, just kind of sticking with me side by side, making sure that I keep moving forward and thinking today rather than someday.

Richie: Yeah, absolutely. I love both parts of what you said because if you can't help yourself, how are you going to help other people?

Katie: Exactly. I think another thing is I have always been very independent. I pride myself on standing on my own two feet and doing things for myself. But that has created this idea that it's not okay to ask for help. So it's something I've been working on, and I think this is going to be a big help with that. This is inherently someone helping me through this entire process and I'm accepting it and I'm opening myself up to it.

Richie: So you just had your first kick-off meeting with the dream manager, who is the dream manager and how did it go?

Katie: His name is Tony Ferraro. He is the director of training services for Floyd Consulting, the company that Matthew Kelly created to establish this program. And it was great. He seems easy to talk to. I felt like an instant comfort with him. He knew a lot about jujitsu, so we kind of instantly bonded over that. And just right off the bat, I felt like he was going to be someone, like, easy to work with.

The kickoff meeting was mostly just an introduction and very high-level laying out what this program is going to be like. You know, the things we talked about, how we're going to work on like a specific dream, how he's going to help me with different aspects of my life, like physical, emotional, intellectual, spiritual. We'll meet once a month over the course of the next year, there'll be little bits of homework and things to work on.
He sent over a bunch of materials, this binder that kind of goes through each session and gives me things to focus on in between our meetings, as well as a couple of books. The Dream Manager book and another one by Matthew Kelly that is called The Rhythm of Life. The basic idea is that the four areas of your life, the physical, emotional, intellectual, and spiritual, are kind of the areas you need to focus on for like overall happiness and fulfillment.

Richie: So why is this meaningful to you?

Katie: Like I said, over the course of my life, I've always put other people first. And I think this is helping me to put myself first, for one, and to focus on something that is... although it's going to help the other people in my life, it's really for me.

Richie: Great. I do want to document your whole process, so I'll definitely have you back once you're at the next step of this experience, whatever that is. Is there anything else you want to share about this experience so far?

Katie: It sounds like my first session is going to be when I'll get the chance to build what's called my dream list. So they listed a number of different categories adventure, emotional, financial, professional, character, and psychological goals. They provided me with a journal, so I'll get the chance to sit down and list out I think it's 100 dreams that I have, so that's going to take some time, but it'll be cool to kind of dig into that. And then I think I'll get the chance to really select which dream I'm going to focus on for the next year.

Richie: Well, thank you for joining me today, Katie. I'm so excited to learn more.

Katie: Thank you for having me. I'm excited to share it.

Richie: Two months after our initial conversation, Katie and I met up again to check in about her dream manager journey. We discussed the progress made in narrowing down her goal and the tools and guidance the Dream Manager has provided her so far.

Welcome back! Thanks for joining me. How are you? How's your summer?

Katie: So far, so good. It's gone by really fast. In June, I got the chance to take a vacation to Key West with a couple of my close friends. So that was a nice reset and refresh. Since coming back, I started my eight-week training camp for Master Worlds, which is a big Jiu-Jitsu tournament in Las Vegas at the end of August. So that's ramping up right now.

Richie: Wow, you're right in the thick of it.

Katie: I'm in the thick of it right now. Yes.

Richie: Well, I appreciate you taking the time to do this with me. The last time we talked was two or three months ago, and you were just getting started with your dream manager journey. You've met a couple of times with the dream manager since we talked. What have you accomplished since?

Katie: So the first meeting was kind of just an intro to the whole program, and my homework from that meeting was to come up with my list of dreams. The goal was to come up with 100 total dreams and they fit into a bunch of different categories like adventure, emotional, material, creative, and psychological. Breaking it down by category made it a little easier to do 100. I didn't come up with 100. I came up with 89. And they vary in scale from, you know, a variety of places that I want to travel to, to little things. One of the material dreams I have is buying a car outright in cash, with no payment. So they kind of scale from big to small. And then in that last meeting, we talked about how to prioritize dreams because I have this huge list and it's overwhelming and the idea of achieving all of these dreams feels overwhelming. So we did an exercise on how to compare and contrast things, using the example of when you and your partner/your friends are trying to decide where to eat and you come up with three or four restaurants and you can't decide which one. So it's kind of a compare and contrast. Compare number one to number two. Number one to number three, and that helps you narrow it down. So we compare that to the idea of dreams and the goal now is to narrow it down to four dreams. And this will help me establish the dream that we are going to work towards. So he broke it down. Two of the dreams that I'm selecting are something that can be obtained in the next 12 months. So he suggested that those be either financial or physical because they're easy to track, they're easy to break down into manageable steps. And I think it's easier to achieve dreams when you can see the progress, you know, then the third and the fourth. The third dream to select is one that I would imagine achieving in the next 1 to 5 years. The last one is something I would imagine achieving in five-plus years. So I think the one that I will select to work with him on will be one of those 12-month dreams since we're doing a 12-month program. But I think the idea of the 1 to 5 years and the five plus years is good to keep the idea of dreaming and working towards my dreams, and my goals, even after we meet.

Richie: That's great that it's kind of like setting you up to build these habits that keep you consistently working on self-improvement and achieving your dreams.

Katie: Exactly. He used the example of if one of the dreams that we work towards in the 12 months is financial, whether it's paying off debt, building a savings account, you know, things like that, that can set you up for some of those bigger dreams, like to own my own home. And the adventure category was the biggest. I want to travel and see things. So getting in a better situation financially could potentially help set me up for things like that in the future.

Richie: Last time we talked, you mentioned how part of this dream manager journey for you is doing something for you, prioritizing yourself. Do you feel like you have started adopting that kind of mindset since you started working with the Dream Manager, just like in your daily life?

Katie: Yeah, I think I've been trying to prioritize myself and my needs more and put myself first when I make decisions. Because I think, as I mentioned last, the better I am, the better I can present myself in every situation, whether it's at work, at the gym, as a teacher or training partner, you know, in my relationship and my friendships. So I feel like if I fill my own tank, then I can fill up your cup, and you can share with others. And I think I've been trying to think of that more often.

Richie: That's great to hear. So I know you aren't totally narrowing your dreams down yet. You aren't at that stage. But do you have like a handful that you think will end up making the final cut?

Katie: Yeah, I'm looking at the idea of paying off some credit card debt. Working at a nonprofit previously... my salary would cover my rent, and my utilities, but I would have to rely on a credit card for things like groceries, gas, and everyday living expenses. Now that I'm in a much better situation, I think I'm still carrying that burden a little bit. And I think for a physical goal, that would involve jujitsu tournaments. There is kind of a scale. There are the local ones that I've done. This one in Vegas is a much bigger organization, and there's an even larger one called the Pan American Championship that's in Florida. And it's something, you know, you train for months, you really kind of put your all in, and people come from all over the world. I kind of thought that I would never be quite that good, you know what I mean? But I'm trying to think of it differently. It's not about how good I am. It's about the work that I can put into it. So I'm thinking of maybe using that as a goal to work towards.

Richie: He said the financial and the physical ones are the ones that are easiest to track or see results?

Katie: Yes, the financial, for example, if you have this much of a balance and you want to pay it down, you can see that you're paying, you know, you can watch the numbers go down. And that's satisfying to see, you know, to kind of see that that ticking down. And I think the physical he mentioned that a lot of people talk about a goal of losing this much weight or reaching this size. And it's easy to see that, you know, as the number goes down, your clothing changes or, you know, building up to doing a certain number of pull-ups. So I think it's those types of goals that you can check in on and stay motivated instead of just looking at the big picture. It's almost like breaking it down into many goals, and meeting those many goals gets you to that big one, right?

Richie: I can totally see how that feeling, satisfaction of seeing those kinds of milestones can help.

Katie: And I think it keeps you motivated because making this dream list, a lot of the things I'm thinking of felt so out of my reach. And it's almost overwhelming. Like, I'm looking at this whole list of things that I haven't done and I'm like, How much time do I have? How many resources do I have? So I think that breaking it down into smaller, more manageable goals I think keeps that endorphin boost going.

Richie: What are some of the specific tools or structures that the Dream Manager has provided you that you find really helpful?

Katie: Something that I found really helpful that I'm kind of thinking about throughout the month in between our meetings, we start each meeting with this thing called the Rhythm of Life scorecard. So he has four categories physical, emotional, intellectual, and spiritual. You check in and you rate them green, yellow, or red, similar to a stoplight. You know, red means I'm not doing all this at all. Yellow means I feel pretty good, but I could improve. And green means I feel like this is on point right now. And I think then we check in quickly about if there's any that I picked green or yellow. Like, what can I do to maintain that, especially the green. If there's anything that I'm feeling red, what can I do to bring myself to a yellow or a green? So it kind of forces me to look at myself first because these four things are very personal, you know what I mean? And it kind of helps me to see what feeds into each of these, like what makes me feel the green level for emotional, what makes me feel that green level for intellectual? It makes me evaluate kind of where I'm at at the moment, which is very grounding. My brain is constantly thinking, you know, at this moment, but also the next moment, next day and next... I'm a planner for sure. And I think this helps me be in the moment for a minute, look around myself, and say, where am I at right now? How can I improve that? And I think I've been thinking about that more in between meetings. Like, you know, I'm driving to work, I'm driving to the gym. Take a minute to check in with me. Am I feeling green in all these categories? What can I do today to make that feel a little better? What can I do in the next week to make that a little better? It helps.

Richie: That's so interesting because I think of this Dream Manager thing as like planning, structure, and foresight type of thing. But then these mindfulness techniques are really what makes you good at planning.

Katie: Exactly. And I think the purpose is that the more mindful you can be in the moment, the more you can think about the future. And I didn't think of that. I'm constantly thinking about the next week, the next month, or next year. And it's hard for me to remember, what about the moment I'm living in right now? I'm amazed at how much I think. I mean, it's only been two sessions so far, but I can already see that this is going to spread out into the rest of my life and help me make improvements in the way I'm living every day, which is great.

Richie: Well, I'm enjoying following this journey with you. I feel like every time we talk, I learn something new about obviously your dream manager journey, but also, mindfulness and how to be your best self. So is there anything else you want to share?

Katie: My goals are to narrow down those two 12-month goals and then to look at that bigger picture, like what do I imagine the next 1 to 5 years?

Richie: Looking forward to our next conversation!

Stay tuned to the Building People podcast to keep up with Katie's Dream Manager journey, as I'll be checking in with her periodically to track what this process looks like. You can follow us on Spotify, and Apple Podcasts or subscribe to our YouTube channel.

Senior Living Construction Trends Impacting Owners and Developers – Part 2

Mon, 31 Jul 2023 04:00:00 +0000

Senior living development and construction is increasingly complex and demanding. Owners and operators need to consider a multitude of factors including market demand and differentiation, attractive program offerings and related amenity space requirements, regulatory mandates, staffing, and of course, financing strategies.

Understanding trends in the planning and construction of senior living facilities is another factor that will help the design and development process move smoother and faster. In Part 1, we looked at the first two trends. They are:

Trend 1: There’s an increasing number of building construction options.

Trend 2: Technology considerations are becoming an earlier design/development focus.

Here are three more construction trends we’re seeing and suggestions on how to make these work for you.

Trend 3: Contrary market forces are real but can be addressed.

As we exit a period where Owners were primarily focused on urgent pandemic considerations, some things haven’t changed. It’s still important to get new housing and services to market as quickly as possible to take advantage of customer demand before it changes.

What has changed is the increasing uncertainty around development, particularly in three areas:

Acquisition of project capital – interest rates, financial groups becoming more selective, etc.
Commodity pricing volatility – although broad construction product escalation has eased and is less erratic than it was even six months ago, it’s become increasingly important to have current budget pricing on projects. In spite of this positive trend, the team also needs to consider the impact of specific product lead times as many products are affected by the slowest piece within a worldwide supply chain. For example, here are lead times for a few items currently (in months): electrical switchgear (8-14), structural bar-joists (6-10), and light fixtures (0-4+). Projects need both macro and micro cost/supply tracking.
Subcontractor and labor shortages – although there are some signs this is easing, quality subcontractors continue to be busy and very selective about what projects they work on.

Suggestions to make this trend work for you:

Have a realistic and coordinated development timeline.
Consider product lead time impacts. Recently we suggested that a project change the structural system from bar-joists to all structural steel. It enabled the project to start 6 months early. Selective pre-ordering of long-lead items is a necessity in this market.
Set a strong document goal. Highly competitive pricing requires developed plans. Subs take these documents more seriously and it enables the construction group to negotiate better.
Be ready to close (permits, organization and financial approvals). Since subs hold pricing for a short period, it’s important for the team to get to a “buy-it!” milestone quickly.

Trend 4: Repurposing spaces, in a systematic fashion, is increasingly important.

Incoming residents and their families have high expectations and it’s easier than ever to make comparisons. As a result, repositioning and renovations, including outdoor amenity spaces, are becoming a larger part of campus development. Since it’s unusual for a campus to be able to tackle all that’s desired at once, developing a coordinated phased strategy is essential.

Suggestions to make this trend work for you:

Use Strategic Planning then Master Facilities Planning to develop and update the general game plan.
Renovation recommendations: do the early work well (and quickly). To do that, view Project Definition (PD) as a focused stage in the process.
1. Identify MAIN “drivers” and MAIN “priorities” clearly (the why and the what).
2. PD approaches:
  - Have both a narrow “core project” as well as a comprehensive analysis (using alternates).
  - Investigate what’s important (due diligence).
  - Progress design and budgeting together (include phasing & operations impacts).
  - Use a process that builds buy-in and sets up the next step.

Trend 5: The development process is becoming more collaborative.

Assisted living went through a phase in the 1990s where “if you build it, they will come”. It’s obvious that time has passed. Now, each program and building solution is unique and complex. It’s more important than ever to get it right. There’s no “beta testing”! I share with Owners that our team’s goal is to make the building “sing” – so that in 5 or 10+ years, the building is performing well and doing all that we are hoping for today.

Suggestions to make this trend work for you:

Get the right players involved early. Teams are increasingly hiring the architect and construction manager at the same time and then supporting a team environment so that every number counts. Here are some of the benefits:

Design team factors: benefit from collective intelligence, reduce errors, avoid last-minute changes, produce better and less costly solutions.
Construction team factors: address constructability virtually, utilize building expertise, produce savings.
Project factors: save money, avoid start delays, shorten the schedule, improve quality, work as a team.
Outcomes focus is key.

In summary, here are the senior living construction trends we’re seeing. There are solid ways to address these realities so the development process is more economical and moves smoother and faster.

Trend 1: There’s an increasing number of building construction options.
Trend 2: Technology considerations are becoming an earlier design/construction focus.
Trend 3: Contrary market forces are real but can be addressed.
Trend 4: Repurposing spaces, in a systematic fashion, is increasingly important.
Trend 5: The development process is becoming more collaborative.