ElevateHER is about the future of the AEC industry and Zweig Group’s commitment to recruiting and retaining the best minds in the industry. This brochure captures cohort projects from 2020 to 2022.
MID YEAR SUMMIT
AGENDA
WEDNESDAY, JUNE 21, 2023
3:00 pm
Welcome & housekeeping
Shirley
3:05 pm
Agenda & introduction of feature speakers
Jennifer
3:10 pm
Feature speakers: NOMA PCP’s
Melvalean & Zhetique
Melvalean McClemore and Zhetique Gunn
3:30 pm
Q&A for feature speakers
Jennifer
Project teams presentations:
3:35 pm
Team TransformUS
Alejandra, Alicia, Katie, & Sarah
3:40 pm
Quick Q&A for Team TransformUS
Jennifer
3:42 pm
Team TeacHER 2.0
Amanda, Chad, & Kellie
3:47 pm
Quick Q&A for Team TeacHER 2.0
Jennifer
3:49 pm
Team PromoteHER
Adrienne, Amanda, Kara, Laci, & Jackie
3:54 pm
Quick Q&A for Team PromoteHER
Jennifer
3:56 pm
Team MentHERship
Amy, Andrea, Carmen, Jessica, Lalitha, Shelby, & Stephanie
4:01 pm
Quick Q&A for Team MentHERship
Jennifer
4:03 pm
Team HostaAgE Crisis
Emily & Laura
4:08 pm
Quick Q&A for Team HostAgE Crisis
Jennifer
4:10 pm
Announcement
Shirley
4:13 pm
Optional networking activity
Jennifer
4:30pm
Wrap up and adjourn
Shirley & Jennifer
2023 PROJECT TEAMS – THESIS & ACTION PLANS
TransformUS
» Team Members: Alejandra Ruiz, Alicia Albini, Katie Fitzpatrick, and Sarah Welsh
» Alumni Advisors: Jennifer Ridd, and Lisa Huddleston
TransformUS ACTION PLAN ELEVATEHER 2023 COHORT
Action Plan
Introduction AEC organizations can struggle to overcome a fixed mindset, even when they believe that they are committed to growth. Specifically, AEC organizations are falling behind in developing adequate measures to improve DEI throughout the employee lifecycle. Data reflects that this lag in implementing DEI initiatives is negatively impacting recruiting and retention effort s, organizational culture, and financial outcomes. Objectives Compile resources, anecdotal evidence, research, and data, as well as metrics collected by previous ElevateHER cohorts and Zweig Group, that support our assertion that a growth mindset is key to implementing DEI initiatives and improving recruitment, retention, and culture at AEC organizations.
Mission Create a Growth Mindset Framework that can be leveraged by change agents at AEC organizations to gain buy-in from leadership for, and to assist in implementation of, DEI initiatives.
Strategy ✓ Define fixed vs. growth mindset and how it impacts DEI initiatives at AEC firms ✓ Determine and describe the specific benefits to implementing DEI initiatives – recruiting, retention, growth, profitability ▪ Determine types of data and resources to be used and collect/collate ▪ Determine measurable KPIs ✓ Develop and prepare a visualization to define our assertions with consideration for a few different types of audiences (all-in, as well as all-out, members of leadership) ✓ Determine the best way to create enough impact to enact change ✓ Develop and proceed to ‘wish list’ action items, time permitting Strategic Relationships ✓ Zweig Group ✓ Lauren Aguilar – Illuceo ✓ SMPS – Society for Marketing Professional Services (SMPS) in the AEC Industry Key to Success ✓ Make it memorable, relatable, beneficial, easy to implement ✓ Make a large impact to enact change ✓ Focus on target audience
✓ Prioritize team action items and determine final deliverable ✓ Actively communicate and coordinate schedule with team
2
Timeline
March | 03 ✓ Begin gathering data and background information, including reviewing RouteDEI survey results and ZG 2023 Salary Report ✓ Reach out to Zweig for a data & strategy session ✓ Determine format of framework – how will it look, how will it be delivered 03.15 Zweig Monthly Check-in | Virtual April | 04 ✓ Finalize framework template ✓ Assign framework sections to individual team members to begin researching/preparing initial draft 04.12 Zweig Monthly Check-in | Virtual May | 05 ✓ Review individual work already completed and identify any challenges ✓ Continue working on initial draft 05.17 Zweig Monthly Check-in | Virtual June | 06 ✓ Everyone will complete/submit their part of the initial draft for review by the group ✓ We will assess whether the deliverable is on track or if we need to pivot in any way ✓ Begin work on final draft 06.21 Zweig Mid-year Summit July | 07 ✓ Continue working on final draft 07.19 Zweig Monthly Check-in | Virtual August | 08 ✓ Submit final draft deliverable by first meeting of August ✓ Finalize deliverable by the end of the month 08.01 Finalize team presenters for ElevateAEC Conference 08.16 Zweig Monthly Check-in | Virtual September | 09 ✓ Prepare for presentation at the ElevateAEC Conference 09.13 – 09.15 ElevateAEC Conference in Frisco, TX
3
TeacHER 2.0
» Team Members: Amanda Roehl, Chad Coldiron, and Kellie Delaney
»
Alumni Advisor: Dawn Kopecky
Introduction Many AEC firms are struggling to hire due to a shrinking workforce. In addition, there is a lack of awareness and interest about the AEC field amongst youth. Our group will expand on the work originally completed by the TeacHER group by focusing our efforts on outreaching to younger children in a critical life stage where they are learning to read and developing a better understanding of the world around them. Leveraging the collective power of public libraries as a delivery method for our content is an additional avenue worthy of consideration as they serve as additional educational outlet, community hub, and cultural institution. Our goal is to close the gap in understanding AEC careers for younger children and increase diversity, equity, and inclusion industry wide. Objectives • Expand TeacHER to include a programming and a toolkit for libraries focusing on 2 nd and 3 rd graders. Utilizing the NASA@Your Library framework, we will partner with libraries to pilot our programming and resources which include: o Stakeholder engagement – program stakeholders will increase the quality and quantity of library collaborations used to implement an effective TeacHER AEC program.
o Resource and Experience Development – through TeacHER and its series AEC career kits, public library patrons experience increased and sustained access to AEC-focused STEM learning opportunities that result in patrons becoming more interested in, knowledgeable about, and engaged in the AEC industry, understanding the various career opportunities as well as an appreciation of what the AEC industry does for communities. o Professional Development – TeacHER team will increase capacity of library staff to utilize collaborations and AEC assets to provide authentic, accessible AEC-focused learning experiences. • Create a sponsorship packet to generate funds to sponsor the tangible work (author and illustrator fees, AEC STEM kit creation, resource collateral printing) • To generate long-term funding, we will create a print-on-demand book catered to 2 nd and 3 rd graders. o The book's themes will focus on a female or non-binary character using an animal to convey an AEC career, overcoming obstacles, being authentic, and pride. o Using a print-on-demand service, we would provide a link on TeacHER website o We will offer a 1-for-1 model, for every purchase, TeacHER will donate one book to a library.
Mission Our goal is to close the gap in understanding AEC careers for younger children and increase diversity, equity, and inclusion industry wide.
Strategy Give an overview of the strategy to address the challenge, focusing on short- and long-term objectives • Define our target audience: Identify the specific age group and demographic that our outreach efforts will focus on. Consider factors such as reading level, cultural background, and geographic location. (Short-Term) • Highlight diversity and inclusion: Showcase the diversity and inclusivity of the AEC industry in all our materials and outreach efforts. Highlight the achievements of people from diverse backgrounds and the opportunities available to all. (Short-Term) • Develop sponsorship packet (Short-Term) o Introduction to TeacHER o About the Book o Sponsorship Opportunities o Marketing & Promotion o Recognition & Appreciation o How to get started • Develop criteria for identifying age-appropriate educational materials: Create educational materials that are engaging and appropriate for our target audience. These can include book lists, interactive activities, and educational videos. • Leverage technology: Develop interactive online resources, games, and apps that can help children learn about the AEC industry in a fun and engaging way. (Short-Term)
• Partner with libraries: Reach out to target libraries and to partner with them on our outreach efforts. Build out an available resource network on the existing TeacHER webpage. • Measure success: Set metrics to measure the success of our outreach efforts. These can include the number of children reached, the engagement level of children and parents, and the number of children who express interest in pursuing a career in AEC. (Short-Term) Strategic Relationships Tell about any existing strategic relationships or ones that would be formed through the development of your action plan • State Library Agencies • Local and System Libraries
• Library Endowments • Friends of the Library • Zweig • Former TeacHER team members • Firm/Individual Sponsors • Illustrator
Key to Success • Using the TeacHER and NASA@the Library Framework • Zweig support • Library industry insider knowledge & connections • Key sponsors to cover the cost of illustration and creative production of the book. Cost of illustrator estimated between $1,400-$2,500.
Timeline Date
Objective
March 2023
Determine our target audience Develop a sponsorship packet Determine evaluation criteria
April 2023
Resource list creation AEC STEM Kit creation Determine library pilot location criteria Work with Lauren to develop book criteria and begin drafting book Determine communication packet for libraries Distribute resources to selected libraries Contract with illustrator to help create imagery for the book Libraries institute programming and distribute materials Book available for purchase ElevateAEC Conference in Frisco – presentation of findings
May 2023
August 2023
September 2023
PromoteHER
» Team Members: Adrienne Taylor, Amanda Thomas, Kara Koenig, Laci Budd, and Maria Jacqueline “Jackie” Chang
»
Alumni Advisor: Misela Gonzalez- Vandewalle
Action Plan
Introduction Opportunities for women and minority groups to become leaders and promotion within the AEC industry are lacking at all levels. This can be due to fear of management, misunderstanding of management ’ s awareness or misunderstanding of their own value to the business. The capability of valuing oneself and self-promotion to provide the visibility of their value can lead to professional acknowledgement, praise, a better work life balance, and career advancement. While some people are naturally comfortable with self- promotion, most people need training or tools to realize their confidence to advocate for themselves. To promote equity at all levels, PromoteHER will provide resources to help woman and minority groups realize and identify their personal and professional strengths, as well as provide resources for leadership and manager roles to encourage the removal of stigma and bias from evaluations and promote an equitable mind set. Objectives Together as a team, PromoteHER aims to create an online space filled with a catalog of resources for women, minorities, and leadership to grow professionally and promote equitable opportunities. The website will be an online toolkit that empowers women and minorities to promote their value and advocate for career advancements and recognition. In addition to the website, PromoteHER will also create a journal that will mirror the website and provide a space for individuals to track their professional skillset and value, reflect on their goals and achievements, and determine the next steps for their career. Mission Retain and promote women and minorities in the AEC industry [and their companies rather than feeling like they need to go on their own for recognition and ownership]. Beginning from their internship to retirement.
Strategy 1. Provide a flexible career path guide for women (& minorities); include ways to evaluate skillset, strengths, and weaknesses in each step. 2. Provide resources to enhance end user’s skills at each point of career path. 3. Once they have equity and power within their means, promote others (pay it forward) 4. Long-term: additional resource content added to website
Strategic Relationships 1. Zweig Group for website development and Equal Pay Award
2. Team’s leadership connections 3. Princeton Publishing - Journals 4. Need others for skills content
Key to success Following through with our assignments and making products that are user friendly and everlasting. Identifying how to approach different conversations. Boss, Clients, Future Recruits (selling yourself as a great colleague to work with), Colleagues, and yourself Leadership: how to remove stigma and bias, level the playing field, changing mindsets, modifying the system Timeline March – Begin website Collaboration, Equal pay award, details data collection April – Preliminary website design May – Catalog of resources + data analysis - Equal Pay Award - Logo/brand - Workbook - Flowchart/Roadmap - Data Collection - Website June – Rough draft of Journal + presentation layout
July – Soft Launch website + feedback August – 8/1 Final Team Presenters September – 9/13-15 ElevateAEC Conference
MentHERship
» Team Members: Amy Kunselman, Andrea Narendorf, Carmen Pemsler, Jessica Bazan, Lalitha Benjaram, Shelby Harvey, and Stephanie Putzke
» Alumni Advisor: Carrie Casillas, and Stephanie Teetes
Introduction The mentHERship project team consists of a diverse group of professionals, with a wide range of careers and experience spanning 1.5 to 18 years in the AEC industry. Over the next six months, we plan to build upon ‘mentHER’, a project from the 2021 cohort and set this program up so that another group may be able to take it to the finish line in the future. Objectives In an effort to keep our project manageable over the given timeframe, we decided to limit our scope to two key objectives: 1. Complete the matchmaking survey started by the 2021 mentHER cohort 2. Develop a framework with an emphasis on mentor resources, training, providing discussion topics, establishing milestones, and focusing on commitment and follow-through. After assessing the existing project, we believe these are the two most crucial next steps to elevate this program and set it up for future success. These objectives will allow us to build upon the existing framework, address issues that limit accessibility and break down silos, and set it up for success so that the next group who might pick up where we’ve left off can continue to build upon it. Mission mentHERship is a program designed to address the lack of accessible mentorship opportunities in the AEC industry by facilitating intentional and personalized matches. To develop our thesis statement, our team identified some of the key issues with mentorship within the AEC industry that we wanted to address. These areas of focus include: 1. Finding mentors outside of the individual’s company. There is significant value in having a mentor who is a neutral third party, and can provide perspective and insight outside of an individual’s organization. This also prevents mentors from having direct input on an individual’s performance or compensation, and allows the mentee to speak freely and seek unbiased advice. 2. Expanding network beyond local mentors. When seeking mentors outside of the individual’s own organization, we understand that poaching is a real concern for companies. We wanted to develop a program that broadened the geographical boundaries and allowed participants to form mentor relationships with people outside of their local network.
3. Diverse backgrounds of mentors to break down silos. There are a wide variety of careers, backgrounds, and experiences present in AEC industry professionals. This program will aim to pair people based on compatibility, not just similar career paths, because we feel that different perspectives can lead to broadened horizons. 4. Clear expectations of the time commitment. So many mentorship relationships fall apart not long after beginning. To ensure the success of this program, we want to set clear, manageable guidelines so that both parties know what is expected of them. Our team shares a common interest and passion for building the type of mentorship program each of us wish we had had access to during our career, and would be excited to participate in in the future.
Strategy
• Review of 2021 Cohort MentHER program documents and structure • Utilize others in our company (leadership, talent development team) at key check points to ensure our program is robust and will be successful for all demographics from different companies. • Take 2021 Cohort MentHER program surveys – Mentor Survey and Mentee Survey – and perform final adjustments before finalizing. • Review Notes from Symposium Judges feedback and alter our original vision as appropriate. • Q&A with established mentors o Best practices o Areas for improvement
o Loves o Hates • Draft Program Framework
o Survey for mentors and mentees o Program duration – 6-month/1-year ▪ Application window o Establish basis of 1-on-1 meetings ▪ Frequency - monthly? ▪ Format - virtual o Establish basis of group meetings ▪ Frequency - quarterly?
▪ Format – virtual with opportunities for in-person capstone at ElevateAEC Conference? ▪ Goal of check-in, information asked, format ▪ Frequency - Mid-Program and End of Program ▪ Award/acknowledgement for mentors at the end of the year
o Check-ins with Mentors/Mentees
o Conversation topics and themes ▪ Group meetings ▪ 1-on-1 meetings o Develop list of mentor training topics needed o Expectations
▪ Create clear outline for mentors and mentees ▪ Create commitment letters for mentors and mentees
• Evaluations with Corporate Leaders - midway o Our goal is to survey folks from a diverse group of services, geographic locations, sizes, markets, genders, ethnicity, etc. o Two checkpoints ▪ Midway ▪ ¾ way • Target Market – AEC industry o Inclusive of all folks (job position, age, gender, race, ability, sexual orientation, etc.) with an emphasis that this is an inclusive and safe space for underrepresented groups in the AEC industry • Management of Program o General Operations o Safety Contact for Mentors and Mentees • Establish the Why for participation o Mentorship benefits (general) o Specific benefits for this program – why folks should choose this program • Future endeavors – mentHERship 3.0 and beyond: Things would like to see happen, but not a top priority at this time. o Research Chronos Mentoring Software o Establish library of existing mentorship programs within the AEC Industry o Create mentor training materials and training program framework
Strategic Relationships
In the process of developing our strategic plan, we identified multiple strategic relationships that we feel would be beneficial. Stephanie Teetes is our advisor, and was also a member of the 2021 cohort that worked on the mentHER project. Stephanie will be providing us guidance based on her previous experience, their lessons learned, and has also granted us access to existing resources and deliverables that they had created. She, along with our other advisor Carrie Casillas, will play a key role in helping us ensure that our project objectives are manageable. We also intend to use the resources available to us through Zweig, including survey professionals who may be able to provide us feedback on the existing survey, and give us insights into what might help us get the most meaningful results. Another key strategic relationship we intend to utilize is leadership at each of our organizations. We want to ensure that we are able to get buy-in from companies of all disciplines and sizes, and will be soliciting feedback from our own company leaders to help us refine the program we are designing to make sure it not only serves the participants, but the companies they work for.
Preliminary Schedule Over the next 6 months, we will meet on a weekly basis to ensure that we are staying on task and making measurable achievements toward our target dates. This will also include regular follow-ups to ensure that action items are being completed, and that everyone has the support they need. Below are some target dates we have identified: Target Date Task March 3, 2023 Action Plan due March 31, 2023 Q&A with established mentors June 16, 2023 Mid-way corporate leadership program evaluation completed August 1, 2023 Final corporate leadership program evaluation completed September 1, 2023 Internal deadline for project completion September 13 – 15, 2023 Final presentation at ElevateAEC conference
Keys to Success
Over the past few weeks, we have discussed our project at length, taken into consideration the feedback from our pitch presentation, and consulted with our advisors. We all feel passionate about the mentHERship project, and are confident that we can build upon it. Some of the keys to success that we have identified are as follows: • Group commitment • Communication • Trust and respect • Flexibility and empathy with each other • Accountability • Time management • Utilization of resources available • Additional support and information provided by Zweig Group as needed, including: o Internal due dates o Contact information of Zweig staff o Zweig staff engagement parameters o Coordination/check-ins We believe that the action plan we have put in place addresses our keys to success, and will help us ensure that our project deliverables are completed in the provided timeframe.
2023 Cohort Action Plan
Team Members:
Emily Havelka, MBA
Laura Morton, AIA
» Alumni Advisor: Dathan Gaskill and Maryanne Wachter
Page | 1
HostAgE Crisis – Mission & Objectives
Background Introduction: Poor organization, lack of advocacy, and undervalued services have created a business climate where: Clients hold fee hostage Firms take bad deals & assume undue risk Burnout and mandatory overtime is common Recruiting, retaining, and investing in talent is challenging the bottom line Winning work becomes about who can cut fee the lowest Firms aren’t maintaining healthy liquidity – creating rigid “survival mode” thinking Mission Statement:
Architects and some engineers have an inherent lack of value in themselves and their service – this creates liquidity issues when they accept being paid inappropriate fees and late or derelict payment by clients. We need to expose this issue, raise awareness that it is prevalent, shared, mutually challenging, and creating a negative ripple effect across the industry. We must create contract language or fee negotiation structures to advocate for us, educate the next generation, and change this undervalued treatment. By increasing fees and/or ensuring prompt payment we can stay liquid and profitable – allowing us to attract, maintain, and train top talent and restore the pride and dynamism of The Industry. Strategic Relationships: Advisors – Maryanne Watcher & Dathan Gaskill Other Resources: Data Research – Kyle Ahern, Zweig Group Legal Counsel – Kurtis John, Garver; Adam Pomorski, SSOE Group Firm Leaders – AIA National network of Large Firm Round Table and Small Firm Exchange Firm CEOs & CFOs – The Zweig Letter Goals: Who: Infrastructure bill declares infrastructure essential to US welfare and the AEC profession was declared essential during a global pandemic – architects need to exhibit their worth in providing our essential services. Why: Adaptation and innovation is needed to save lives as climate change creates unlivable environments and extreme weather – architects need to be financially stable enough to go on the offensive to elicit change. How: Gather survey data and build the case: Losses carried by firms for delinquent payments over time Anecdotes on firm constriction vs rapid growth
Firm culture and how to retain talent when money matters Anecdotes: what low fees got – cost more in the end? Need to do contract law research to ensure no antitrust violations.
What: Deliverables:
o Create: Produce a handbook/pamphlet with consolidated data, case studies, and best practices regarding payment terms and implementation, with supporting boilerplate contract language that firms and individuals can use as a starting point to build stronger client contracts and GET PAID. o Educate: Film a webinar/digital presentation of information that can be shared through AIAU for AIA members and firms, including Large Firm Roundtable (LFRT) and Small Firm Exchange, with included digital copy of the handbook. Other options for in-person presentations and speaking engagements (conferences, firm visits, etc.). o Sustain: Establish evergreen content as ‘mini-lessons’ on what matters and why, how to apply, understanding the traps etc. Content can be circulated by AEC organizations through social media, email blasts, etc.
Page | 2
Communication Schedule: Weekly Team Meetings – Every Monday at 1p EST Zweig Group Monthly Check-ins – Third Wednesdays
HostAgE Crisis - Action Plan
Short Term Strategy (this year): Step 1: Data Compilation Payment terms by contract (typical/average for industry) Actual payment timelines in comparison
Impact on MBE/WBE firms vs. other firms Impacts on smaller firms compared to large
Smaller firms can’t float lack of payment as long Trickles down to the consultants
Step 2: Create Content Use data as a scare tactic to let firms know it isn’t a secret shame and that everyone experiences this Emphasize that without money, you can’t hire or retain the best talent If firms aren’t paying properly, they can’t stay staffed, meaning people are overworked which can lead to poor performance, potential E&O liabilities and client loss Outline boiler plate contract language for firms to incorporate Option for baseline language Option for upgraded terms (longer payment period = more money/higher %) Produce informative handbook resource Step 3: Visibility of Content Schedule meetings in front of targeted user groups to present and educate Strength of value in unity—the higher number of firms exposed, the more the culture can shift Create a webinar presenting on the handbook content, which can be shared digitally for even more far-reaching exposure Produce “evergreen content” as support resources, broken out to focus on individual pitch topics (videos, podcasts, etc.) Objections/responses Legal input Other Considerations: Need to think about how DEI fits into the narrative and goals If firms are transparent about this, is it an antitrust issue? Why do contractors get to make 10% and that is accepted as standard and not an issue with fee fixing? Need a platform/public database that tracks participating firms Sell the dream—you will have liquidity to push the envelope on hiring/DEI and being stewards of change Longer Term Strategy (future cohorts): AIA contract language officially updated in AIA Contracts Expand to engineering and other consultant firms (create blueprint to reuse) Negotiation plan Data points/info
RELEVANT LINKS
»
»
»
NOMA HBCU PCP
WeAreAEC t-shirts
Past projects
»
»
We Need Girls to Build the World
Sponsorship Prospectus
SEE YOU AT THE ELEVATE AEC CONFERENCE!
Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16 Page 17 Page 18Made with FlippingBook Annual report