American DBE Magazine - Winter 2021 by American DBE Magazine

WINTER 2021

Rhodes+Brito Architects Winning Through partnership

Impact of SBA Loans During the Pandemic

Columbus Urban League Helping Ease Pandemic Pain Through Grants / winter 2021

Three Important Ways to Slow the Spread of COVID-19

Wear a mask

Wait 6 feet apart

Wash your hands

over your nose and mouth.

from others to create social distancing.

or use hand sanitizer.

Visit cdc.org/coronavirus and

americandbe.com/covid-safety for more information about COVID-19 safety. 2

/ winter 2021

All Allinintogether together

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8 Features

DBE Power Player

Columbus Urban League Helps Businesses Survive During Pandemic

By Sarah Magargee

DBE Program Spotlight

12 18

Trust and Respect Propels Rhodes+Brito Architects to success SBA Loans Aid Small Businesses During the Pandemic By Peggy Beach

INDUSTRIES

30 34 39 4

Civil/Highway

Transportation Secretary Shannon Valentine Maintains Commitment to DBEs During Pandemic / winter 2021

Celebrating Hispanic Heritage, Collaboration and Inclusion an Entrepreneur’s Reflection by Miguel Galarza

Transit

Debra A. Johnson Assumes RTD Leadership Role to Continue Legacy of Inclusion

NEW $4.1 Billion Salt Lake City International Airport Spurs ACDBE Partners

Business Development

Airports

Houston Airport System’s Diverse Leadership Team Drives Success While Creating Opportunities

CI2 Aviation “Living In Prayer” While Succeeding on Purpose

The Secret is Out: Why successful diversity and civil rights compliance lead to successful P3s by Angela Berry Roberson

Secretary Pete Buttigieg to Lead USDOT Plan to Build Back Better

12 Winter 2021 Volume VIII - Issue I Publisher Shelton A. Russell

Branding Campaigns Copywriting & Editing

Managing Editors PR PROS, LLC

Crisis Communication

Creative Director William Cash

Media Coaching & Training

Digital Media Premier Web Design Solutions

Research & Strategic Planning

Editorial Peggy Beach Miguel Galarza Sarah Magargee Angela Berry Roberson Shelton A. Russell

Strategic Communication

Graphic Design & Layout Public Relations & Media Relations Social Media Management Video Production Services

Headquarters 514 Daniels Street, #186 Raleigh, NC 27605 Website www.AmericanDBE.com About American DBE Magazine American DBE Magazine is the premier industry resource for individuals and stakeholders who work within the federal Disadvantaged Business Enterprises program administration. American DBE Magazine is published quarterly and distributed in all 50 states—plus Puerto Rico and the U.S. Virgin Islands—to DBE program administrators, business owners, and professionals in the Aviation, Highway Construction and Public Transit industries.

Subscriptions American DBE Magazine is published quarterly in Fall, Winter, Spring and Summer editions. The annual subscription rate is $24.99 including online editions, special industry reports, and four issues: single copy list price is $6.99 plus postage originating from Raleigh, North Carolina.

Advertisting Sales editor@AmericanDBE.com (919) 741-5233 (Office)

/ winter 2021

From the publisher

In a word:

WOW!

To quote an overused, but completely accurate term, the situation was

‘unprecedented.’

Wow ... what a year 2020 was. If I remember correctly, 2020 started with great optimism and anticipation of strong economic growth, increased business opportunity, greater prosperity, and the hope for a sea change in our political discourse. However, by late February our world began to turn upside-down with news reports from China about a viral outbreak, nationwide event cancellations, stay-at-home orders, and a full-on economic crisis. To quote an overused, but completely accurate term, the situation was ‘unprecedented.’ However, despite the devastation, death and despair, if you are reading this article, you survived ... and that’s good news worth celebrating.

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2020 also was a good reminder that all the stability and certainty we think we have can be gone in a moment. It can disappear by means of a microscopic virus, a racist police officer’s kneecap, or by a devastating recession. But, if we are wise, we will use the opportunity to appreciate the lives and blessings we have now; understanding that it does not have to be this way. This issue of American DBE Magazine is dedicated to all those who experienced loss during 2020 and to those who gained a deeper appreciation of the lives, opportunities and blessings we still have. Some businesses struggled greatly in 2020. Some did not make it, and others had a phenomenal year, financially. It was all over the place in the business arena. The year 2021 will present new opportunities to pursue, so all is not lost. Our cover story for this issue highlights the friendship, collaboration and perseverance of Rhodes + Brito Architects of Orlando, Florida. Ruffin Rhodes and Max Brito have built a successful business based as much on mutual trust, respect and friendship, as it is on revenues and profits. Other feature stories include the work of the Small Business Administration in adjusting the Paycheck Protection Program (PPP) to better serve small and economically disadvantaged businesses during the pandemic; and a story on the work of the Columbus Urban League to serve small and micro businesses in Central Ohio by partnering with other agencies to launch the Equity Alliance and providing grants to minority businesses to help them survive the pandemic. Our DBE Program Spotlight features the grand opening of the Salt Lake City International Airport, which brought about new opportunities for ACDBEs in a new terminal building; and our DBE Power Player is Atlanta-based CI2 Aviation, the only minority- and woman-owned company operating in the U.S. air navigation industry. Our transportation modal stories highlight the work of Houston Airport System, Denver’s Regional Transportation District and Virginia Department of Transportation Secretary Shannon Valentine to advance Diversity & Inclusion in the transportation industry.

As we welcome new vaccines for the coronavirus, a new president in the White House, and hopefully the return to a better economy in our 2021 “new normal,” let us appreciate the lessons learned in 2020. Let’s learn to cherish our lives and to not take the opportunities we have for granted. Let’s commit to being grateful for our progress–yet even more diligent and vocal in assuring that individuals and institutional systems of discrimination, intolerance and racism are eliminated in our society by exposing the perpetrators and preventing them from operating in silence. Let’s continue to march upward and onward toward a brighter future for all. I hope you enjoy this issue of American DBE Magazine.

Peace and blessings,

Shelton A. Russell, Publisher American DBE Magazine

GET MORE Visit us at:

www.AmericanDBE.com

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Feature

Columbus Urban League Helps Ease Pandemic Pain Through Timely Business Grants Creative Collaboration Lifts Up Minority-Owned Businesses in Franklin County, Ohio By Sarah Magargee When the country ground to a halt in March due to the COVID-19 pandemic, businesses everywhere were impacted, with black and minority-owned businesses suffering the most. Decades of racial inequality are further fueling the crisis, disproportionally taking black and brown lives and leaving 41% of all black-owned businesses closed forever.

vendors hired by corporations and governments, 3) improving business success rates in high growth industries, 4) increasing the number of community assets supporting minority-owned businesses, and 5) creating a data repository to monitor progress. “COVID has lifted the curtain and revealed the impact that systemic racism has on the minorityowned business

owned businesses during the pandemic and into the future.” Identifying the Pain Points Historically, minority-owned businesses have limited access to capital and inadequate or non-existent banking relationships. When federal funding through the Paycheck Protection Program (PPP) began to flow, only 3% of minority-owned businesses could access the dollars needed to keep them afloat due to a complicated and time-consuming application process, the need for strong banking relationships, and competition from larger businesses needing high-dollar loans.

When federal aid dollars began flowing, local agencies worked overtime to get funding to those who needed it most. In Columbus, Ohio, an area rated as one of the most economically segregated in the nation, the Franklin County Board of Commissioners formed the Franklin “In March 2020, the County Business Growth Ohio governor issued a and Equity Alliance stay-at-home order, which Stephanie Hightower, (the Equity Alliance). had a devastating ripple President and CEO of the Together with economic effect on businesses Columbus Urban League. development leader, One and the supply chain,” Columbus – and a trusted explained Keena Smith, Keena Smith, Chief Economic Equity social justice and racial equity advocate, community,” Chief Economic Equity & & Inclusion Officer for the Franklin County, Ohio, Board of Commissioners, Inclusion Officer for the the Columbus Urban League – the said Stephanie leads the county’s participation in Equity Alliance is helping minorityHightower, Franklin County Board the Equity Alliance Fund. owned small businesses survive the President of Commissioners. “We pandemic and setting the stage for and CEO of immediately began triage a brighter, more equitable future. the Urban work in the county. We held League. “Now that everyone is listening sessions to understand the The Equity Alliance has five goals: woke, so to speak, we can begin a pain points for our minority businesses 1) improving access to capital, 2) dialogue around these disparities and learned that access to capital increasing the number of black-owned and look at how to make lasting was a particularly painful area.” changes that will strengthen black-

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Franklin County turned to the Columbus Urban League to help reach businesses with the greatest need. Smith explained that in Franklin County, there is no more trusted community organization than the 102-year-old Urban League, putting them in a perfect position to serve as administrator of the funds. “When the PPP dollars came available, the county came to us [the Urban League] and asked us to administer the $125,000 in available funds,” Hightower said. “We were able to save about 900 jobs with that money, but it went quickly. We needed a way to get more dollars into the minorityowned business community… forming The Equity Alliance and the Franklin County Community Equity Fund were a natural next step.”

million in funding requests, a response that Hightower described as staggering. “This proved that the need is great,” Hightower said. “Unlike the $125,000 in PPP loans, these are grants that businesses do not need to pay back. Our urban neighborhoods are already coming from a weakened position. This is about doing the right and equitable thing; it is our responsibility to make sure small businesses in these areas are protected.”

Knowing that the PPP funds only scratched the surface of need in the community, the Equity Alliance launched the Franklin County Community Equity Fund with an initial $2 million infusion in CARES Act (Coronavirus Aid, Relief and Economic Security) funding. Melinda Carter, Vice President & Chief of Program Performance & Strategy for the Columbus Urban League was charged with leading the process of quickly getting funding Accelerated Laboratory Logistics President & CEO Todd Wilson and employees receive an in the hands of businesses appreciation award from the Human Health and Performance Laboratory at NASA Johnson struggling to survive. Her team Space Center for the Building 21 Laboratory Relocation in 2019. Accelerated, an MBE firm had to quickly create an online started by Wilson’s family 100 years ago, received a grant from the Equity Alliance Fund to application, evaluation and keep employees working during the pandemic. selection process, all while working from home. However, Eighty-nine minority-owned businesses were ultimately her team rose to the challenge successfully. “The COVID awarded grants from the Community Equity Fund, and many grant money was amazing and it really helped minority of those businesses employ the people living in economically businesses; but executing the program in this tight challenged neighborhoods. Todd Wilson, President and time frame was definitely challenging,” Carter said. CEO of Accelerated Laboratory Logistics (ALL), a specialized moving company celebrating its 100th anniversary this year, Carter’s Urban League team administered providing spoke passionately about the importance of supporting the $1.6 million in grants to minority-owned small businesses. Qualifying business were those that experienced drops of 25% very businesses that keep urban neighborhoods alive. or more in sales since March, had been in business since at “People don’t realize that minority-owned businesses hire least 2019, and were planning to remain in the county. The $1.6 people from the minority community,” Wilson said. “When million was divided into three different grant categories: Small these businesses fail, more people lose their jobs – creating Business Stabilization grants, Small Business Job Retention a cyclical problem, and COVID has made it much worse. Until Grants, and Small Business Technology Retention Grants. COVID is under control, we are going to need support.” Within 72 hours of the application opening, the Equity Alliance received 484 applications totaling nearly $12 / winter 2021

ALL, a niche business specializing in moving laboratories and medical facilities, is one of the 89 recipients of funding from the Community Equity Fund. Wilson said ALL performs highly technical work that requires his employees be trained with a specific skill set. With this additional funding, Wilson can grow his business and his workforce, bringing more jobs to the areas hardest hit by COVID. “I am proud that we are an inner-city business. We hire people from our own community and train them with the specialized skills necessary to move million-dollar pieces of equipment, biological specimens, chemicals and more,” Wilson said. “COVID was such an abrupt hit to businesses. For us, 2020 started out with big plans for celebrating our 100th anniversary; and then I ended up wondering if we were going to make it through the year.” Building for a Brighter Future Hightower and Smith both agree that the Equity Alliance and the Community Equity Fund are part of a bigger picture than just COVID relief.

“With CARES Act dollars flowing, we had the perfect confluence of events and an opportunity to start something that was focused on minority and historically underutilized businesses like we have never had before. The advent of this new public/private economic development organization was timely and much-needed,” Smith said. “Under Stephanie Hightower’s lead, they have answered the call with the grace and fortitude needed in our community to carry us through the pandemic and beyond.” Franklin County is working diligently to tap into additional funding to help meet the full need revealed in their first round of CARES Act grants. From there, the Equity Alliance will work to break down systemic racism in banking, develop programs specifically aimed at assisting small, minority-owned businesses; and help businesses that continue to struggle to pivot in a sustainable direction. “I am a strong proponent that you never let a good crisis go to waste,” Hightower said. “I believe we all have a responsibility to work with a sense of urgency through COVID, and then keep the momentum going.”

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Feature

Mutual Trust and Respect Propel Rhodes+Brito Architects to Success

out of a small room in Brito’s home in 1996, to currently employing over 50 people. The friendship between Brito and Rhodes began as they both studied Architecture at Florida A&M Universit y in Tallahassee, Florida, in the 1980s. The two students recognized the other’s talent and drive in the classroom, but at the time had no idea it would eventually lead to a business partnership. Several years after graduation, the two reconnected when Brito relocated to Orlando after joining a prominent architecture firm. Rhodes had been in Orlando since leaving FAMU and worked at another firm in the area. The two former classmates met over lunch to catch up on old times and see how the other was doing in their career. During the lunch meeting, Rhodes threw out an idea for the two classmates to start their own architecture firm and Brito agreed with the idea. This decision led to spending the next 18 months talking and planning how they would get the business off the ground. “During that period, we wrote a business plan, a marketing plan and a financial plan for the business,” Brito said. “We also Ruffin Rhodes, AIA, LEED AP BD+C, Principal/Director started doing small projects on the of Operations and Max Brito, AIA, Principal/Director of side while we were still working Design, are the founders of Rhodes+Brito Architects Inc. full time.”

any people who have reached significant goals or achieved success in a chosen endeavor often say the experience is more fulfilling when they have others close to them, with whom they can share the accomplishment. Although the joy of success is real, for most, it is not fully realized until the experience is shared with others – especially those within an inner circle or with a close relationship. Max Brito and Ruffin Rhodes have an extraordinary business relationship. It is a relationship built over several decades and based on mutual sacrifice, mutual risk, mutual trust and mu tual resp e c t . The t wo founders of Rhodes+Brito Architects Inc. in Orlando, Florida, now celebrate mutual success as their company has stood the test of time to become the largest minority-owned architecture firm in the state of Florida and one of the larger minority-owned architecture firms in the country. Rhodes+Brito has developed a strong reputation in Florida and boasts a history of successful projects in a variety of sectors including higher education, airp or t s , commercial and a e ro s p a ce. R h o d e s+ B r i to also has grown from just two classmates, colleagues and friends opening a startup firm

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Rhodes+Brito Architects was an associate architect on the Citrus Bowl Reconstruction Project for the City of Orlando. The firm played a key role in the design and production of the project and was responsible for the “100-level” structures, which encompass all buildings on the ground level – including the administrative buildings, team facilities, service and loading areas, central kitchen, primary concessions, and the restroom facilities.

Brito was first to cut the corporate string to join the company full-time, then Rhodes joined the company fulltime seven months later. “It took a lot of leg work, a lot of time and a lot of effort,” Brito said of the early stages of the business. Both men are also quick to give equal credit to their wives for supporting their idea of starting the company in the earlier stages. Both were leading comfortable lives and enjoying successful careers working for other companies. “If it were not for our wives, we would not be here today. They kept it together while we were trying to make

this thing come together. Because in the beginning, it was not easy,” Rhodes said. Rhodes+Brito made its first inroads into business working for private clients in the Orlando area, but landed its first major public opportunity at the Orlando International Airport on the Airside II Terminal Building. “We got on a team for Airside II,” Brito said. “But what we did differently than all the other MWDBEs was to tell them that we wanted to get an identifiable piece of the project, because if you only do labor, at the end of the day, you have nothing to hang your hat on to show what you produced,” he said.

Although Rhodes+Brito did the less glamorous work of designing bathrooms and other ancillary areas on the Airside II project, when the project was complete, the duo was able to leverage their experience on such a high-profile project to win other opportunities. “We used that Airside II project to get our foot in the door at the airport, and we have been there ever since,” Brito said. “We are now a part of the team doing the South Terminal Expansion – one of the largest projects the Greater Orlando Airport Authority has ever done,” Brito said. Rhodes+Brito has worked on the South / winter 2021

Feature

Building value through diverse partnerships

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Terminal Expansion project since 2016 and is the Architect of Record for the Ground Transportation Building, which is currently under construction, and some other smaller buildings at the airport. The firm is also slated to design several concession locations in the terminal for buildouts soon. In addition to an extensive history of work at the airport, the firm has also established a strong reputation in the K-12 education sector. Rhodes+Brito has performed numerous projects for the Orange County School District and completed projects for several other school districts in the Central Florida region. Rhodes said that one of the biggest sources of pride for him in business is seeing the joy on children’s faces as they enter a new school building designed by Rhodes+Brito, knowing their company played a part in bringing the project to completion. Despite the pandemic of 2020, Rhodes+Brito maintained its workload and expec t s to post the largest revenues of its 25-year history at the end of the year. The firm’s revenues

company grow from 24 employees in 2018 to 50 employees in 2019. Rhodes said: “This project has been very good for us. Our revenues almost doubled in 2019 and were on track to grow another 15% in 2020.” However, the rapid growth over the past two years has not changed Rhodes and Brito’s conservative philosophy when it comes to business. “We may be liberal in our politics, but we are conservative in business,” Brito said. “We have never taken out any loans for the business. Everything we have done has been done with cash,” he said. T h i s co n s e r v a t i ve a p p r o a c h t o business has been a core value of the business since the very beginning, and both partners have stayed with the foundational ideas that founded the company. “From the beginning, we set what the rules were going to be, and we stuck to that,” Rhodes said. Another philosophy Rhodes+Brito has stuck to is giving back to the community. From the early stages of the business, both partners embraced their unique position as African American architects who also are leaders in the community and role models for young people. Both men serve on numerous boards and committees for organizations such as the Harbor House of Central Florida, Central Florida Coalition for the Homeless, and Universal Branch of the Boys & Girls Club of Central Florida. Twenty-three years ago, Rhodes+Brito created an endowed scholarship a t t h e fo u n d e r s’ a l m a mater of FAMU to help Ruffin Rhodes and Max Brito plan and work together students pursue a degree during the early days of Rhodes+Brito Architects. in architecture. These types of activities led to Brito grew significantly in 2019 after winning receiving the Orlando Chapter American a project with the U.S. Department of Institute of Architec ts (AIA), Nils Defense for the Cape Canaveral 45th Schweizer Community Service Award in Space Wing. The project came as part 2019. “Our business motto is ‘Building of an IDIQ (Indefinite Delivery/Indefinite better communities’ and we always want Quantity) contract the firm won for to give back,” Rhodes said. work at Cape Canaveral Air Station “These are two of the nicest people and Patrick Air Force Base in South you ever want to meet, and they would Florida. Rhodes+Brito is halfway through both give you the shirt off their back,” the 5-year contract, which helped the Rhodes+Brito Director of Business

Pictured are the Rhodes+Brito Architects principles (l to r): Byron Lastrapes, Adel Shalaby, Ruffin Rhodes and Max Brito.

Development Michelle Tatom said. “But they are very different. Max is the very balanced, calm and quiet one; and you pretty much know what to expect from him. And Ruffin is the fiery one. But they are both nice men,” she said. Although different in personality, the secret to their success lies largely in their strong relationship based on mutual trust and respect. Each of them trusts the other completely and is confident that the other has the best interests of the business as a driving force. “I couldn’t have asked for a better partner,” Rhodes said. “Do we always agree? No. But 95% of the time we are on the same page. We have rarely had any hiccups … and when we have, we are able to resolve them and move on,” he said. Brito agreed, “If it weren’t for the fact that we trusted each other explicitly, being in partnership would be extremely difficult,” he said. “We may not always agree, but we know we trust each other.”

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Feature

SBA Loans Aid Small Businesses During Pandemic

Government Agency Uses Loans to Keep Businesses Running During Pandemic

By Peggy Beach

COVID-19 with its associated widespread complications and restrictions, has impacted all facets of life in America, including small business operations. In response, the U.S. Small Business Administration (SBA) stepped up to help the country’s small businesses stay alive and survive during the pandemic.

The SBA was created in 1953 to help small business owners and entrepreneurs. It is the only cabinetlevel federal agency fully dedicated to small business development and support. The SBA provides counseling, capital and contracting expertise to small business owners – and has at least one office in each state. The agency also provides grants to support partners, including 900 Small Business Development Centers (often located at colleges and universities); 110 Women’s Business Centers; and SCORE, a volunteer mentor group of retired

/ winter 2021

and experienced business leaders with 500 chapters nationwide. Each year, services are provided to more than 1 million entrepreneurs and small business owners.

Paycheck Protection Program (PPP)— “14 years of lending in 14 days” In March, Congress passed the Coronavirus Aid, Relief and Economic Security Act (also known as the CARES Act). The legislation – unprecedented in

size and scope – also included creation of the Paycheck Protection Program. Known as PPP, the program was designed to provide forgivable loans to small businesses. The initial funding of $350 billion was later increased to $669 billion. The first round of loans began in late March and early April 2020. The second round began shortly thereafter. The program closed on August 8, 2020, having approved 5.2 million loans valued at more than $525 million. The SBA website states that the average loan was for $100,729. The primary goal

Opposite: Charlotte-based Bernard

Irby Inc. received a loan through the Paycheck Protection Program from the U.S. Small Business Administration (SBA). Pictured left to right: Chris Weaver, Acting Director Office of Consumer Policy U.S. Department of Treasury; Chris Gray, Deputy Chief of Staff, SBA; Ashley Bell, Regional Administrator SBA/White House Policy Advisor for Entrepreneurship; Bjorn Bernard, Founder, Vice President, Bernard Irby Electric; Jovita Carranza, Administrator, SBA; Calvin Stevens Jr, President, Bernard Irby Inc.; Thomas A. Stith III, (former) NC District Director, SBA; Julian Irby, Founder, Vice President, Bernard Irby Electric.

of the funding was to protect jobs. Coordinating the first round of loans was a busy time fort SBA personnel. Thomas A. Stith, III, former District Director for the North Carolina office of the SBA, referred to the first round as “an historic response.” He said, “ We did 14 years of lending in 14 days.” The loans were handled directly through lenders and not the SBA, though SBA personnel worked closely with agency partners to ensure the success of the process, Stith said. Bernard Irby Electric, of Charlotte, NC, was a PPP recipient. Both company founders recognized the value of the loan program. “In tough times, you are forced to make tough decisions – decisions that can negatively affect people’s lives and family,” said Bjorn Bernard, co-founder and vice president. “The PPP helped our company to not have to make those tough decisions.” His colleague, Julian Irby, co-founder and vice president of the company, agreed. “Without the funding, furloughs and reduced wages would have been inevitable. We would have reduced our staff by 30 percent or more. The PPP allowed us to keep everyone at 100 percent of their salary.” When the pandemic hit in March, KT& T Distributors of Nashua, NH, a minority-owned small business that provides energy-efficient products, terminated activity on its largest project, the installation of 14,000 LED lights. A number of workers were furloughed.

Owner Anthony DeCotis spoke to Rachael Roderick of the SBA who suggested he apply for a PPP loan and an SBA Economic Injury Disaster Loan (EIDL). After learning about the CARES Act, DeCotis applied for both loans, which were quickly approved. KT&T rehired its workforce and completed the LED light installation. Simeon Moulton, owner and operator of Kreative Kidz Learning Center (Kreative Kidz) in Lauderdale Lakes, Florida, had planned on expanding his daycare this year. COVID-19 put an end to those plans. Moulton, a minority business owner, feared he would have to lay off staff and close the daycare center because children were staying at home. He applied for a PPP loan through BBIF Florida, a non-profit community development financial institution, and also an SBA-approved lending affiliate. His loan was approved.

office website at http://www.sba.gov. On Oct. 2, the SBA began accepting loan forgiveness applications. To better facilitate the loan forgiveness process, Stith said: “I would encourage businesses to talk with their lenders. Lenders can handle the paperwork for the business.” He also suggested that businesses have complete payroll records since payroll is a big part of the loan. Other documentation, such as mortgage and rent records, may also be required by lenders, Stith said. On Oct. 8, in conjunction with the U.S. Department of Treasury, the SBA released a simpler loan forgiveness application for PPP loans of $50,000 or less. The needed forms can be found at http://www.sba.gov. Regarding recent news reports on possible fraud in the PPP program, Stith urged business owners to increase their cybersecurity to protect vital information such as tax ID numbers and employee Social Security numbers. “Businesses need to do everything they can to protect their records,” he said.

Expansion of the Economic Injury Disaster Loan Program (EIDL)

Thomas A. Stith III, (former) North Carolina District Director, SBA.

Moulton said: “I really appreciate BBIF Florida and the SBA. The PPP loan allows me to take care of my staff, acts as a bridge to carry us through uncertain times, and gives us a clearer shot towards rebuilding and continuing on toward our goals.” Success stories from around the country are numerous. To learn more about the PPP roll-out and read more success stories, visit the SBA district

The CARES Act also expanded the SBA’s EIDL program to cover most non-profit organizations, including faith-based organizations. The EIDL program helps small businesses that have suffered from disasters such as hurricanes, forest fires, and now COVID-19. The CARES Act included an EIDL Advance program, offering onetime grants (which do not have to be paid back) of up to $10,000. According to the SBA website, all available funds for the EIDL Advance Program have been allocated. However, the main EIDL program is still accepting applications. Stith encouraged businesses to apply for the program, which is a direct loan with the SBA. Collateral is required for loans over $25,000. Stith said that the SBA reserves the right to audit all EIDLs and will automatically audit EIDLs over $2 million. An EIDL does have to be paid back. The interest rates are low: 3.75% fixed for businesses and 2.75% fixed for non-profits. The term is for up to 30 / winter 2021

years. An EIDL may be used for payroll and general operating expenses but cannot replace lost revenue or be used for business expansion. Examples of what an EIDL can be used for include continuation of health benefits, rent, utilities and fixed debt payments. The SBA defines the use of EIDL proceeds as “meeting financial obligations and operating expenses that could have been met had the disaster not occurred.” Stith said that he is proud to be a part of such a successful endeavor. “COVID-19 has shown that small businesses are resilient. This has been an historical challenge for many.” NOTE: American DBE received a PPP loan. For more information on loans for small businesses, visit: https://www.sba.gov/funding-programs

/ winter 2021

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North Tarrant Infrastructure, LLC (NTI)

North Tarrant Express 35W- Segment 3C, Denton County, Texas

NTI is building a new extension (segment 3C) to the North Tarrant Express in Texas worth $910 million. This segment will extend 6.7 miles from Heritage Trace Parkway, in Denton County. Existing lanes will be upgraded and will continue to be toll-free, while two tolled managed lanes each way will be built, as well as on-ramps. Construction is under way and the road is expected to be open by the end of 2023. Contact DBEinfo@Ferrovial.com for contracting opportunities or more information

Grand Parkway Infrastructure

Texas SH 99 Grand Parkway Segments H, I1 and I2, Houston, Texas TxDOT awarded the design-build contract for two segments of SH 99 Grand Parkway to Grand Parkway Infrastructure – a joint venture between Ferrovial Agroman, Webber LLC and Granite Construction Inc. The segments begin north of Houston, TX in New Caney, TX and continue south for more than 52 miles to Baytown, TX; spanning four counties – Chambers, Harris, Liberty and Montgomery. The construction value of the project is approximately $900 million and has a 10% DBE goal. Contact info@gpi-99.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. *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.

fcc.diversitycompliance.com

Contact the email address for each project listed above for specific contracting opportunities. However, for general questions about the Ferrovial Agroman Diverse Business Program email DBEinfo@ferrovial.com / winter 2021

DBE POWER PLAYER

CI Aviation “Living In Prayer” While Succeeding On Purpose

Andrella Kenner, founder and president of CI2 Aviation

ost entrepreneurs attribute their business success to a mixture of hard work, expertise and good fortune. However, CI2 Aviation (CI2) President Andrella Kenner adds another component to her company’s success – Prayer. “My motto is to live in prayer, and to make every day better than the day before,” she said. Kenner’s mindset has driven the company for 27 years and is still leading the company to greater growth and success today. The company is continuing to expand its core business while seeking new markets to carry the company forward into the next decade. CI2 is an Atlanta, Georgia-based aviation, engineering, and information

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technology firm specializing in operating air navigation services for the Federal Aviation Administration and information technology services for private and government clients. The firm has a satellite office in Washington, D.C., that is led by Kenner’s son, Michael Baylis, who is the company’s vice president of strategy & business development.

a former FAA deputy administrator, to serve as president; and hired Lou Butler, an experienced air traffic controller, to serve as area manager. The strategy worked well, and since landing the three airports in Georgia, the RVA/ CI2 Aviation partnership has grown to now operate 22 airports across the country, including airports in the U.S. territories of San Juan, Puerto Rico and St. Croix, U.S. Virgin Islands.

Kenner labels herself a serial entrepreneur, willing to consider new opportunities as they present themselves. This trait led to an opportunity to venture into the aviation industry in 1994 as the FAA launched a program to outsource the operation of some of its air traffic control operations at smaller airports across the country.

Services provided by the RVACI2 Aviation team primarily include managing operations of the airport control towers by staffing air traffic controllers at each location. Other services include facilities management, engineering services and weather observation services. “We do everything behind the gate of an air traffic control facility,” Kenner said. “Our job is to make sure the national air space is safe all the time.”

Kenner’s business was focused on the information technology industry at the time, but she seized the opportunity for expansion when she received an offer to partner with another firm to manage air traffic operations at three airports in Georgia as part of the FAA Federal Contract Tower Program. Kenner’s company partnered with Robinson Aviation Inc. (RVA) and won an opportunity to manage air traffic operations at Fulton County Airport, Cobb County Airport and Gwinnett County Airport in the metropolitan Atlanta area. Kenner said, “It was a totally different area for me, but I said, ‘let me hire the best people in the business’ and I did that by hiring two experience aviation professionals to help me run the business.” She hired Quinton Taylor,

Safety is Kenner’s most important concern daily, and this concern has been even more critical during the global coronavirus pandemic. In addition to making sure the company maintains its stellar record of having zero fatalities due to controller error over 27 years, Kenner has ensured that her 140 employees have stayed safe from COVID-19. During the early stages of the pandemic, she focused on making sure personal protective equipment supplies made it to all 22 airports under the company’s control and transitioned the company’s administrative and information technology processes to allow office personnel to work from home without changing the level of performance. “We

young professional working in Chicago after graduating from Tennessee State University and becoming the first member of her family to complete college. Her experience at Tennessee State, an HBCU (Historically Black College & University), taught her Actress, writer and producer Issa Rae speaks at the Airport to reach for her goals, Minority Advisory Council (AMAC) 2019 Celebrating Women so she did not stop in Aviation Breakfast in Los Angeles. The event is designed wanting more after to foster, promote and applaud the success of women in earning a bachelor’s aviation-related enterprise. degree in business. She went on to earn a master’s degree are responsible for people’s lives,” in business while working in Chicago she said. “We had to reengineer our and then decided to move to Atlanta staffing plan to make sure all of our after finishing her Master of Business airports were adequately staffed.” Administration (MBA) program. Although air navigation services and products represent a large portion of the CI2 business, the company maintains its roots in the information technology business. The company has a longstanding contract with the FAA to provide audit services for all telecommunications activities. Baylis serves as vice president of business development, seeking additional opportunities for the company to grow within the information technology sector. Kenner said: “My son is taking us to a new level. He is focused on the IT business and was critical in helping us automate everything quickly during the pandemic.” Kenner believes the IT sector has significant opportunities going forward in areas such as cybersecurity, database design and software development. “My son is the new school, and I am the old school. He is working in the D.C. office and creating new opportunities for the company to grow,” she said. The success of CI2 is a long way from Kenner’s beginning as a

Still seeking to move forward, she did not let a job layoff in Atlanta deter her progression, but launched CI2 as a single mother in 1993. One of the firm’s first major contracts was providing IT services for the U.S. Veteran’s Administration to install Microsoft Exchange on 237,000 desktop computers. “I wasn’t afraid to try,” Kenner said. “I said to myself, ‘if not now, when?’” Looking back, Kenner made the right decision, and her entrepreneurial drive led to building an award-winning enterprise. CI2 Aviation is the only minority-owned or woman-owned business to make inroads in the male-dominated air traffic control industry. Kenner uses her journey and success to encourage other women and minority business owners to pursue careers in the aviation industry. She is a longstanding member of several organizations focused on creating greater diversity and inclusion for women and minorities in the aviation industry, such as the Conference of Minority Transportation Officials (COMTO), the Airport Minority Advisory Council (AMAC), the Air Traffic Control Association

(ATCA), and the American Association of Airport Executives (AAAE). Kenner works on committees for AMAC and NATCA

CI2 Aviation Area Manager Mike Padgett, CI2 Aviation Founder/CEO Andrella Kenner, Air Traffic Control Association (ATCA) President/CEO Peter Dumont, and CI2 Aviation V.P of Business Development & Strategy Michael Baylis attend an ATCA Awards Ceremony.

to host an annual women’s breakfast to support, encourage and celebrate the growth of women in aviation careers. “Our first ‘Women in Aviation’ breakfast at AMAC had about 100 women, but it has grown to having more than 600 at the 2019 event,” Kenner said. Kenner’s clear example of living in prayer, while working diligently to make each day better than the day before has created a success story for women seeking to pursue entrepreneurial careers and careers in the aviation industry. She encourages women to consider becoming air traffic controllers because of the great pay and the growing opportunities related to drones, unmanned aircraft, and remote air traffic control towers in the future. She said, “I am passionate about expanding the role of women in aviation, and I am thankful to be in an industry where I can expand the horizon for women and women of color.”

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City of Columbia

OFFICE OF BUSINESS OPPORTUNITIES  Commercial Loans and Forgivable Loans Mayor Stephen K. Benjamin

 Technical Assistance Education & Advocacy  Contractor and Supplier Diversity  15% DBE Goal for all City Departments  Mentor-Protégé Program for MBE/WBE Firms  Columbia Disadvantaged Business Enterprise Program

City of Columbia, Office of Business Opportunities 1401 Main Street, 4th floor, Columbia, SC 29201 803-545-3950 or email us at OBO@columbiasc.gov http://www.columbiasc.gov/obo

American Disadvantaged Business Enterprise Magazine

American DBE Magazine is your premiere networking resource for businesses, administrators, and stakeholders in the USDOT Disavantaged Business Enterprise Program. FEATURES • DBE Business Opportunities • Industry Best Practices • Business Profiles • Business Development Articles

Read the latest issue and subscribe today at www.AmericanDBE.com Contact us at editor@americandbe.com or (919) 741-5233 for more information or advertising opportunities.

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400+ Firms mentored by Austin have received contracts exceeding $3 billion. Austin Commercial is committed to recognizing, embracing, and supporting workplace diversity. As a construction industry leader, Austin takes pride in creating minority economic opportunities.

www.austin-ind.com

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PROGRAM SPOTLIGHT

Salt Lake City International Airport celebrated the grand opening of its new $4.1 billion terminal building on Sept. 15, 2020. The new terminal resembles the shape of a canyon, in that it begins with a vast open space, pinches in the middle, and opens up again. (Photo courtesy of Salt Lake City International Airport)

alt Lake City International Airport (SLC) celebrated the opening of a new $4.1 billion airport on Sept. 15, 2020. While the opening occurred during what might be considered the worst economic downturn in American history, airport leaders are still excited about the new opportunities the airport will ultimately provide to Airport Concessions Disadvantaged Business Enterprises now participating in SLC’s concessions program. SLC is the 23rd busiest airport in North America and the 85th busiest in the world. In 2019, the airport served nearly 26 million passengers and is a

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hub for Delta Air Lines. The airport is owned and operated by the Salt Lake City Department of Airports. The new Salt Lake City International Airport is built to accommodate 34 million passengers and replaces the fiveconcourse terminal with two linear concourses–Concourses A and B– that are connected by a passenger tunnel. The opening of the airport also represented the beginning of a new concessions program at the airport. SLC completed procurement of contracts for concessions operations in the new

airport in 2018, bringing in a new era for ACDBE participation in the airport. The 2018 procurement was the first since 2010 and airport leadership made increasing the inclusion of diverse firms through its ACDBE program a priority during the selection process. “This procurement is the beginning representation of what the capacity is in our local market,” Airport Senior Planner and DBE Liaison Officer Raymond Christy said. Christy manages daily operations for the DBE and ACDBE programs. Christy joined the airport in 2015 after a

$4.1

New Billion Salt Lake City International Airport Spurs New ACDBE Partners 12-year career managing the DBE Program at the Utah Transit Authority. “Within three weeks of coming to the airport, our director of commercial told me he wanted to see greater participation by ACDBE firms in the upcoming procurement, so I had to hit the ground running to make it happen,” Christy said. As a result, Christy started engaging airport colleagues, including the manager of concessions and the airport business development manager, to devise a strategy to reach out to potential ACDBE firms to educate them about upcoming opportunities at SLC and to lead them through the ACDBE certification process. “We created an outreach program called ‘Concessions 101’ and went out to the community for about a year and a half to educate small businesses about doing business at the airport,” Christy said. The strategy worked as the 2017 concessions procurement for retail and food & beverage operators raised the number of certified ACDBE operators from six to 27. “In 2010, we had three,” Christy said. When fully opened, the new airport will have 51 retail and food & beverage locations that have 13 ACDBE

operators as joint venture partners, prime concessionaires and suppliers. SLC increased ACDBE participation through a combination of new operators from the Salt Lake City region and experienced operators expanding from other airports. For instance, Hip & Humble, a woman-owned, products-focused retail store with three existing locations in Utah opened its first airport location as a sub-tenant of Paradies Lagardere in Concourse B. OHM Concessions, an award-winning ACDBE operator based in St. Louis, won a package to operate three locations at the airport, including a Beans and Brews

than I was originally expecting due to the pandemic, it has turned out to be a bright spot for me in a very dark year and at a critical time for small businesses,” Hip & Humble owner Sheridan Mordue said. “It’s a beautiful space that feels inviting and is full of colorful and original gifts.” Christy attributes the success of the 2017 procurement process in changing the landscape of opportunities for ACDBEs to the commitment of SLC’s leadership to growing the airport while increasing inclusion. He credits current Salt Lake City Department of Airports Executive Director Bill Wyatt

ACDBE business owner Sheridan Mordue celebrates the opening of her new Hip & Humble concession in the new Salt Lake City airport terminal

Coffee House in Concourses A & B, and a Gourmandise euro-diner & bakery in Concourse B. “Although opening my shop in the new airport is definitely a little different

and Former Director Maureen Riley for boosting support for increased outreach to potential ACDBE firms; and credits former SLC Director of Commercial John Buckner and Manager of / winter 2021

Concessions Brad Wolfe for working to implement efforts to make inclusion a reality during the selection and contracting process. Another initiative Christy is excited about is a new internship program that will begin with the opening of the new terminal. As plans for the new concession opportunities came together, Christy recognized an opportunity to connect the Salt Lake Community College Culinary School with HMS Host, a concessionaire that will operate five food & beverage locations in the airport. The new relationship will allow students in the culinary program to intern at the airport and become experienced in working in the airport concessions industry. “Our goal is to have students that complete the program go to work at the airport and eventually become ready to become an ACDBE and own their own concession at the airport,” Christy said. Christy’s efforts to increase opportunities for ACDBEs has not been limited to the airport project. He is a founding member of the Airport Business Development Group, a coalition of eight airports, Avis/Budget Car Rental Company and Conrac Solutions that have united to implement

strategies to increase inclusion in the airport car rental industry. The group is responsible for developing the first nationwide Airport Supplier Diversity Outreach Event on April 1, 2019. The event encouraged airports across the country to host an outreach event to connect car rental companies with diverse suppliers interested in doing business in the airport environment. The event was a major success, as 29 airports hosted events and 73 airports were on board to host events in 2020 prior to the pandemic, which caused a virtual shutdown of most airports during the second quarter of the year. “We hosted an event here at SLC in 2019 and we were able to get three new ACDBEs connected with opportunities,” Christy said. “We had two auto body shops and a windshield repair company get new opportunities.” SLC also administers the federal DBE Program for airport construction projects receiving funding from the Federal Aviation Administration. Over $100 million in projects for improvements to taxiways and aprons around the new airport are in progress and SLC has a DBE participation goal of 9.8% on these projects. “We have DBEs providing services like roto milling, striping,

Passengers travel through the new Salt Lake City International Airport

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Salt Lake City International Airport Senior Planner and DBE Liaison Officer Raymond Christy

flagging, runway lighting, trucking, surveying and water trucks,” Christy said. Demolition of former airport facilities is underway in preparation for Phase II of the Airport Redevelopment Program scheduled for late 2024/early 2025. Phase II includes the build-out of Concourse A East and creation of the shell for a Central Tunnel. Although the past few years have been a whirlwind of activity at SLC, the journey continues.

Integrity

Transparency

Service

Law / Public Policy Consulting Disparity Research / Disparity Studies Supplier Diversity Program Management

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AIRPORTS

Houston Airport System’s Diverse Leadership Team Drives Success While Creating Opportunities

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in the right positions, while also giving opportunities to minorities to be able to play a key role at the table,” Rambo said. A commitment to inclusion has expanded business opportunities for Disadvantaged Business Enterprises in the concessions and the airport development contracts. IAH and Hobby Airport have a robust ACDBE program for concessions operations and an equally robust DBE & M/WBE program for airport development and continuing operations opportunities. “Director Diaz’s commitment to the DBE Program

with the business community. Arnold, who is an African American female, and her team connect with area chambers of commerce, local governments, economic development agencies and community organizations to keep them engaged with the airport and business opportunities. “Through our outreach and educational efforts, we are providing service to our community that will help to establish the Houston Airport System as a five-star global air service gateway where the magic of flight is celebrated,” Arnold said.

he Houston Airport System (Houston Airports) is proving that an airport can be world-class in its operational performance while also being a champion for Diversity & Inclusion. For the second year in a row, George Bush Intercontinental Airport/Houston Airport (IAH) was the highest ranked U.S. airport in the Skytrax “World’s Top 100 Airports” 2020 ranking, while continuing to build its reputation for having one of the most diverse leadership teams of any airport in the country. Airport Director Mario Diaz has made both values a priority since he began leadership of Houston Airports in 2010. Houston Airports operL to R: Members of Houston Airport System’s diverse leadership team: Chief Community Relations ates IAH, Houston Hobby and Business Affairs Officer Rhonda Arnold; Chief Financial Officer J’Maine Chubb; Deputy Assistant Airport, Houston SpaceDirector of the Office of Business Opportunity Jason McLemore; and Chief Terminal Manager for IAH port and Ellington Airport Airports and Hobby Airport Lilianna Rambo. for the City of Houston. Over the past decade, Diaz has led a means I don’t have to sell anyone on the Community engagement is vital as the transformation of the organization to program or its benefits,” Deputy Assis- airport moves forward on major capital become one of America’s best airports, tant Director of the Office of Business development projects in 2021. IAH while transforming the leadership of Opportunity Jason McLemore said. plans to continue progression on the the organization as well. “Mario walks ACDBEs performing direct lease or $1.3 billion Terminal D Redevelopment the talk,” Lilianna Rambo, chief terminal joint venture agreements at IAH earned project as a component of the Interconmanager for IAH Airports and Hobby revenues of more than $81 million in tinental Terminal Redevelopment Plan Airport said. “When he got to Houston federal fiscal year 2020, while ACDBEs (ITRP). The airport is continuing work Airports in 2010, the senior management participating in concessions at Hobby on this project during the pandemic by table did not look like it does today.” Airport earned revenues of more than completing the project using alternative Rambo is a Latina of African descent. $12 million. These figures represented funding sources instead of its current Houston Airport’s diverse leader- 26% of concessions revenues at IAH operating funds. This strategy allows the ship team is made up of both women and 35% of revenues at Houston Hobby. airport to use its current operating funds and men that are of African Amer- On construction-related activities, and $200 million in additional federal ican, Caucasian and Hispanic descent. IAH reported that diverse businesses funding received through the 2020 This level of diversity has effects that received nearly 25% on construc- CARES Act (Coronavirus Aid, Relief, reverberate through the organization services and 30% of professional and Economic Security Act) for ongoing tion’s employee base; and throughout services expenditures. “There is a cashflow and operational needs. Houston’s business community as entre- huge market for DBEs and M/WBEs in “Our DBE Program for construction preneurs recognize Houston Airports Houston,” McLemore said. “So, when and development never slowed down as a welcoming place to do business. they see the commitment of the airport to during the pandemic,” McLemore said. “Mario has made a concerted effort to vDiversity & Inclusion, I don’t have to sell As of September 2020, M/WBEs earned make sure he places the right people them on coming to do business here.” more than $47 million on ITRP projects, Rhonda Arnold serves as HAS Chief representing 29% of the $169 million Community Relations and Business in expenditures during the fiscal year. Opposite: Terminal E in the George Bush Affairs Officer and is responsible for Most of the expenditures were related Intercontinental Airport, Houston, Texas. highlighting the airport’s economic to professional services and enabling importance to the region by maintaining construction work in preparation for the positive, collaborative relationships Terminal D Redevelopment Project. / winter 2021

In Central Ohio...

Black Businesses Are Bouncing Back SBA lending to black-owned businesses lagged even before COVID-19. We’ve got to act NOW to correct systemic inequities and channel resources to those most at risk of failure - our black entrepreneurs. — Stephanie Hightower, President and CEO, Columbus Urban League

An innovative partnership in Central Ohio is utilizing CARES Act funds to help black-owned businesses and strengthen the entire economy. Grants totalling roughly $2.4M from the Franklin County Business Growth and Equity Alliance, led by the Franklin County Board of Commissioners, One Columbus and Columbus Urban League, are already making a difference in COVID relief efforts, helping 100+ businesses and create or retain 434 jobs, and counting. Learn more at CUL.org/alliance

They are helping us transition to a new way of operating – from retail to online. It really matters that they understand the highs and lows of running a company AND being Black. Because of their help, we’re bouncing back. — Dasha Tate, Co-Owner of Regal Beauty

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McLemore said HAS business activities to keep the airport running and to complete capital development projects have a significant impact on the local economy directly and indirectly. “When you look at what’s going on in Houston at the airport, our concessions team has done a really good job of getting a local flavor in the Houston Airport System,” he said. “And you don’t get the local flavor without using local businesses and suppliers, so it trickles down to the local economy.” Like the rest of the aviation industry, Houston Airports continues to be impacted by the coronavirus pandemic; and is striving to minimize the impact of devastating losses of revenues from airline travel nearly coming to a halt in the spring and summer of 2020. Houston Airports experienced a 95% reduction in passengers at the peak of the downturn in April, and as of September 2020 was still down over 60% from the same period in 2019. “This was our rock bottom,” Houston Airport System Chief Financial Officer J’Maine Chubb said. Chubb is one of a few African American airport CFOs across the country and is charged with steering Houston Airports through these turbulent financial times. He has implemented strategies to allow Houston Airports to maintain operations during 2020 while avoiding layoffs or sacrificing the long-term financial stability of the organization. “We were able to use $200 million in funding from the CARES Act to fund our operations and maintenance activities, service our debt and reduce the burden on our airlines during the pandemic,” Chubb said. HAS was also able to raise additional capital by issuing $863 million in municipal bonds, which will ultimately save the airport $31 million in debt service during 2021, and an additional $36 million in 2022. This strategy allows Houston Airports to continue its capital development plans for Terminal D without using operational funds needed to maintain the airport system while passenger volume slowly begins to return to normal. Current projections anticipate airline travel to stay below historic levels through fiscal year 2021 and into fiscal year 2022. As ACDBEs and other concession operators have been severely

impacted during the pandemic, Chubb has led the development of strategies to help concession operators survive this time and maintain the ability to serve passengers as travel rebounds. One of the main strategies included working with the Houston Cit y Council to waive minimum annual guarant y (MAG) payments for concession opera to r s . Th e M AG requires concessionaires to pay a minimum amount of rent based on the previous year’s revenue and additional rent based on anticipated revenue growth during the Houston Airport System Executive Director Mario Diaz has assembled a diverse team of professionals to lead one of the year. However, rent highest ranked airports in North America. payments based on 2019 figures would have put many operators out of business without passengers coming and comes with a greater responsithrough the airport in 2020. “We did not bility to excel and raise the airport to a want to penalize our concessionaires higher level of performance. He said: by charging them a MAG when 80% of “My approach is to display excellence. them had to close down because there I want to look at each aspect of my job were no passengers,” Chubb said. and make sure I am delivering excelHaving diverse leaders in senior posi- lence in each of those areas. Part of my tions provides Houston Airports with a greater sensitivity to the challenges DBE and ACDBE firms face when seeking to do business at airports managed by the Houston Airport System. It also creates a more encouraging environment for internal staff and the community at larger when they witness an organization that mirrors the Greater Houston region in its diversity. “Compared to many businesses, we have a very good track record,” Rambo said. “The diversity www.AmericanDBE.com of our employees looks very much like the City of Houston as a population and we make a concerted effort for that.” Chubb agreed with this assessment and acknowledged that being part of a truly diverse leadership team is rare

Visit us at:

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TRANSIT

Debra Johnson Assumes RTD Leadership Role to Continue Legacy of Inclusion Denver’s Regional Transportation of COMTO’s National Women Who District (RTD) has established a track Move the Nation for her commitment record of inclusion during the FasTracks to increasing the inclusion of minority capital improvement program for professionals and businesses in the more than a decade. Since the first of transit industry. “At the heart of Debra’s several major projects began in 2004, diverse, impressive background, businesses owned by minorities and creativity and best practices, she women have is guided by received over $1.1 people; our billion in contracts, dedicated team and some firms of employees and have increased the public we all capacity such serve,” RTD Board that they are now Chair Angie performing as Rivera-Malpiede prime contractors said in a press on major transit release. projects across “Diversity is the country. paramount to New RTD the success of General Manager an organization,” and CEO Debra Johnson said. A. Johnson will “I often say that seek to build everyone needs on this record to sit at the table, RTD welcomed Debra A. Johnson as as she begins lean in and have its new General Manager and CEO in leadership of their voices heard. November 2020. Colorado’s largest This rings true for transit agency – those external to and one of the largest in the country. our agency. I look forward to meeting Johnson was selected to lead the business owners and representatives agency after a national search and of diverse communities within the joined RTD in November 2020. metro area that can bring their Johnson brings 25 years of transit approach to our core business.” experience to the role after serving in Although Johnson takes the reigns leadership positions in Long Beach, of RTD during a global pandemic, the California; Washington, D.C.; San agency has continued to move forward Francisco and Los Angeles. She also on some of its existing development is the first woman to lead the agency. projects. RTD’s N Line, serving the north Johnson has a history of championing metro area, opened in September 2020, diversity and inclusion in transit. She is a and the Southeast Rail Extension (E, F longstanding member of the and R Lines) opened in Spring 2019. Conference of Minority Transportation Both projects achieved significant Officials and was honored as one participation from companies

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participating in RTD’s Disadvantaged Business Enterprise and Small Business Enterprise program. The agency’s continued success in working with diverse companies is built on the foundation laid at the beginning of the FasTracks program by former General Manager and CEO Phil Washington. During his tenure, Washington stressed the importance of diversity and inclusion in the FasTracks program by engaging with community leaders and business partners seeking to win contracts for major development projects. “None of this happens without Phil Washington,” RTD Small Business Office Director Zamy Silva said. “He paved the way for the success in the FasTracks program. He even went out and signed agreements with community organizations like the Black Chamber, Hispanic Contractors Association and Asian Chamber of Commerce to show his commitment to diversity and inclusion.” Although Washington left RTD in 2015 to lead the Los Angeles County Metropolitan Transportation Authority, subsequent GM and CEO Dave Genova and Interim GM and CEO Paul Ballard maintained this commitment. Johnson will have the opportunity to build on this legacy. “Debra was the only candidate for the CEO position that talked about the importance of diversity and inclusion,” Silva said. “So, I think she will also build upon what Phil did in the past.” One of the first opportunities for Johnson will involve an upcoming project to reconstruct the 16th Street Mall in downtown Denver. The project is an intergovernmental agreement between RTD and the city and county

of Denver. The project received approval from the Federal Transit Administration in December 2019 and construction is expected to begin in 2021. “Based on the federal funding, this project will have a DBE goal and we will be working with the other partners to ensure the maximum opportunities for DBEs and small businesses,” Silva said. Johnson also will assume leadership of garnering community support for more funding to continue the FasTracks program. Initial funding for the FasTracks project RTD Board of Directors Chair Angie Rivera-Malpiede welcomes guests to the N Line Grand Opening came by way of a ceremony in September 2020. sales tax increase approved by Denver area voters in 2004. However, RTD will require additional funding from public and private sources to continue the development into the future. Johnson will need to employ many of the strategies used by Phil Washington to maintain the support of the community, including honoring commitments to ensure minority, women and small businesses get significant opportunities in future capital projects. The strategy has worked well and has helped RTD create a model for diversity and inclusion in contracting opportunities. The model begins with strong executive-level leadership that supports the diverse business participation and ensures that this support is emulated throughout the agency and through business partners. “This type of success can’t happen without the approval, direction and buy-in from the top,” Armand Resource Group Armand Resource Group, President & CEO Gregory A. Jenifer (center), receives an President and CEO Gregory A. Jenifer award from RTD leaders at the Small Business Breakfast of Champions event in 2017. said. Armand Resource Group has Armand Resource Group has led outreach and compliance efforts to engage DBEs and provided consultant support for the small businesses in the FasTracks Program as a consultant. RTD Small Business Office by providing compliance staff since the beginning of FasTracks projects. Jenifer said that RTD’s leadership commitment led to creative and innovative initiatives to increase the level of participation by diverse companies. “We were / winter 2021

able to help RTD create a workforce development program called ‘WIN -Workforce Initiative Now’ to bring new workers into the industry. We also did things like revising contract language to help promote inclusion and created a Mentor/Protégé program,” he said. The most recent example of FasTracks success is the opening of the N Line. The project surpassed the 23% DBE goal for the design of the project and the 21% goal for the construction phase. DBE and SBE firms earned 32% of dollars paid for the design and 25% paid for construction of the $832 million project. Silva said there are many great stories of companies that have benefited and grown because of the FasTracks program. “We went out to visit some of the firms to hear firsthand how FasTracks has helped them. I remember one business owner began to cry when thinking of the pride he felt

Helping Small Business Move Forward

knowing he would be able to show his grandchildren the work he had done on the project,” she said. To date, 619 DBE/SBE firms have completed 2,999 subcontracts on FasTracks projects. Although Silva is optimistic about the future of RTD and the FasTracks program, she knows 2021 will be a tough year for the agency. As a result of the pandemic, the agency announced significant layoffs and budget cuts in November 2020, and some projects will be delayed until revenues improve. However, she believes RTD will eventually recover and she will get back to a robust effort to push forward and take the DBE/ SBE program to new levels. She said: “This program is way beyond the rules. It is way beyond what the laws and regulations and all that stuff says. We always want to take it a step further.”

RTD Civil Rights Division Senior Manager Zamy Silva speaks to participants at the RTD Small Business Breakfast of Champions event in 2017.

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

DC Metro Area • Kentucky • North Carolina • Virginia • West Virginia

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

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www.TheInstituteNC.org

J O N E S W O R L E Y F R O M N E W CO M E R TO M A R K E T I N G CO M M U N I C AT I O N S L E A D E R | 19 9 0 -2 0 2 0

Celebrating Being a DBE opened doors for Jones Worley. Providing outstanding work kept them open all these years. Entrusted with high-profile projects, the firm’s team of innovative and creative professionals has made Jones Worley a leader in the marketing communications industry.

30-years of Excellence! • The only African-American, female-owned

• Led SPLOST infrastructure communications

agency to brand and design the “look” of

and outreach for two municipalities that

an Olympic Games

won more than 70% voter approval.

• Launched the first 100-percent smart card

wayfinding program and partnered with

fare collection programs than any

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marketing agency in the U.S.

• Worked with more than 50 transportation authorities throughout the country.

Cynthia Jones Parks President/CEO cjparks@jonesworley.com 404-876-9272

• Branded a world health organization’s

in North America and guided more transit

• Respected as a competitive national DBE prime consultant and sub-consultant to more than 150 design and engineering firms.

Jones Worley. A small firm with big business expertise in strategic marketing, branding, outreach, campaign development, wayfinding, experiential graphics and signage design. / winter 2021

HAMPTON ROADS CONNECTOR PARTNERS invites you to be a part of

VIRGINIA’S LARGEST

TRANSPORTATION PROJECT The I-64 Hampton Roads Bridge-Tunnel in southeastern Virginia has long been one of the region’s most congested corridors. The existing 3.5-mile facility consists of two 2-lane immersedtube tunnels on artificial islands, with trestle bridges to shore. These tunnels opened in 1957 (current westbound lanes) and 1976 (eastbound lanes) and are approximately 7,500 feet long.

OVER

$100 MILLION

IN PROJECT OPPORTUNITIES FOR DBE AND SWaM FIRMS

Traffic on these four lanes exceeds 100,000 vehicles per day during peak summer traffic. The Hampton Roads Bridge-Tunnel Expansion Project will ease this congestion with the addition of twin 2-lane bored tunnels just west of the existing eastbound tunnel. Also, the 4-lane segments of the I-64 corridor in the cities of Hampton and Norfolk will be widened.

WORKFORCE PARTICIPATION GOALS FOR LOCAL MINORITY AND WOMEN JOB CANDIDATES

Visit the project’s website at

www.hrbtexpansion.org to stay up to date on opportunities. Hampton Roads Connector Partners | 240 Corporate Blvd. | Norfolk, VA 23502 | 757-578-9284

HAMPTON ROADS CONNECTOR PARTNERS IS AN EQUAL OPPORTUNITY EMPLOYER

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CIVIL/HIGHWAY

Transportation Secretary Shannon Valentine Maintains Commitment to DBEs during Pandemic

working in the field to irginia Secretary keep programs running of Transportation while maximizing safety. Shannon Valentine has faced the formidable It was also necessary challenge of leading for Valentine to focus the state’s multimodal on the role of Virginia’s transportation system transportation agencies through the 2020 in making sure critical pandemic by displaying goods, medical supplies the necessary skills and essential workers to manage multiple were able to reach their priorities simultaneously. destinations efficiently. Her calm, steady and Agencies under personable leadership Secretary Valentine’s style has helped keep leadership maintain the employee morale high, Commonwealth’s port VDOT Secretary Shannon Valentine gives remarks at a groundbreaking while allowing the system, 66 airports, ceremony for the Hampton Roads Bridge Tunnel Expansion project in October 2020. Commonwealth’s seven major public transit transportation agencies systems, passenger and to focus on helping agencies’ recovery efforts and as part freight rail, and Virginia’s Virginians recover from one of the of upcoming improvement projects. highway system. “As we focus on most challenging times in history. health and safety, we remain committed to transporting critical goods and Valentine’s leadership and management Health and Safety Come First connecting people to essential work, styles emphasize operating safely as food, and medicine,” Valentine said. essential workers, while aiding the Keeping customers, partners, and safe and efficient movement of people, Virginia’s 10,000 transportation goods and supplies throughout the employees safe from the coronavirus is Managing Resources Commonwealth. At the same time, she Valentine’s highest priority. She and her has directed the fiscal management team orchestrated the implementation Valentine also must determine how activities of a multimodal transportation of several safety protocols and policies the Commonwealth will deal with the system crossing seven agencies, to keep essential workers and substantial financial impact the and led the restructuring of financial administrative staff as safe as possible, pandemic is having on transportation, resources to maintain operations while still serving “keeping Virginia and how the agencies will continue to while preparing for the future. Despite moving.” Throughout the pandemic, weather and recover from this crisis. these two urgent and critical needs, Virginia’s transportation agencies Virginia is anticipating an $870 she also has continued to champion combined the use of ‘work from home’ million reduction in transportation the ongoing participation of small and policies for administrative personnel revenues through FY2022. diverse businesses in the transportation and extensive safety protocols for staff

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Valentine is also encouraged by the contribution of past leadership decisions, now playing a role in managing the pandemic crisis. These prior decisions helped the Commonwealth minimize the current economic crisis and created the ability to move ahead with major infrastructure needs going forward, such as creating dedicated funding for the Washington Metropolitan Area Transit Agency, passing legislation to increase funding for major interstate projects like the I-81 Improvement Program, and most recently passing the Governor’s Omnibus Transportation Bill. “In that legislation, we made a true financial commitment to a multimodal transportation system,” Valentine said. Virginia Department of Transportation Secretary Shannon Valentine

Working with Virginia Governor Ralph Northam, the Virginia General Assembly passed a recent budget amendment. The amendment allows the Commonwealth Transportation Board to restructure the allocation of funding in the Six-Year Improvement Program. This will allow funds for projects not yet in progress to be used for projects in the current pipeline over the next two-year period. This move enables currently scheduled projects to stay on schedule while keeping the overall plan in place. “Maintaining our six-year plan for SMART SCALE projects was the strongest way for us to secure our infrastructure, maintain our workforce, and stabilize our economic recovery,” Valentine said.

Maintaining Commitment to Inclusion While the challenges of leading through the pandemic are substantial, Valentine maintains her commitment to Diversity & Inclusion as the transportation sector recovers from the pandemic. The Virginia Department of Transportation’s (VDOT’s) Civil Rights Division is leading

efforts to ensure companies in the Disadvantaged Business Enterprise (DBE) Program and the Small, Womenand Minority-owned (SWaM) Business Program can play a role in project development, engineering, construction, and management. “This is a really important time to make sure we are providing access to our small, minorityand women-owned businesses – the best and brightest in Virginia.” Valentine supports and values the work of Civil Rights Director Sandra Norman and the entire Civil Rights Division in helping advance a shared vision for the inclusion of diverse companies in government contracting opportunities. “A vision that is inspired by the commitment of Governor Northam and our Office of Diversity, Equity, and Inclusion starts at the top,” Valentine said. “The work of the Civil Rights Division with DBEs and SWaM businesses, and through the BOWD Center [Business Opportunity and Workforce Development Center], is fundamental to who we are in transportation.”

Members of the Hampton Roads Connector Partners executive committee gather with Virginia Governor Ralph Northam, VDOT Secretary Shannon Valentine, VDOT Commissioner Stephen Brich and HRBT Expansion Project Director James Utterback following the groundbreaking ceremony in November 2020.

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VDOT’s commitment to diversity is evident in current activity on the $3.8 billion Hampton Roads Bridge-Tunnel Expansion Project. Although VDOT held the project’s formal groundbreaking ceremony in October 2020, preliminary design work to prepare for the major tunneling operation and highway improvements began earlier in 2020. HRBT is the largest construction project in Virginia’s history, and will widen the current four-lane segments of the I-64 HRBT corridor in Norfolk and Hampton, and bore new twin tunnels – greatly increasing capacity and mobility in the region. Joint venture Hampton Roads Connector Partners joined with VDOT in a Public-Private Partnership (P3) to

development the HRBT Expansion Project and has committed to fulfill Valentine’s vision for the inclusion of DBEs and SWaM firms. To date, HRCP has conducted significant outreach to diverse businesses; securing 196 subcontracts with DBE/SWaM firms totaling over $112.5 million in value.

Leadership by Example While Valentine is an inspiring leader to many women, she downplays the significance her accomplishments. “We see us in her,” VDOT Civil Rights Division Administrator Sandra Norman said. Valentine appreciates this sentiment, but reflects that she feels the same way about her coworkers across

Virginia’s transportation agencies. “I am inspired by every person that I have the privilege of working with,” she said. Valentine referenced a quote from famed poet and author Maya Angelou to best describe her approach to leadership. “People will forget what you said, people will forget what you did, but they will never forget how you made them feel,” she said. This approach leads her to respect the dignity of every person, work in collaboration with others, and seek to build meaningful relationships. “Relationships are everything,” she said. “I want to determine how we create win-win relationships, both internally and with our citizens, community leaders, and business partners.”

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BUSINESS DEVELOPMENT

Celebrating Hispanic Heritage, Collaboration and Inclusion —an Entrepreneur’s Reflection By Miguel Galarza

The celebration of Hispanic Heritage was conceived by President Lyndon Johnson in 1968 as a weeklong celebration, and President Ronald Reagan expanded the celebration to its monthlong observance in 1988. As this year’s Hispanic Heritage celebration concluded in the fall of 2020, I could not help but reflect on my own 45-year odyssey; from day laborer to founder and president of an award-winning construction firm based in my hometown of San Francisco. I was born in the heart of the Mission district. For those unfamiliar with San Francisco’s Mission district, it was historically the landing point for many immigrant Hispanic families migrating to a better place to raise their families; not necessarily to seek their fortunes, but simply to have a quality life, in a working-class neighborhood – with freedom from poverty, hunger, repression, corruption and political strife. With those simple goals, a strong work ethic, and labor unions willing to embrace these ready, willing and ablebodied men and women, Hispanics for the past 30 years have flourished in the building/construction trades in San Francisco. As bore out by Pew Research Center’s “Latino Labor report of 2004:”1 “For Hispanics, it [construction] remains an important source of employment, or the other side of the coin is that Hispanics are a very important source of labor for this industry.” The construction

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industry afforded the opportunity for Hispanic families to raise themselves from poverty, into a solid middleclass status of home ownership, and sending their children to college. Like so A Yerba Buena Engineering & Construction employee works on a many of my contemporaries, project in San Francisco. I took advantage of the opportunities afforded to me was encouraged to see the diverse by the International Brotherhood of student body of young men and Carpenters and entered the trades women of Hispanic, Asian and African shortly after graduating from high American descent filling the room; school. Several things became clear there to hear from one of their own, during the next 10 years of working in as I prepared to share my story and the field. Outside of the steady income journey in the construction field. my trade provided for my family, the As I twisted and turned through the opportunity for advancement was slim story of my circuitous career, I turned to none without the benefit of higher to the young group to stress the education. So, with the support of my following keys for their success in the wife who was my leading advocate construction field. Although simple, I and cheerleader, I worked during the believe these proved to be my keys to day and attended the local community my success at all the various levels of college at night in my quest to obtain a my career. These key principles were to: degree in Construction Management. 1) Listen, 2) Respect, and 3) Be Patient Fast forward, here I was 30 years – with yourself and those you have the later, at the lecture hall at the City privilege to work with. I included with College Mission campus waiting for these keys the advice to never, ever, the room to fill. As a guest lecturer, I treat anyone with whom you work with

anything less than the way you would want to be treated. While this seemed simple enough, in practice, and when faced with overt discrimination by a boss, coworker and/or public official, it is often a hard pill to swallow. Finishing the technical portion of my lecture, I started to present what the dean of the Construction Management program thought would most benefit these diverse students. I proceeded to tell them the story of getting my first construction management job in 1991. I was a journeyman carpenter making approximately $22.75 an hour (plus benefits) when I got the call to interview with a man named Fred Hopkins. He was the owner of Hopkins Heating & Cooling, an African American-owned small business based in San Francisco. I clearly made an impression as I was hired to start the following week on a project for the U.S. Navy. Hopkins was a veteran of the Vietnam War and a member of the 82nd Airborne; and most importantly to me and my career, an established 8(a) contractor. That was the good part; that I had a job as a construction manager without a degree. However, the bad part was that I was offered – and accepted – a starting wage of $12.25 with no benefits; approximately $10.00 less per hour than I was previously making. Nevertheless, I thought ‘what were the chances I would get another opportunity to work for a federal contractor, as I studied at night school to obtain my degree?’ The choice was simple – I took the job. I knew nothing of, nor anything about the 8(a) program; nor did I know anything about managing a project for the U.S. Navy. Yet, off I went to the U.S. Navy project, wide-eyed and ready to take on the world, so I thought. I was in the deep end of the pool, without the proverbial life vest, with no training, preparation or mentoring. The Navy’s ROICC (Resident Officer in Charge of Construction) pulled me aside the first week into the project and said that if it were not for the fact that this contract was awarded under the 8(a) program, he would have asked for my removal from the project. Clearly, even with my great disposition and attitude, there was no way to hide my lack of federal experience in contracting with the U.S. Navy.

Nevertheless, the ROICC stated again someone that went out of their way, that since Hopkins Heating was an 8(a) left an indelible mark on me that to this firm, he felt the obligation to help me day influences my social engagements succeed. So, he exclaimed that I was in the construction community. to present myself for training at 0-600 Hispanic Heritage Month is a (6 a.m.) the following celebration of the morning with the achievements contractual paperwork of Hispanic in hand, ready to be entrepreneurs, given a crash course corporate business in federal contracting leaders, attorneys, and contract educators, scientists compliance with U.S. and engineers. Navy documents and However great these protocol. “Sir, yes sir!” achievements are, was all I could think and will continue to about that night, as I be, little of this would prepared to save my be possible were job, and quite frankly, it not for the trails Miguel Galarza, President and my construction blazed by our formerly CEO of Yerba Buena Engineering management career. enslaved brothers and & Construction, Inc. The following sisters. They paved morning, as I walked the way for social into the ROICC office, he handed me and economic equality and justice. a cup of coffee and began to explain Let us, as a DBE community, continue to me ‘the what and the why’ as he to pay it forward; and only then can took the time to show me the ropes. we as a DBE community achieve He began by explaining the purpose the success we so richly deserve. and mission of the 8(a) program. The U.S. Small Business Administration References: 8(a) Business Development Program 1https://www.pewresearch. established under the Nixon org/hispanic/2005/05/02/ administration was designed to open latino-labor-report-2004 the doors for socially and economically disadvantaged contractors to do business with the federal government; and to develop their construction and management skills to eventually become federal contractors. These firms would ultimately provide value and become a resource for the federal government contracting community. Hence, as I was an employee of an 8(a) firm, his job was to ensure my success managing the project. Over the next several hours he gave www.AmericanDBE.com examples and showed me the process for managing a U.S. Navy project. This simple act of kindness and mentoring propelled me toward success in the field. At the end of this eight-month-long project, the ROICC and Contracting officer were so impressed with my turnround, they nominated the project for a U.S. SBA Administrative Award for Excellence, an award Hopkins Heating & Cooling won; and the rest, as they say, was history. This act of kindness, and the transfer of knowledge by

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The Secret is Out:

Why successful diversity and civil rights compliance leads to successful P3s by Angela Berry Roberson, Director of Diversity Contract Compliance at Ferrovial Construction US

Diversity & Inclusion principles have been recognized as essential elements to successful business ventures, especially those that have a direct impact on the public like many of our projects. Industry professionals acknowledge that P3s (Public-Private Partnerships) offer opportunities to small, minority, disadvantaged and women business firms, but what does Diversity & Inclusion offer to P3s? What are the best practices to achieve success? Since P3s, particularly complex mega projects, are usually multifaceted projects, there are myriad opportunities for diverse businesses, including professional services, design,

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construction as well as scopes of work in the operations and maintenance areas. Opportunities are available in infrastructure projects across all transportation modes – highway, transit and airport – in addition to P3s in other arenas such as water, government and social projects. P3s, especially the large multiyear projects, act as major economic catalysts for the project region that not only support increased opportunity for diverse businesses, but also local workforce and jobs. Even though P3 diversity/civil rights compliance professionals are already aware of the benefit for a comprehensive program for the industry, it is important to ensure that this secret is shared with the rest of the P3 community. P3 projects that recognize the value of a strong diversity/civil rights program and a comprehensive compliance strategy that compliments that program will achieve greater success. However, to fully understand the impact of compliance, P3 project leaders (both public and private) must first understand the value and benefit of this aspect. Many P3s are subject to diversity/civil rights requirements, like other projects, and much like the requirements for safety or environmental compliance, these requirements have some level of cost and risk. The value of compliance opposed to the costs associated with such compliance, is a part of doing business in this market. The same is true

for civil rights compliance. However, a clear and concise comprehensive diversity/civil rights program from the public owner, and a strategic compliance plan of oversight on both the public and private sides, are imperative to mitigate the risk and manage the expectation of compliance. Every project stakeholder ‘wins’ from a robust diversity compliance program that is customized for P3s. In fact, the public owners can heavily weigh a developer/ prime contractor’s compliance histories and proposed project-specific diversity/civil rights compliance commitments in evaluating the award of a P3 contract. In short, developers/ contractors that present a stronger understanding and plan for compliance are prone to win more projects. Additionally, a P3 with a more vigorous diversity/civil rights program and compliance oversight for the project usually awards more contracts to small, minority, disadvantaged and women business firms. Therefore, diversity/ civil rights compliance success is in the best interests of every project stakeholders – the public owner, the private developer/contractor, as well as small, local and diverse businesses. The sooner P3 decision-makers embrace this concept, the more likely they are to foster successful civil rights compliance and success for their projects. But where do they begin? Here are five strategies that P3 decision makers can utilize for program and project success:

1. Be Knowledgeable Make sure you have the right people. It is essential to have a strong public and private civil rights team that understands the requirements of the civil rights program and whose members are experienced in managing the program and its compliance. It is critical to involve these personnel early in the decision-making process.

2. Be Intentional Set clearly defined expectations for the implementation of the P3 compliance program in addition to accurate contract-specific goals based on the availability of certified diverse firms and the scopes of work to be performed on the project. This will help drive policy development and implementation while being aligned with city, state and federal civil rights protocols. Therefore, it is imperative to involve civil rights compliance professionals early to review key project elements and opportunities for the goal setting process.

3. Be Compliant Compliance is more than achieving and exceeding contract goals. Just like other contract requirements such as safety, a successful compliance plan requires the project’s community stakeholders to account for and address local challenges and create customized best practices through inventive programming and policy initiatives. Successful civil rights compliance transcends all areas of a P3 project.

4. Be Flexible P3 projects have many moving parts that are constantly changing; therefore, the expectation for management and compliance oversight of the civil rights program should be flexible to avoid unnecessary complications and confusion in an already complex process. The essence of compliance should follow the spirit of the requirements. P3s are different than traditional projects, thus the contract language and provisions, process and procedures, forms and documentation should be customized accordingly – based on the Alternative Delivery Project Civil Rights Guidance from the Federal Highway Administration (FHWA). With a successful civil rights compliance program in place, both public and private P3 project decision makers foster robust risk mitigation, give themselves the best possible likelihood for a successful P3 project, and maximize the potential for creating a project legacy that transcends quantifiable value. The Association for the Improvement of American Infrastructure (AIAI), specifically its Diversity & Inclusion Committee, is a valuable resource to the P3 community to provide assistance and guidance in this area. Note: This article was initially published in P3 Bulletin; Volume 8, Issue 3

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Pete Buttigieg to Lead USDOT Plan to Build Back Better Former South Bend, Indiana, Mayor Pete Buttigieg was confirmed as the 19th U.S. Secretary of Transportation on Feb. 2, 2021, by a vote of 86-13 in the U.S. Senate. The appointment comes at a time when the country is poised to take action on a transportation funding bill and make substantial improvements to increase mobility and safety across the nation. President Joe Biden campaigned heavily on the need for America to “Build Back Better” by emphasizing significant investments to the country’s transportation infrastructure. “Americans shouldn’t settle for less than our peers around the developed world when it comes to the infrastructure resources that we really count on,” Buttigieg told CNN’s Jake Tapper during a televised interview on Dec. 20, 2020. “A bi-partisan effort to build back better through a major investment in our infrastructure isn’t just possible, it’s necessary.” Secretary Buttigieg will lead a transportation department with 55,000 employees covering all modes of transportation in the country. He was sworn in as the Secretary of Transportation on Feb. 3, 2021, and sent an email to employees later that day. The Associated Press reports part of the email stated, “We will continue to prioritize safety as the foundation of everything we do; and at the same time, we will break new ground: in ensuring that our economy recovers and rebuilds, in rising to the climate challenge, and in making sure transportation is an engine for equity in this country.”

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President Biden selected Buttigieg for Transportation Secretary in January 2021 stating that “jobs, infrastructure, equity and climate all come together at the DOT, the site of some of our most ambitious plans to build back better.” Secretary Buttigieg has embraced President Biden’s goals for the DOT and shared preliminary thoughts on strategies to reach the goals during the CNN interview. He mentioned the need to protect the climate by investing in electric vehicles and other energy-saving measures. He also stressed the importance of using transportation investments to create jobs and economic opportunities for American citizens. Additionally, he discussed focusing on increasing safety by making infrastructure more severe weather resilient by improving and strengthening transportation systems to better withstand weather catastrophes like floods, hurricanes and wildfires. Buttigieg’s final area of focus will be enhancing equity in the planning, development and implementation of infrastructure improvement, to help the country recover from past transportation decisions adversely impacting minority communities. President Biden also appointed a group of experienced transportation professionals to help Secretary Buttigieg lead the country through what potentially will be a monumental change in the upcoming months. The appointments included Deputy Secretary Polly Ellen Trottenberg, who served as commissioner of the New York City Department of Transportation from 2014 to 2020; and Deputy Secretary A. Bradley Mims, who served as President and CEO of the Conference of Minority Transportation Officials (COMTO) before joining USDOT. COMTO supports the confirmation of Secretary Buttigieg and shared a statement saying “COMTO congratulates Pete Buttigieg on his history-making confirmation to Secretary of the Department of Transportation. We look forward to supporting Secretary Buttigieg as he plays a critical role in helping in the industry’s recovery from COVID-19, rebuilding America’s

Former South Bend, Indiana, Mayor Pete Buttigieg speaking with attendees at the 2019 California Democratic Party State Convention at the George R. Moscone Convention Center in San Francisco, California. (Photo Credit: Gage Skidmore)

infrastructure, and ensuring equity for minorities and minority-owned businesses in transportation.” President Biden, Secretary Buttigieg and the rest of the Democratic Party will need to work diligently to garner the support of Republican Party lawmakers to make ‘building back better’ a reality in 2021. “A deal is not just possible, it’s necessary” Buttigieg told CNN’s Jake Tapper. He said: “The American People are ready for us to finally actually do something about infrastructure. We can’t keep letting ‘infrastructure week’ be a Washington punch line.”

PROUD TO GIVE BUSINESSES A LIFT CATS is proud to provide opportunities for businesses to create local jobs through the advancement of transit projects. CATS also seeks to create an environment that gives small and socially or economically challenged local businesses the opportunity to compete for publicly funded contracts by participating in the Small Business Opportunity (SBO) and the Disadvantaged Business Enterprise (DBE) Programs. On the LYNX Blue Line project, for example, CATS spent $42.9 million with 38 DBE firms to build the new light rail system. As the major provider of public transportation to Charlotte and the surrounding region, CATS relies on the communities we serve to build and operate the service every day. By working together on these new opportunities, we can all keep our communities moving in the right direction. For more information, visit ridetransit.org.

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