26 minute read
Janice Weaver......................................................................Director of Community Relations, City of Houston - Mayor's Office
from Top 30 Women 2021
by d-mars.com
Janice Weaver
Director of Community Relations, Mayor’s Office & Advisor, AARP Age Friendly/Livable Community Partners - City of
Houston
hristian, humanitarian, and
Ccommitment to helping others are all metaphors used when describing Janice Weaver. She is known for her tireless good works in the community. With a vast amount of corporate and community outreach experience, she currently serves as the Director of Community Relations for the
City of Houston and Mayor Sylvester Turner. Previously, she served as Executive Assistant & Office Manager for
Congresswoman Sheila Jackson Lee (18th Congressional District of Texas) and earlier retired from AT&T after twenty four years of faithful service.
While putting her words into action, she loves dedicating her time volunteering in the community throughout the Houston area with several organizations including: the United Way, Aldine Youth Center, St. Monica Youth Sports Ministry, Acres Home Youth Association, Grove Community Outreach, For His Glory Ministries, Father Alphonsus Kidney Foundation, NAACP, LCLAA, A. Phillip Randolph Organization, LULAC Board Member for Houston Area Community Services (HACS), Gospel Music Heritage Committee, Precinct Judge #0698, Telephone Pioneers, and the African American Chamber of Commerce of Greater Houston to name a few.
Janice is heavily involved in making a difference in the political arena while serving as a volunteer, phone bank coordinator, and fundraising organizer for several political campaigns including: former President Barack Obama 2008 Presidential campaign, former Mayor Lee P. Brown, former Houston Councilmembers Ernest McGowen, Sr., former Rep. Sylvester Turner, now Mayor of the City of Houston, current Dist. 139 Rep. Jarvis Johnson, and others. Her commitment to community outreach also extends to the League of Women Voters (LMV) Voter Education Project, Toys for the Kids, and the KTSU Radio membership campaign. Recently, Janice was a leader in the mass distribution of water and food to residents during Winter Storm Uri. Janice also serves as a chaplain for Crisis Chaplaincy of Texas, the Houston Police Citizens Academy, and the Houston Police Dept. PACA organization. Being multi-talented, she also provides public relations services for many of these organizations, as well as her recent accomplishment, hosting a successful reception and book signing event for 88year old poet and writer, Carmen Howard. As a native Houstonian, she attended Kashmere Senior High School and Houston Community College; she is also a former student of Franklin Time Management, Zig Ziegler, Dr. Tony Evans Oak Cliff Bible Fellowship, and the late Dr. Myles Munroe. Because of her commitment and community engagement, she has received numerous awards and recognitions from various entities that include: the Aldine ISD VISA Award, Girl Scouts, Starlight Missionary Baptist Church Youth & Young Adults Award, Starlight MBC “Mother of the Year” Award, A.H.C.D.C. Corp. “Volunteer Spirit” Award, Acres Home Youth Association S.I.S.T.A Circle Award, Galilee Missionary Baptist Church Community Star Award, St. Monica Youth Sports Ministry, St. Monica Cowboys, The Knight of St. Peter Claver #151, “Prestigious Pioneer in the Community Award", T.W.E.F. International Women's Empowerment Forum Honoree, the Mayor’s 2012 Volunteer Houston Award, APRI Living Legend Award in 2018, 2021 TLBC Outstanding Texan, 2021 City of Houston Bravo Award, Black Excellence Award, Random Acts of Kindness Award, and recognition from Mayor Nic Hunter- City of Lake Charles’ office for her efforts assisting with the Hurricane Laura storm recovery. As a faithful member of Starlight Missionary Baptist Church for 35 years, she has served in numerous capacities including: Administrative Assistant to the late Pastor Clifford B. Meachum Jr., Trustee Board Member, Scholarship Committee Member, Choir President, Ministers and Deacons Wives Council and Sunday School Member. She has raised thousands of dollars in support of the church by chairing various souvenir journal committees and banquet fundraisers.
While serving in many other capacities, Janice is also President of One Body Networking and Vice-President of JA’SENGA Executive Travel Services. Through her nonprofit, Janice has hosted eight blood drives in partnership with Gulf Coast Regional Blood Center, TWEF, and the Methodist Hospital, saving thousands of lives. One Body Networking provides scholarships to underserved students in and around the Houston area. With all of her accomplishments, Janice considers her greatest accomplishments being the wife of Alvin Weaver, mother of four, grandmother of seven, and great grandmother of two.
Janice Weaver Director of Community Relations Advisor, AARP Age Friendly/Livable Community Partners Mayor’s Office - City of Houston
Houston, TX 77002 (832) 393-0849 Janice.Weaver@houstontx.gov www.houstontx.gov
By Subcontractors USA News Provider
CDM7 is a familiar name and strong contender in the construction field. This construction, development, and management organization, remains committed to safety, quality, cost, and schedule to successfully serve clients. Construction is this company’s core function and founding business practice, with their principles, values, and culture allowing them to provide quality services that accommodate client needs for the successful completion of projects. CDM7’s impressive development portfolio is built around leveraging their construction resources, relationships, and partnerships, to create sustainable places for people to meet, explore, create, share, inspire, and live. CDM7 has over 60 years of combined relevant industry know-how that clients trust to keep their businesses moving, with less overhead.
Trey Harris founded CDM7 and leads as president and CEO. Harris has gained a keen proficiency in this industry, having worked in various positions in construction before CDM7. “I worked for a large commercial construction firm prior to founding CDM7. They made it mandatory for all employees to get 30 hours of training every year. Because of this, it provided me with a great foundation for understanding the construction business. Taking classes in business development, pre-construction, financial management, safety, and many others have, no doubt, provided me the skill set needed to strategically and effectively run a profitable construction company,” Harris said.
Under Harris’ leadership, CDM7 continues to grow, with a newly acquired license to complete work in Louisiana. This achievement allows the company to extend its reach beyond Texas, gaining more opportunities for new bids and contracts. The certifications, memberships, and associations combined with hard work contribute to CDM7 making its impressive mark in the construction industry. But Harris knows that without a core team of talented and ardent individuals, this company’s growth and achievements would not be possible.
d-mars.com Top 30 Influential Women of HoustonSUBC USA: What are some of the challenges you face in this industry, and how do you overcome those challenges to stay competitive? CDM7: The greatest challenge in this business is finding the right opportunities that fit our business model and allow us to make fair fees. With a pandemic that has stopped traditional business practices, it has been challenging to qualify for new work, even with company credentials in order. To overcome these challenges, we focus on three ways to partner with firms that have strong ties within the industry: design-build, JV partnerships, and minority participation. produce a supernatural result that our clients will love. SUBC USA: Please tell us about your company and the $15 million dollar bonding. CDM7: If you can bond in this business, that speaks volumes to how your company operates. In addition, if you can bond up to $15 million dollars, this means you have capital and a stellar company on your hands. Bonding for some companies is challenging because of how they keep their books and a lack of training in financial construction management. Bonding is like a credit card, and everyone has a limit. Your success rate on each project helps to increase your limit, which in turn, provides the company with more opportunities. SUBC USA: Talk about how your company stands on its core values to deliver on every project. CDM7: These values are profoundly important to any business, but especially to a construction business. Every day on the jobsite, you face obstacles and challenges that can be tough to overcome; having a strong value system is important. Honor is big to me because the construction industry is filled with vultures who have demolished the construction culture with dishonesty. Innovation and technology are key because we are just on the cusp of what is to come. Staying ahead of the technology curve will be paramount in helping us control our overhead and maximize the construction schedule and processes. A clairvoyant person is one who can see the future. And in construction, you must be three steps ahead in every move you make. Partnerships and relationships hold the key to our future. As the adage says, “Show me your friends and I will show you your future!” SUBC USA: What are some goals for the company moving forward? CDM7: Moving forward, it will be important for us to not simply be known as a minority company, but as a commercial general contracting company that just so happens to be owned by a minority. We want to be able to hire, train, and give opportunities to people that look like us. When contributing my time to speak with construction majors at Prairie View A&M University, I can see how important it is for individuals like myself to spend time with them and share real world stories. In life, everything has to do with exposure. If you never get exposed to things, you’ll never know how to operate in specific situations. I want to make sure that those who want to know, receive the knowledge and opportunity to make a difference in the construction industry.
SUBC USA: Your company has over 60 years of combined experience that makes you qualified, so talk about some of the combined experience/leadership behind the company that is a component of CDM7’s strong foundation. CDM7: Prior to founding CDM7, I held various operational roles throughout the construction industry. Rising from the ranks of office engineer to general manager and completing over 2.6 million sq. ft. of space at over $625 million dollars, it really gave me great understanding of how to successfully run a construction business. Knowing that I wanted to grow the company at a rapid pace, I focused on finding individuals who had similar experiences at their previous companies as well. This has allowed me to trust in their knowledge of the foundational practices and procedures that are required to run a sound construction project. Skilled and committed people are the key to growth and producing exceptional work. Without great people, we would be stagnant in growth. SUBC USA: This is a veteran-owned company. What efforts do you/ your company practice to hire veterans for your company or to help veterans receive work in this industry? CDM7: Being that this is a veteranowned construction company, we always look to invest in the growth of individuals, especially veterans, who demonstrate an interest and passion for this field. Being afforded the opportunity to coach and mentor those who have served this country is always a plus. They especially deserve an opportunity to not only work in this business, but gain the expertise to be qualified for promotion as industry leaders. SUBC USA: What are your efforts to mentor the next generation of minority-owners in this industry? CDM7: Mentoring the next generation is something that I am truly honored to do, and I enjoy it as well. I’m constantly sharing my insights with minority subcontractor owners to help them understand the thoughts of top-tier general contractors (GCs). The minority contractor ecosystem was truly created for subcontractors and not for the general contractor, so there are very few minority GCs. As we go from being minority GCs to just a GC, it will be important to help the future generation of construction industry leaders who intend to follow our path. SUBC USA: Tell us about the significance of the reference to the number 7 in the company name. CDM7: The number seven represents completion and the supernatural power of God. We want to be a company that finishes what we start. CDM7 believes that if we do the natural, God will do the super; together, we will
Q&A with Trey Harris, president and CEO of
CDM7: SUBC USA: With OSHA citing so many construction companies for not complying with COVID-19 safety standards, what is CDM7 doing to keep its construction teams safe and productive during this time? CDM7: We take the safety and health of our employees extremely seriously, thus resulting in the creation of an extension to our already existing safety plan, specifically outlining key pre-screening questions before our employees, and subcontractors are able to begin daily work. If anyone exhibits signs of sickness, they are immediately sent home. A limited number of employees are allowed to be in a confined space at the same time to adhere to social distancing. When applicable, meetings are held virtually to lessen face-to-face contact. Everyone must wear a face covering and wash/ disinfect their hands regularly.
CDM7 stays ahead of the curve, remaining competitive in this arena, and aspires to find ways to work with their clients, owners, and partners, adding value to any organizational structure. With vast experience and expertise, CDM7 consistently delivers a cost-effective project in a safe manner through managing their schedule and quality control. The end result is always one their clients take pride in and patrons will love.
By Subcontractors USA News Provider
Where colleges and universities open doors for the Historically Underutilized Business (HUB) community through their separate programs, the University of Houston (UH) HUB Operations Department (HOD) uses the “continuous improvement” approach, proving successful in connecting HUBs with this Tier One university for lucrative opportunities. Under the leadership of the Director of HUB Operations Dr. Linelle Clark, she and her team work strategically, diligently, and intentionally to identify and implement ever-changing strategies that have proven effective in increasing procurement opportunities for HUBs. As HOD enters a new year and adjusts to the impact of COVID-19; working remotely, social distancing, staying masked up; the HOD team remains ready, willing, and able to promote the inclusion of HUB vendors in university procurements. “This unforeseen pandemic has definitely forced a change in the structure in how our department operates. But I am proud of how my team and I have stepped up, above and beyond to meet the challenge, so we continue to provide HUBs access to procurement opportunities. An example is our Building and Special Trade categories providing large opportunities for HUBs. HOD is also laser focused on the smaller spend areas such as commodities,” said Dr. Clark. Being focused on the smaller spend areas has proven beneficial in exceeding UH’s HUB commodity purchasing goal. HOD revamping its annual HUB vendor fair, taking a more targeted approach has been vital to surge contracting opportunities for HUB exhibitors. For the April 2020 HUB Vendor Fair, fiscal year expenditure data was used by the HOD staff to determine the types of HUB vendors to invite as exhibitors and targeted UH staff with purchasing authority to attend the event. This event included 34 exhibitors and 250 UH staff resulting in $28,859.00 being spent with HUBs. “This was a great effort with predicted outstanding results if we were to move forward, but unfortunately, shortly after hosting this fair, COVID-19 impacted budgets and procurements. HOD however, saw this as an opportunity not to be stagnant, but adapt, still being instrumental as a department to extend procurement opportunities for HUBs,” Dr. Clark expressed. HOD implemented the following new and improved activities to help increase HUB contracting opportunities that began FY2020:
• Elevating the assistance to UH departments in the identification of HUB vendors by: o Providing each college and division with a monthly HUB use report o Holding bi-annual HUB meetings with each college and division to jointly review expenditures to show missed HUB contracting opportunities and provide examples of HUBs that offer those services or commodities o Assisting college and division business offices in finding HUB vendors in needed categories o Providing all colleges with an annual HUB goal designed to stretch their prior spend rates • HOD and Information Technology developed a HUB Vendor database used by colleges and divisions for spot bid and informal bid procurements. • HOD held a Purchasing Cooperative Workshop to help HUBs become aware of the benefits of being a part of a cooperative and how to become a cooperative member. • HOD created the Did You Know? quarterly newsletter containing information about contracting opportunities, answer frequently asked questions, and share tips to help facilitate access and contracting opportunities. • HOD implemented targeted HUB Vendor Fairs consisting of exhibitors that provide commodities and/or services that colleges/departments can identify a possible need for during the applicable fiscal year. • HOD in partnership with the UH Construction Management Department and National Association of Minority Contractors created a Construction Management Talent Pipeline program to increase the construction industry talent pool and provide HUBs with knowledge to help them to be more competitive as prime contractors
for construction work, including UH construction projects. • HOD will host B2G trainings for contractors (primes and subcontractors) to highlight best practices and illustrate how to successfully utilize the B2GNow system. • HOD hosts kick-off events held for major construction projects organized to not only share information, but to facilitate 2-way communication between panelists and attendees. • HOD continues its HUB outreach via participation in community events.
Dr. Clark highlights some of the HOD’s recently implemented activities:
Construction Talent Pipeline Program - HUB Operations uses data to identify gaps in services and innovative responses to help increase HUB participation. For example, according to the Bureau of Labor Statistics (BLS), there are nearly 256,000 construction job vacancies (https://www.bls.gov/news.release/jolts.t01. htm) as of April 2020---ranking as one of the business categories most in need of labor within the private sector. The labor shortage within the construction field impacts both HUBs and non-HUBs of all sizes. HUB Operations also recognizes there is a big difference between a $1M contract and a $30M contract, and there are HUB firms interested in transitioning from being a subcontractor to a prime contractor on UH construction projects. In response, the HUB Operations staff in partnership with the UH Construction Management (CM) Department and National Association of Minority Contractors (NAMC) created the Construction Management Talent Pipeline program. The program offers internships for UH students majoring in Construction Management and classes to provide HUB subcontractors with knowledge to help them to be more competitive as prime contractors for construction work, including UH construction projects. Program graduates receive 32-hours CEU's and opportunities for mentor-protégé arrangements.
HUB Vendor Database - UH has internally developed this user-friendly database that allows HUBs to self-register into the system so the UH business office staff who initiate purchases can find the HUB vendors conveniently. The database also allows the HUB Operations Department to extract applicable HUB vendor information as needed.
Cooperative Purchasing Workshop - HOD hosted this workshop to increase the small business community’s knowledge about purchasing cooperatives to potentially increase their customer base and show how UH campuses utilizing cooperatives allow staff to select vendors without additional competitive bidding.
HOD deserves to boast of its expansion that is effective, even in the midst of COVID-19, connecting HUBs to UH procurement opportunities. “Though COVID-19 has definitely brought its share of challenges, our team’s thinking outside of the box and adopting new actions have kept us ahead of the curve so the small business community is able to remain competitive in their respective areas,” Dr. Clark said.
HOD’s ability to pivot is largely credited to it being more dependent on the department’s virtual platform, as they host vendor forums, workshops, meetings, and all other services virtually. The revamping of the HUB website was a part of HOD’s improvements on the virtual end, where visitors can find detailed information about the HUB Program and additional information that will benefit both the HUB vendor and prime contractor. The website is updated on a regular basis with news of events, updates on HUB regulations as provided by the state, and instructions on how to complete required HUB documentation.
One of the many successes to their resultsdriven continuous improvement application is the department presenting strategies to increase HUB spending in each specific college and division based on their needs. Dr. Clark emphasizes, “This is an internal effort to increase HUB purchases within the organization by providing necessary guidelines and tools. The benefits of this strategy are illustrated from the annual HUB Contest---For FY20, The Honors College was the first-place winner with 35.7% of expenditures made with HUB vendors, exceeding the assigned FY20 HUB goal of 8.80% by 26.93%.”
In addition to HOD’s traditional support and services, other resources and initiatives are available to provide a wealth of knowledge on how to do business with UH. HOD as always, will seek to identify and respond to gaps in services to increase contracting opportunities for HUBs.
For more information on how you can do business with UH, please contact Dr. Linelle Clark, the Director of HUB Operations at 713-743-8603 or flclark@central.uh.edu.
d-mars.com Top 30 Influential Women of Houston
Industrial Welding Academy A Family-Owned Enterprise Preparing the NEXT GENERATION OF WELDERS
By Subcontractors USA News Provider
The nation's aging infrastructure requires the expertise of welders, cutters, solderers, and brazers to help rebuild bridges, highways, and structures. According to the U.S. Bureau of Labor Statistics, employment of welders, cutters, solderers, and brazers is projected to grow 3% from 2019 to 2029, about as fast as the average for all occupations. Recent statistics from Data USA show the number of people employed as welding, soldering, and brazing workers has been growing at a rate of 4.98%, from 580,520 people in 2018 to 609,457 people in 2019. Andre worked for several major industrial companies, and as a Certified Welding Educator (CWE), he has more than 30 years of training experience in the welding industry. Miranda possesses more than 2 decades of workforce development and management experience, being a valuable element to IWA’s foundation.
Continuing to meet the industry’s demand for welders, providing higher education in welding is the Industrial Welding Academy (IWA). Since 2007, Andre Horn, founder and CEO and Miranda Horn, vice president, have been dedicated to teaching students the in-demand trade of welding built on their motto of “Integrity With Attitude.”
IWA, for more than a decade with an acclaimed certification program, has proven itself as more than just a welding school, but a proven place for young men and women to get a second chance, being successful in their personal and professional development. Under the direction of the Horns, the curriculum, staff, and instructors are strategic, so the student body feels more like part of a family, beyond the traditional Top 30 Influential Women of Houston 2021166 teacher-student setting. This learning
environment is distinct and effectual, perpetually producing graduates who are the future generation of leaders in the welding profession and in their communities. “IWA changes the lives of our students by teaching them the valuable skill of welding. And we don’t take it for granted that we are in a city with one of the highest levels of employment in the welding field in the country. Yes, our students have the advantage in that instance, but we understand that the highest level of training needs to be available in order for them to secure gainful employment. IWA is about opening doors for young welders to be the best through our quality welding training environment. When our students gain the confidence careerwise, that also extends into their personal life, building self-esteem. And that is one of the best things to witness.” Andre said.
The Horns leading this familyowned enterprise prepares not only students, but also the next generation of IWA leadership with their children, Desiree and Dalton Horn showing passion and gaining first-hand experience to be successful in continuing the IWA legacy. “I am more than honored to continue the legacy my parents have created from the ground up. For them to even consider passing the torch to me really means a lot. I get the privilege to keep this legacy alive and im-
Left to Right: Andre Horn, Desiree Horn, Miranda Horn, Dalton Horn pact the community the same way my parents did,” said Desiree. “IWA is the perfect place to come for those needing a second chance. Regardless of your background, welder qualifications are based on hands-on training and work ethic. Here at IWA, we focus on book knowledge and hands-on training that you will need in the field,” expressed Dalton.
But the academy’s achievements would not be possible without the IWA educators and support staff. “You can give students requirements, but do they have the tools to meet those demands? I am thankful that IWA’s instructors are providing those necessary tools for our students to succeed in their education and in the real world after they
Miranda and I are proud of the achievements of IWA, but we are training our children, Desiree and Dalton, to build upon the foundation that we have laid. Learning the business and what it takes to run a successful school, also earning the opportunity to lead IWA is what will sustain the IWA legacy. Our family and the IWA staff and instructors are dedicated to the philosophy that one’s ability to earn a meaningful income is based on their dedication to learn marketable skills. This is based on our ‘Integrity With Attitude’ motto. IWA stands on that now, and with our children one day taking over the reins, I have no doubt this academy will continue to stand on that for years to come.”
—Andre Horn, founder and CEO of the Industrial Welding Academy graduate from IWA,” Miranda said. IWA CWEs are credentialed by the American Welding Society (AWS), the multifaceted nonprofit organization advancing the science, technology, and application of welding and related disciplines all across the country. Working with welders of all levels and companies of all sizes, IWA’s certified welding instructors have more than 50 years of experience in the welding industry.
Ever growing, with a location in Houston and expanding in 2018, with a school now in Beaumont, both state-of-the-art welding schools accommodate an industry-leading student-teacher ratio of 15:1. Training spaces are designed to resemble the job
settings in realistic welding conditions and environments. Students are each assigned a welding machine and welding booth during the course. IWA providing individual booths for students allows them to strengthen their skills received individually as well as collectively. IWA remains committed to providing the superior training and education that is in line with current welding industry needs.
Like many, IWA has had to pivot and adapt amid the pandemic, but the academy shows no signs of yielding, continuing to produce confident and competent welding professionals. “The government required closures during the pandemic did force us to close our doors temporarily for a couple of months, but we took that time to put new procedures into place when able to reopen for our students. We were able to adapt with CDC and state regulations in place for the health and safety of our staff and students to remain productive in IWA’s learning environment,” said Andre. He added, “And with us being in the hub of the oil and gas and petrochemical core, there remains continuous career opportunities for our students after they graduate. We had no choice but to adapt to the current times. If you don’t adapt, you get left behind, and there was no choice but for us to reopen and push through. We owed that to the students, staff, and to the community.”
IWA proves to be a worthy driving force in educating our next generation of welders, recently holding their Annual Student Welder Certification Day, hosting aspiring welders from Houston and the surrounding areas to test for certifications at their Houston location. “This annual event was especially important, being that we all have had to overcome challenges brought about by COVID-19. Our students, instructors, and staff had to adapt as well, and we understand that. But we are still here and applaud everyone for pushing through to not only continue to keep IWA a success, but to shine the light on our students who worked so hard and deserved this day. This annual day would not have been possible without AWS, our sponsors, proctors, community partners, instructors, staff, and the high school instructors who brought their students to participate,” expressed Miranda.
Though you may not realize it, welding shapes our communities and everyday lives. And IWA is proud to be instrumental in shaping the lives of the next generation working in this career. From construction to manufacturing, the demand for welders remains strong. Salaries are also good, given that many jobs in this arena don’t require an extensive education, with some making a six-figure income. IWA is not just about preparing students for a job, but a career and fulfilling life, conveying the great value of integrity and discipline upon its students.
Because many of the IWA students come from at-risk areas, IWA gives them a deserving second chance to change their lives. “IWA is providing our young people an invaluable opportunity to gain higher education in the welding industry. Miranda and I, with our children, dedicated instructors, and staff are equipping students to perform their best, because they have the credentials, discipline, experience, welding training, and confidence to excel and exceed expectations as welders,” Andre said.
Andre and Miranda have made IWA more than an academy, but a familyrun operation preparing students to be productive assets in the industry and in their communities. It’s a great legacy that will remain standing for years to come, one day being run by their children, Desiree and Dalton, remaining the bridge connecting those needing a second chance to a successful career in this industry.
Desiring to meet the steady demand for welders, IWA has future plans to open additional facilities throughout the city and state. For more information about IWA, please visit www.iwatraining.com or email mybestwelding@iwatraining.com. Sources: U.S. Bureau of Labor Statistics Data USA Zippia Top 30 Influential Women of Houston 2021 167
