Blockchain: The Next Healthcare Breakthrough?

Blockchain: The Next Healthcare Breakthrough

The COVID-19 pandemic highlighted many cracks in our healthcare system. If we take the “glass-half-full” approach, we can appreciate how the pandemic exposed our industry-wide weaknesses, so we can get to work making efficient and effective improvements for future public health crises. One healthcare game-changer that’s emerging as the dust begins to settle, is Blockchain technology. While Blockchain is still in its early stages of development and implementation, (think “the internet” in the late 1990s) you can expect to hear more about strides in Blockchain technology. It’s already transforming the financial world, and health authorities like the Centers for Disease Control (CDC) have been advocating the benefits of this modernization tool for years. The application of Blockchain in healthcare represents the potential to reduce costs, streamline business processes, and improve access to information across diverse stakeholders working toward a common goal: patient-centered care.

Wait, what is Blockchain again?

Blockchain is a system of recording information in a way that makes it difficult or impossible to change, hack, or cheat the system. A Blockchain is essentially a digital ledger of transactions and it is ideal for delivering information because it provides immediate, shared, and completely transparent information that can only be accessed by permission network members. It is also the underlying technology behind the cryptocurrency known as Bitcoin.

What are examples of how it can impact healthcare?

  • Identity Management – Patients, Providers
  • Medical Record Management
  • Medicaid Management Information Systems
  • Benefits Administration
  • Data Security
  • Reimbursement
  • Clinical Trial Management
  • Pharmaceutical Supply Chain

What are some important factors to consider when implementing Blockchain technology?

Reducing Costs: While organizations can expect some added upfront technology costs that are common in the adoption of any new technology, Blockchain can streamline the supply chain and administrative processes in healthcare, which may decrease costs.

Increasing Patient Control: Blockchain technology may have the potential to empower patients with greater control of their data and privacy. For example, the technology could enable patients’ access to their medical records across providers.

Improve Transparency/Security: While Blockchain is transparent it is also private, concealing the identity of any individual with complex and secure codes that can protect the sensitivity of medical data. The decentralized nature of the technology also allows patients, doctors, and healthcare providers to share the same information quickly and safely.

Security Vulnerabilities: While the technology provides resilience to certain types of attacks, nothing is ever entirely secure. It is still susceptible to zero-day attacks and technical bugs. Also, because this technology is almost always accessed by people, it is susceptible to one of the greatest risks in information technology: social engineering.

So, where does New York stand with this technology?

This past March, The New York Department of Financial Services (NYDFS) organized a techsprint (a sort of extended hackathon with participation by both industry and regulators) to learn how to become better at regulating crypto companies. That the techsprint occurred at all is a signal of the evolution of the crypto industry, said Sandra Ro, the CEO of the Global Blockchain Business Council and one of the event’s judges. Ro said it was significant that NYDFS is not only looking at how it can parse information it collects but also how it can integrate technologies like Blockchain into its supervisory process. “I think it is a testament to how far the crypto community has come from an industry standpoint to work with regulators and legislators and various bodies, to solve for critical problems in order for the industry to grow and scale, and become mainstream within regulation and guidelines,” Ro said.

Final Thoughts

Ultimately, the healthcare industry is constantly evolving and improving, and putting the patient in control with Blockchain technology would also make switching between healthcare providers a far simpler process than presently while ensuring that any information provided is complete and verifiably accurate. Reflecting on the pandemic, this could be incredibly transformative for future illness prevention, vaccination campaigns, wellness programs, and health training. At RBT, we understand the diverse and complicated world of healthcare, and we understand the first step to a brighter financial future is having important conversations about industry-specific topics that matter to you. Feel free to contact our team today, we hope to help your team succeed.

Sources: CDC, Coindesk, NYDFS, BuiltIn

Post-Pandemic School Trend Tracker

Post-Pandemic School Trend Tracker

Over the past several years, the homeschool population had been growing at an estimated 2% to 8% annually, but no one anticipated the explosion of remote learning that came with the pandemic. Whether you are an administrator, a teacher, a parent, a student, or some combination of those roles, there were growing pains felt throughout the education world. Communication breakdowns, bandwidth inequality, homework gaps, you name it and school districts did their best to navigate it. As a majority of schools announce they will resume full in-person learning this fall, we want to take a look at the trends that may be here to stay. After all, the pandemic forced us out of our comfort zones, pushed us to innovate, and challenged us to fail forward.

Remote learning will continue to bridge emergency closures.

We know, “Zoom fatigue” is real, but video conferencing will continue to allow student-teacher and peer-to-peer relationships to remain uninterrupted during future emergency closure situations when distance learning is the only option.

Schools will embrace more creative solutions.

The pandemic provided an ideal scenario to break away from stagnant practices and try new approaches. When face-to-face learning wasn’t an option, passionate educators created school spirit videos, planned drive-by graduations, and prompted virtual events to keep family members all over the world connected to our kids’ achievements. Those approaches helped boost morale, maintain traditions, and strengthen community belonging during extended school closures.

Parents and schools will communicate more, and (hopefully) more effectively.

The frustration was real on both sides, but the forced pivot to distance learning also had a welcomed effect: parents and educators felt more connected as communication increased. Gradually, appreciation grew for one another’s challenges and successes. Educators have commented that it’s one of the more positive trends they hope continues years after the pandemic has ended.

More college students will stay remote.

According to a report from Best Colleges, 49% of students who are enrolled in online classes plan to continue, even after their campuses return to in-person coursework, demonstrating how many students appreciate the distance learning environment.

Distance learning options will remain (at least for some).

Recent information collected by educationdata.org shows that 33% of college and trade school admins are planning to offer both online and offline education choices for students, even after governments ease up on social distancing requirements. If you plan to teach at this level, you’ll almost certainly need to stay up to date on the latest remote teaching developments.

More schools will officially embrace the Cloud.

You can’t teach a class without being able to share resources. Files stored in a secure, cloud-based location are fully customizable so you can set exactly who you want to be able to see and edit particular files. Another feature of cloud storage services is that multiple people can work on documents at once—perfect for getting students engaged in group-based activities or collaborations.

Final Thought

It’s important to remember that there is no one-size-fits-all solution to education. What works for one school—or one individual class—may be completely different from the requirements of another. Inevitably, schools and local and state governments will also need to address the barriers to internet access so remote learning assignments can be accessed by all students. At RBT, we are committed to keeping education professionals informed of important updates that may impact your future planning. We extend a no-cost consultation to anyone with further questions or interest in working with our dedicated team of professionals.

 

Sources: K12Dive, ELearning, Nheri.org

KPI Keys to Success

KPI Keys to Success

Struggling to stay competitive in today’s ever-evolving business world?

Product availability and dependable distribution are critical components your team needs to master. If your team isn’t aligned with your mission, setting attainable goals, or delivering in-demand products, it’s time to press pause. Having a quality product won’t get your company very far if it doesn’t get to your customer. With decades of experience working with manufacturing industry leaders, we’ve established that the best practice you can adopt is to assess your key performance indicators (KPIs) every three to six months to ensure your methods are useful and complete. Read on for a refresher to pass along to your team if it’s about that time to reevaluate progress and meet goals before 2021 ends.

KPIs measure key activities within a company to ensure it is operating with optimum success.

It is important to distinguish between a performance metric (which also measures activity), and a KPI.  A performance metric can be used to measure a variety of activities ranging from the number of staff meetings employees attend, to the amount of product that is available to meet customers’ needs. A key performance indicator measures activity that is critical to the success or failure of a company. While measuring the number of staff meetings employees attend won’t make or break the company, tracking the amount of product available for customers is a key indicator of a company’s ability to successfully compete in the marketplace.

KPIs are typically limited in number because they track only critical business aspects.

A company may have three or four KPIs; each department may also have three or four. If a KPI is put in place, management must commit to having someone log the activity and monitor the activity. Management must also define a clear course of action it will follow once the results of the KPI are known. In addition to evaluating critical activity, a KPI must:

  • Be realistic – a KPI to eliminate downtime is not realistic. An effective KPI would be “to reduce downtime by 5% through scheduled maintenance days”
  • Be specific to meet goals: “delivered on time” is not specific. A better KPI is “to complete delivery within three days of receiving the customer’s order”
  • Be quantifiable, such as tracking the rate of returned product
  • Highlight areas where increased efficiency/decrease in use of resources can be achieved
  • Illustrate the progress toward attaining a goal by presenting data in a chart or graph
  • Help identify seasonal trends

Implementing and tracking key performance indicators provides management with reliable data to streamline decision-making.

KPIs encourage a team effort by promoting inter-departmental cooperation and offer clarity for workers in terms of performance expectations. Individual departments will have key performance indicators that further the company goal of providing superior service by reducing the lead time. A KPI for the manufacturing division might be to track the cycle time, while the distribution division might track the on-time and complete shipping rates, and the customer service department might track the rate of returned products.

Here is an example of a good manufacturing facility KPI:

Company goal: To provide superior customer service through quick delivery.

Key performance indicator: Lead time

Definition: Lead time is the length of time it takes from the beginning of the
manufacturing process to the time the final product is delivered to the customer.

How it will be measured: Tracking the customer waiting time, which is the length of
time between when a customer places an order and the customer receives the product.

Target: To reduce lead time by 2 percent.

Implementing KPIs can increase the entire organization’s efficiency and production capability.

An added benefit? KPIs can generate a positive attitude among team members by letting individuals know how they contribute to a company’s overall success. Taking simple, cohesive steps like these can reenergize your team and ensure all departments are synchronized in their daily, monthly, and quarterly objectives. For more ideas to help your business thrive in these challenging times, contact our Manufacturing Services Group today. Whatever the size of your venture, we can help you meet your goals, now and for the future.

Modular Building Explosion: The Future of Construction?

Modular Building Explosion: The Future of Construction

From hospitals to multi-story apartment towers, to correctional facilities – modular construction is not a new concept, but it is having a moment in the sun, and it’s not just a passing trend. Why? Technological advancements, economic demands, and changing mindsets mean it is attracting a wave of interest and investment. As more varied material choices improve the aesthetics of prefab buildings, consumer perceptions are shifting and industry interest is growing. Here, we will explore the major benefits of focusing on modular construction, and dive into the statistics that might cause you to consider the same off-site construction concepts you fanned away in the past.

Over the next five years, the modular construction market is anticipated to rise at a considerable rate.

With the rising adoption of strategies by key players in 2021 alone, the market is already growing at such a steady rate that some industry experts say it will rise over the projected horizon. Under moderate assumptions of penetration, the market value for modular construction in new real-estate construction alone could reach $130 billion in Europe and the United States by 2030.

So, what are the top three major benefits your company needs to consider when thinking about going modular?

  • significant cost reduction
  • faster project timescales
  • higher quality

Some large housebuilders have already made significant investments in building manufacturing facilities – which would suggest that some believe the future of modular homebuilding is already here. The maturing of digital tools has radically changed the modular construction concept by facilitating the design of modules and optimizing delivery logistics. Recent modular projects have already established a solid track record of accelerating project timelines by 20 to 50 percent. In fact, according to the National Institute of Building Science, 71.4% of firms that committed to a modular construction project saw a noticeable difference in schedule advantages/speed to market. Using a repetitive building method in controlled conditions also allows for modular builders to have greater control over the quality of their structures. Fabricating modules within a controlled facility reduces the risk of losing materials due to inclement weather, being misplaced, or mismanaged.

What do you need to focus on if you’re considering investing yourself?

You need a model that focuses on standardization (think LEGO), logistics, inventory control, kitting, and bills of materials, manufacturing, and assembly, coupled with some traditional construction business practices, too. In short, the successful modular building model needs to be a hybrid business:

Manufacturing + Supply Chain and Logistics + Construction

Public-sector entities, like private-sector developers, will be able to capture cost savings and productivity benefits by taking a modular approach with any large-scale publicly funded projects that have repeatable elements, like school buildings and affordable housing. At the same time, the public sector has an additional role to play in facilitating modular adoption by modernizing building codes—which would remove barriers to build more housing. Approval processes can be streamlined and more efficient if product designs and production processes can be approved in factories rather than on each project site, reducing the on-site inspection burden to assembly verification.

According to the Modular Building Institute, 79% of General Contractors, 69% of Architects/Engineers, and 53% of Trade Contractors plan on utilizing a “relocatable modular structure” in at least one of their projects within the next two years. AT RBT, we pride ourselves on assisting construction professionals to build the most sustainable businesses you can with our comprehensive services. We understand that every contractor’s company plan is unique, and we aim to pass along useful, relevant information to help our communities succeed, grow and prosper. As we continue to dedicate time and resources to helping our construction clients achieve success, we look forward to connecting with you and your team.

Sources: MarketWatch, McKinsey & Company, ENR, PanelBuilt

Police Reform: Did Your Community Miss the Executive Order 203 Deadline?

Police Reform: Did Your Community Miss the Executive Order 203 Deadline

On August 17, 2020, Governor Cuomo signed Executive Order 203 – the ‘New York State Police Reform and Reinvention Collaborative’ which mandates that police departments in every municipality in the state come up with a list of reforms they plan to implement, or risk losing state and federal funding. In response, many municipalities are creating Police Reform and Reinvention Committees, but still, others have failed to submit their plan to the State Budget Director by the April 1, 2021 deadline. If your municipality has not yet formed a plan to address this order, read on to see if you need to act now.

What Police Entities are Subject to EO 203?

This process is only for local governments that have police agencies operating with police officers. New York State defines police officers under Criminal Procedure Law Section 1.20. For most counties, the majority of employees with police powers are within the Sherriff’s Department. However, it is important to review this summary which includes a police power list to see if your county has any agencies that would be subject to this process, plan review, and adoption.

EO 203 Overview:

1) Review: EO 203 calls on any local government policing entity to perform a review of current “police force deployments, strategies, policies, procedures, and practices.”

2) Plan Development: In coordination of such review, the local government “Chief Executive” of any local government with a local police agency must “convene the head of the local police agency, and “stakeholders” in the community to develop such plan. The stakeholders must be consulted with and allowed to make plan recommendations.

3) Adoption or Ratification of Plan: Such plan must be offered for public comment to all citizens in the locality, and after consideration of such comments, shall be presented to the local legislative body in such political subdivision, which shall ratify or adopt such plan by local law or resolution, as appropriate, no later than April 1, 2021.

4) Submit Plan to DOB: Such local government shall transmit a certification to the Director of the Division of the Budget to affirm that such process has been complied with and such local law or resolution has been adopted.

Getting Started

It’s been a tremendously challenging year for everyone, and we understand first responders and elected officials are under a lot of pressure. Ultimately, everyone will benefit from fostering a culture of self-evaluation, empathy, and caring for one another. If you feel overwhelmed or unsure how to begin this process, we suggest inviting residents to participate in a Police Reform and Reinvention Collaborative Survey as a way to give the community a voice and start a thoughtful dialogue with members and leaders of your local police department, and elected officials. Be sure to advertise your plans on various social platforms to spread the word and boost engagement. Statewide, many municipalities have been able to generate valuable data and insight to plan future efforts. It is important to note that several attorneys authored a letter addressed to the governor that attracted over 300 signatures calling for the EO 203 April 1 deadline to be extended. In a statement, the governor’s office said that the New York State Division of Criminal Justice Services “has been proactively reaching out to law enforcement leadership across the state to help support them…in achieving the goals of the executive order.” And that the “division of the budget will review that municipalities have, in fact, complied with the law.” We understand this is a complex and sensitive issue for many communities. We encourage you to contact our team today if you have concerns about how this executive order could impact your federal funding, or other questions surrounding the unique factors that impact the government sector.

Sources: Governor.NY.GOV, Spectrum

Weight of the World Helping Healthcare Workers Cope with Covid-19

Weight of the World Helping Healthcare Workers Cope with Covid-19

The pandemic continues to present endless challenges for the healthcare industry.

Many of the same essential workers who helped keep organizations afloat, or found themselves unemployed are now feeling depleted or overwhelmed. While mental health affects many different people, it’s no surprise that the past year and a half have created a worrisome picture for frontline healthcare worker’s mental health. While this is an unsettling reality to confront, consider using this May Mental Health Awareness Month as an opportunity to shed light on challenging issues and improve the lives of your team members.

From June-September 2020, Mental Health America (MHA) surveyed healthcare workers to help support their mental health as they continue to provide care. The responses collected from over 1,000 healthcare workers surveyed indicated that they are:

  • Stressed out and stretched too thin: 93% of healthcare workers were stressed, 86% reported experiencing anxiety, 77% reported frustration, and 76% reported exhaustion and burnout.
  • Worried about exposing loved ones: 76% of healthcare workers with children worried about exposing their child to COVID-19, nearly half worried about exposing their spouse, and 47% worried that they would expose older adult family member(s).
  • Emotionally and physically exhausted: Emotional exhaustion was the most common answer for changes in how healthcare workers were feeling over the previous three months (82%), followed by trouble with sleep (70%), physical exhaustion (68%), and work-related dread (63%).
  • Not getting enough emotional support: 39% of healthcare workers said that they did not feel like they had adequate emotional support.

Mental Health Awareness Month can act as a catalyst for starting hard conversations and effecting lasting change.

Start conversations about how the pandemic is affecting work; communicate clear expectations; anticipate behavior changes, (such as irritation, anger, increased sadness, or trouble concentrating) and ensure that there is a system in place to identify and provide mental health services to those in need. Did you know the productivity costs of health issues due to decreased performance cost U.S. employers $1,685 per employee per year? It’s not too late to support your team, increase morale and productivity, and ultimately prevent a tragedy. To pave the way for a healthier, happier work environment, consider integrating the following approaches:

Oversee focus groups of 10-15 people who represent critical groups within the company and perform in-depth interviews with key influencers like HR directors, safety directors, and others.

Teach coping skills for life’s challenges from new employee onboarding, to supervisor training, to executive coaching, to ongoing wellness workshops – these skills help employees at all levels integrate mental health into their lives and break down stigmas about seeking help. In-person or digital workshop completion can be incentivized as part of a wellness contest among teams or to meet health insurance engagement goals.

Develop a “buddy check program” that encompasses more than just physical safety. A formal peer support program is one of the best ways to promote a caring culture. In fact, many military and first responder communities have discovered this type of program is the key to building a link in the chain of survival.

Social stigmas perpetuating the notion that these workers are supposed to be tough, and remain calm during a crisis creates a perfect storm for workers to fall victim to this silent epidemic.

Dangerous stereotypes can leave healthcare workers ill-equipped to seek help before it’s too late. A common aspirational safety culture goal is “Zero Incidents,” but ironically, few have paused to consider mental wellness. Often, our reluctance to discuss mental health issues stems from fear. Providing accessible educational opportunities can help to replace fear with a sense of community and hope. Start conversations to help employees feel supported, and comfortable sharing personal challenges. Distributing materials like the MHA Frontline Workers Resource or this list of resources from the Occupational Safety and Health Administration can be a first step in the right direction. Another suggestion? Openly encourage employee participation in training courses like Mental Health First-Aid which covers issues related to mental health and substance abuse. At RBT, we pride ourselves on assisting healthcare professionals to build more sustainable organizations with our comprehensive services. But most importantly, we aim to pass along useful, relevant information to help our communities succeed, grow and prosper. As we continue to dedicate time and resources to help our healthcare clients achieve success, we look forward to connecting with you and your team.

Sources: Youth, Salley Spencer-Thomas & Cal Beyer, FDA, MHA, CDC

NY Announces Vaccine Mandate for Suny, Cuny Students

NY Announces Vaccine Mandate for Suny, Cuny Students

Earlier this week, Governor Cuomo announced the SUNY and CUNY boards will require proof of vaccination for all students attending in-person classes this fall, and encouraged all private universities and colleges to adopt the same guidelines.

According to the Governor’s office, 1.1 million doses have been administered over the past seven days. Many private colleges and universities across the state already have mandated vaccinations for students wanting to return to campus in the fall, including NYU, Columbia, Cornell University, Ithaca College, Le Moyne College, Syracuse University, and The University of Buffalo to name a few.

While some argue it infringes on civil liberties, others support the Governor’s order.

SUNY Chancellor Jim Malatras reacted to the governor’s announcement in a statement. “Over the past several weeks we have been working with our SUNY community to develop the best plan to make sure we can return to full reopening in the fall and turn the page on COVID … The State’s new vaccination requirement — contingent on full FDA approval — will be another step in restoring normal campus activity this fall,” he said. The mandate does not apply to SUNY and CUNY teachers and staffers. The SUNY and CUNY boards will vote to enact the requirement at their next meetings.

The mandate is pending the U.S. Food and Drug Administration (FDA) granting full approval for COVID-19 vaccines.

Currently, the three vaccines now in use across the country, Pfizer, Moderna, and Johnson and Johnson, have been authorized for emergency use only under the FDA’s Emergency Authorization Act. Pfizer applied last week for FDA approval which could take several weeks or months. Right now, state law requires college students to demonstrate proof of immunity against measles, mumps, and rubella. Colleges must also distribute information about meningococcal meningitis and immunization to each student, who must certify vaccination against it, or attest they understand the risk and still chose against vaccination.

All New York State mass vaccination sites are now open to eligible New Yorkers for walk-in vaccination on a first come first serve basis.

If you or your team are in need of resources to provide options to students, the Am I Eligible App is accepting appointments through the app or by calling 1-833-NYS-4-VAX. People may also contact their local health department, pharmacy, doctor, or hospital to schedule appointments where vaccines are available or visit vaccines.gov to find information on vaccine appointments near them.

STATEWIDE BREAKDOWN

Percent of New Yorkers 18 and older with at least one vaccine dose – 60.2%

Percent of New Yorkers 18 and older with completed vaccine series – 48.9%

Percent of all New Yorkers with at least one vaccine dose – 48.4%

Percent of all New Yorkers with completed vaccine series – 39.1%

We know that decisions surrounding higher education are extremely personal decisions for each student.

At RBT, we are committed to keeping education professionals informed of important updates that may impact your future planning. We extend a no-cost consultation to anyone with further questions or interest in working with our dedicated team of professionals.

Sources: Ny.Gov, CNYBJ, WSKJ, Health.ny.gov

The Shocking Truth Construction Companies Need to Confront Now

The Shocking Truth Construction Companies Need to Confront Now

The pandemic continues to present endless challenges for the construction industry.

Many of the same employees who helped keep companies afloat, or found themselves unemployed over the past year and a half are now feeling depleted or overwhelmed. Physically demanding jobs coupled with unpredictable work schedules often take a hefty toll on mental health, and while suicide affects many different people, you may be shocked to learn that the construction industry represents one of five major sectors with the highest suicide rates in America, according to the Center for Disease Control (CDC). While this disturbing truth is unsettling to confront, consider using this May Mental Health Awareness Month as an opportunity to shed light on challenging issues and actually save lives.

Mental Health Awareness Month coincides with updated CDC guidelines for construction companies to consider.

The CDC is asking contractors to prioritize the well-being of their workers, with a new checklist that encourages employers to start conversations about how the pandemic is affecting work; communicate clear expectations; anticipate behavior changes, (such as irritation, anger, increased sadness, or trouble concentrating) and ensure that there is a system in place to identify and provide mental health services to those in need. So, why is this troubling issue plaguing this industry, and what can you do to better support your team, increase morale and productivity, and ultimately prevent a tragedy? Read on for expert advice you can weave into your company culture starting today.

According to the U.S Labor of Bureau Statistics, 97% of the construction workforce is male and 59% of those workers are white, which is also the leading demographic with the highest rates of suicide.

Additionally, many U.S. Veterans choose construction career paths, and statistically, vets are at an increased risk of suicide. Typically, employees are expected to work long, inconsistent hours and push through the pain they may experience. A recent study exploring the link between bodily pain and mental health in construction workers found that participants who experienced pain from work-related tasks had significantly higher levels of anxiety and depression. Social stigmas perpetuating the notion that these workers are supposed to be tough, strong, and not show emotion or discuss feelings paired with the factors mentioned above creates a perfect storm for workers to fall victim to this silent epidemic. Dangerous stereotypes can leave construction workers pulling from an empty toolbox of resources, ill-equipped to seek help before it’s too late.

A common aspirational safety culture goal is “Zero Incidents,” but ironically, few have paused to consider mental wellness.

Often, our reluctance to discuss mental health issues stems from fear. Providing accessible educational opportunities can help employees reduce fear and replace it with a sense of community and hope. Consider the following approaches to pave the way for healthier work environments:

Oversee focus groups of 10-15 people who represent critical groups within the company and perform in-depth interviews with key influencers like business leaders, HR directors, safety directors, and others.

Teach coping skills for life’s challenges from new employee onboarding, to supervisor training, to executive coaching, to ongoing wellness workshops – these skills help employees at all levels integrate mental health into their lives and break down stigmas about seeking help. In-person or digital workshop completion can be incentivized as part of a wellness contest among teams or to meet health insurance engagement goals.

Develop a “buddy check program” that encompasses more than just physical safety. A formal peer support program is one of the best ways to promote a caring culture. In fact, many military and first responder communities have discovered this type of program is the key to building a link in the chain of survival, especially among stoic, “tough guy” cultures where men are particularly reluctant to seek professional mental health services.

Successful companies take the time to listen to employees. One of the most important initiatives a company can apply today is simply reaching out to employees on a human level. Start conversations and open up in team meetings to help employees feel supported, and comfortable sharing personal challenges. Distributing resources like the Suicide Prevention Lifeline and this list of resources from the Occupational Safety and Health Administration can be a step in the right direction for employers. Another suggestion? Make team members aware of Mental Health First-Aid training courses covering issues surrounding mental health and substance abuse, and openly encourage participation. Many organizations like The Construction Industry Alliance for Suicide Prevention (CIASP) are committed to raising suicide awareness within the industry and providing prevention tools to create a zero-suicide industry. At RBT, we pride ourselves on assisting construction professionals in building the most sustainable businesses possible with our comprehensive services. But most importantly, we aim to pass along useful, relevant information to help our communities succeed, grow and prosper. As we continue to dedicate time and resources to helping our construction clients achieve success, we look forward to connecting with you and your team.

Youth, CIA, Salley Spencer-Thomas & Cal Beyer

The Shocking Problem Manufacturing Companies Need to Fix Now

The Shocking Problem Manufacturing Companies Need to Fix Now

The pandemic continues to present endless challenges for the manufacturing industry.

Many of the same employees who helped keep companies afloat, or found themselves unemployed over the past year and a half are now feeling depleted or overwhelmed. While mental health affects many different people, you may be shocked to learn that research ranks the manufacturing industry as the fourth-highest industry in which employees are likely to suffer from anxiety or depression. A 2015 study calculated the prevalence of anxiety and depression in the manufacturing industry is 36% above the national average. While this is an unsettling reality to confront, consider using this May Mental Health Awareness Month as an opportunity to shed light on challenging issues and improve the lives of your team members.

Mental Health Awareness Month can act as a catalyst for starting hard conversations and effecting lasting change.

Start conversations about how the pandemic is affecting work; communicate clear expectations; anticipate behavior changes, (such as irritation, anger, increased sadness, or trouble concentrating) and ensure that there is a system in place to identify and provide mental health services to those in need. Did you know the productivity costs of mental health issues due to decreased performance were calculated in 2011 to be up to $1,601 per employee per year? If you adjust this figure for inflation ($1,850) and then add 36% to factor in industry-specific rates of anxiety and depression, mental health issues in the manufacturing industry are costing businesses up to $2,516 per employee per year – although some sources claim the figure could be as high as $9,450 per employee per year. So, what can you do to better support your team, increase morale and productivity, and ultimately prevent a tragedy? Read on for expert advice you can weave into your company culture starting today.

Social stigmas perpetuating the notion that these workers are supposed to be tough, strong, and not show emotion or discuss feelings creates a perfect storm for workers to fall victim to this silent epidemic.

Dangerous stereotypes can leave manufacturing workers pulling from an empty toolbox of resources, ill-equipped to seek help before it’s too late. A comparison of the segments of the population struggling the most with mental health issues against Bureau of Labor Statistics (BLS) data suggests manufacturing employees may be among the segments of the population at the highest risk. For example:

  • 70% of the workforce in manufacturing is male
  • The median age of employees in manufacturing is 44 years
  • Only 40% of manufacturing employees are educated to college degree level or higher

A common aspirational safety culture goal is “Zero Incidents,” but ironically, few have paused to consider mental wellness.

Often, our reluctance to discuss mental health issues stems from fear. Providing accessible educational opportunities can help employees replace fear with a sense of community and hope. To pave the way for a healthier, happier work environment, consider integrating the following approaches:

Oversee focus groups of 10-15 people who represent critical groups within the company and perform in-depth interviews with key influencers like business leaders, HR directors, safety directors, and others.

Teach coping skills for life’s challenges from new employee onboarding, to supervisor training, to executive coaching, to ongoing wellness workshops – these skills help employees at all levels integrate mental health into their lives and break down stigmas about seeking help. In-person or digital workshop completion can be incentivized as part of a wellness contest among teams or to meet health insurance engagement goals.

Develop a “buddy check program” that encompasses more than just physical safety. A formal peer support program is one of the best ways to promote a caring culture. In fact, many military and first responder communities have discovered this type of program is the key to building a link in the chain of survival, especially among stoic, “tough guy” cultures where men are particularly reluctant to seek professional mental health services.

Successful companies take the time to listen to employees. One of the most important initiatives a company can apply today is simply reaching out to employees on a human level. Start conversations and open up in team meetings to help employees feel supported, and comfortable sharing personal challenges. Distributing resources like the Suicide Prevention Lifeline and this list of resources from the Occupational Safety and Health Administration can be a first step in the right direction. Another suggestion? Openly encourage employee participation in training courses like Mental Health First-Aid which covers issues related to mental health and substance abuse. At RBT, we pride ourselves on assisting manufacturing professionals to build more sustainable businesses with our comprehensive services. But most importantly, we aim to pass along useful, relevant information to help our communities succeed, grow and prosper. As we continue to dedicate time and resources to help our manufacturing clients achieve success, we look forward to connecting with you and your team.

Youth, Salley Spencer-Thomas & Cal Beyer, RAVEMobileSafety

How to Revamp Your Infrastructure with ARPA Funds

How to Revamp Your Infrastructure with ARPA Funds

While the nation’s infrastructure earned a C- in the 2021 Infrastructure Report Card, (yes, you read that right) New York faces infrastructure challenges of its own.

Luckily, the American Rescue Plan Act (ARPA) promises $350 billion dollars in emergency funding for state, local, territorial, and tribal governments to remedy the current mismatch between rising costs and falling revenues. The local funding portion is approximately $130 billion, equally divided between cities and counties. While there are various eligible uses of these funds, let’s dive into how your community can benefit from investing in infrastructure that’s in desperate need of an upgrade.

The deteriorating infrastructure plaguing local municipalities across the state continues to impede New York’s ability to compete in an increasingly global marketplace.

Did you know that driving on roads in need of repair in New York costs each driver $625 per year, and 9.9% of bridges are rated structurally deficient? Commuter hubs in some spots are so heavily used that they simply are not modern enough to handle current or future demands. The New York State Department of Transportation (NYSDOT) commented to the not-for-profit Hudson Valley Pattern for Progress on the state of repair that much of the roadway and bridge infrastructure in New York State, and in particular, in the Hudson Valley, is aging and can be a challenge to manage. NYSDOT further remarked, “The Hudson Valley has many roadways and bridges that were first constructed in the early part of the 20th century and at times lack the functionality afforded by current standards.” The New York State Department of Environmental Conservation (NYSDEC) has also documented infrastructure concerns, like how most of the 140 municipal wastewater-treatment plants between New York City and the Troy Dam are operating beyond their original design life. According to NYSDEC, 11% of sanitary-sewer pipes in the Hudson Valley, covering 2,600 miles, were installed before 1925. About 26% are over 65 years old.

Critical infrastructure updates are a well-suited use of ARPA funds because they are typically non-recurring expenses that can be strategically targeted to important long-term assets.

However, it’s always wise to assess any ongoing operating costs that may be associated with a specific project before committing ARPA funds. If reinvesting in deteriorating infrastructure is at the top of your to-do list, we have important factors you should consider to maximize your ARPA dollars and generate future economic recovery in your community.

  • When you select a project to focus resources on, ask yourself: can your team complete a structured quantification of public benefits? If the answer is no, go back to the drawing board. Develop projects with tangible, quantifiable benefits with clear metrics supporting their contribution to social and economic growth.
  • Consider establishing local or regional committees to minimize administrative barriers to coordinate project funding. By funding projects such as transportation or power grids that benefit surrounding communities, you are strategically investing to align objectives across departments and levels of government.
  • Opt for investing in infrastructure projects that support a geographically and demographically diverse range of residents across income levels, urban and rural areas, and racial and ethnic lines. Engage with the public, the private sector, and civil society stakeholders on design and implementation.
  • Whenever possible, use dedicated grants and programs, saving ARPA funds for priorities not eligible for federal/state assistance programs.
  • Whenever practical, costs related to ARPA funding should be spread over the qualifying period (through December 31, 2024) to strengthen budgetary stability.

Success in a 21st-century economy requires serious, sustained leadership on infrastructure investment at all levels of government.

Delaying these investments only escalates the cost and risks of an aging infrastructure system, an option that the country, New York, and families can no longer afford. Localities will receive the ARPA funds in two tranches – the first, after the U.S. Treasury certifies the proceeds to each jurisdiction and the second, one year later. Funding must be spent by the end of the 2024 calendar year. As the U.S. Department of the Treasury continues to issue additional detailed guidance, our team will continue to update you and help you to navigate this financial relief. For over five decades, our governmental clients have depended on RBT professionals for assistance with all types of financial issues. We encourage you to contact our team today if you have concerns about ARPA, or other questions surrounding the unique factors that impact the government sector.

Sources: GFOA, Infrastructure Report Card, McKinsey, Pattern For Progress