Project Approach
Please review our in-depth, comprehensive plan below.
Please be sure to click through our narrative. Our greatest skill set is in finding the true cost of the work and then working with our clients to work the scope of work to meet their budget expectations. We excel in value engineering and material sourcing.
NEC Advantage
- Big Company Capabilities, Small Company Feel
- Corporate Office Experience focusing on quality control from MEPs to finishes
- Highest quality local subcontractor base to draw from resulting in most competitive pricing while maintaining quality
- Executive oversight from our Director of Operations
- Relationships with local Key Authorities
- Experienced, friendly project team with strong communication skills from top to bottom - You will like our people!
- Corporate commitment to diversity, equity and inclusion across all facets of our organization
- Advanced leadership experience in driving pre-construction activities
- Passionate commitment to safety and quality
- Embracing a collaborate partnership
- Bonding Capacity in excess of $80MM
Schedule
We will employ scheduling mechanisms and techniques that will ensure an effective, well–paced preconstruction and construction phases while meeting all expectations for functionality and quality. We will create a work plan that ties to the risk and decision matrix.
We utilize “Pull Plan Scheduling” which at its core is a visual way to schedule that makes it easier for the general contractor to make changes and invite subcontractor buy-ins. This is one of the first activities that takes place as a full project team and it is time well spent. By involving subcontractors in the scheduling process while they are gathered in the same place, it creates an environment where schedule driven conversations occur. This exercise generates conversations about when one contractor should start and the other should stop or even how to phase multiple trades that are working in the same area. All subcontractor feedback and contributions are posted on the “pull plan board” thus generating buy in to the schedule which absolutely results in a higher probability of accuracy.
Critical–path decisions are addressed and commensurate with the schedule by drafting an agenda for each team meeting, outlining milestones and action items. We emphasize focused discussions with the project committee and stakeholders to appraise options and confirm that time is focused on pursuing appropriate solutions. This procedure assures that the client team and design team members are accountable, focused on individual tasks, and aware of timeliness surrounding their decisions.
Procore
New England Construction will utilize Procore for the project management software on this project. Procore is a user friendly, collaborative project management platform designed to streamline communication between all team members, provide live time updates of project status, and document all information in one organized location. The program is cloud based and accessible wherever there is internet – at the office, at home, or on the fourth floor in one of the units we are building.
Procore allows the team to quickly create RFIs from marked up drawings, share new Addendums with subcontractors, manage contracts and finances, and provide daily reports and project updates. There is an unlimited amount of storage for the project and the data that will be available for Operations & Maintenance manuals. Procore’s mobile app makes it easy to view documents in the field, on a walkthrough or remotely. If there is a question in the field, our site Superintendent can quickly respond and access all of the drawings at his fingertips.
Project Benefits include:- Increased collaboration
- Streamlined efficiency
- Quick responses
- Accurate live project updates
- Real time visibility into the projects health
- Increased accountability for the team
- Reduces risk
- Cohesiveness between the field and the office
Budget & Cost Management
NEC will dedicate a Project Manager who will be the common conduit from which information flows throughout the preconstruction phase. In addition to serving as the primary point of contact for the Owner Group and all involved design consultants, they will manage the subcontractor agreements on the project and be responsible for updating the master project schedule. The Project Manager will also keep the Owner Group apprised of all aspects of the budget and any potential cost impacts to the project. By onboarding your builder now, changes are minimal. The preconstruction effort and collaboration by owner, architect, builder and all consultants minimizes the risk for changes. In the case of an owner-directed change to the program, NEC will quickly evaluate and communicate all potential cost and/or scheduling impacts. We are a relationship-focused firm with a reputation of being fair and equitable in all of our relationships. We will leverage our subcontractor relationships to negotiate a fair price. Our primary objective is to treat our client’s money like it is our money. We maintain a change order log and potential change order log that is updated weekly.
We feel that NEC is the perfect size for this project and delivery method. NEC produces $80 million in construction revenue annually. We are large enough that we have the horsepower to successfully manage large scale redevelopments and ground up construction, yet small enough where each project we execute has executive oversight from our firm President and CEO, Director of Operations or Director of Project Management. We will give careful consideration to project cost versus construction cost in order to make sure that both meet the overall project budget. As a merit shop, we have the flexibility to address this by using the proper subcontractor in each trade regardless of union or non-union status.
Corporate Policy for MWBE and Other Diversity/Equity/Inclusion Programs
We remain committed to supporting local woman and minority owned businesses. We take pride in putting together bid invitations to a diverse field of qualified subcontractors. In an industry where less than 10% are women NEC proudly boasts an internal team that includes 35% women including two women on our 5 person Senior Leadership Team.
Creating a More Diverse & Inclusive Workspace
The following is an excerpt from a January 2021 blog published by our Vice President, Kim Sluter. Prior to sharing this publicly NEC rolled out specific initiatives across the organization at our Companywide Annual Meeting. We revisit our initiatives and track progress on a quarterly basis. We know we have a long way to go to achieve our desired results.
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2020 exposed a country divided. The racial inequality highlighted during the pandemic, the protests, and the election season forced all of us to look within, question what we know, how we operate, and how we can be better. While reflection is helpful to kickstart change, real initiatives need to be instilled in order to make our workplaces more diverse and inclusive. At NEC, we don’t just want to question – we want to take the steps to actively become a better organization.
NEC took the second half of 2020 to develop specific areas for improvement. We are steadfast in our efforts to create a safe and unified workspace at NEC. As we think about our values and who we want to be as a company, it's clear we have an opportunity to extend ourselves in new ways and set the standard for what NEC represents to our NEC family, clients, network partners, subcontractors and the real estate and construction industry.
Our Pillars
Employee, client and network partner feedback will be essential in this process. Our anti-racism, diversity, equity and inclusion strategy is focused on four pillars, and each of our new goals aligns with one of those.
- Talent
- Education
- Culture
- Service
Our Current Initiatives
To be successful, a commitment to diversity, inclusion and belonging needs to be felt across all levels and aspects of our company. Every person who walks through our doors or onto one of our job sites needs to feel welcome and respected. That’s why we're revisiting our practices and the training resources we offer to ensure they include anti-racism and anti-bias content. NEC will also provide all of our stakeholders, including employees, clients, network partners, and subcontractors, with opportunities and space to connect, share their stories and learn to act as allies.
To lead and drive this work, we're adding this initiative to our accountability chart and appointing a Diversity Officer. Kim Sluter, Vice President, will champion developing, implementing and measuring programs that drive our anti-racism, diversity, equity and inclusion strategy. Regular updates will be reported at all quarterly meetings and each department will focus on developing department-specific anti-racism, diversity, equity and inclusion rocks in their quarterly meetings.
We know that we can’t do this alone, which is why we plan to partner specifically with organizations focused on anti-racism, diversity, equity and inclusion as we work to make NEC and the industry at large a better place.
We'd be remiss if we didn't acknowledge our responsibility to be active corporate citizens. One way we can do that is by using our platform to encourage our employees, customers and communities to vote. Voting is both a privilege and a responsibility, and we strongly encourage all NEC employees to maintain an active voter registration and vote in all national, state and local elections.
We know we have a lot of ways we can improve as we strive to be a better, more inclusive and anti-racist company for you, our customers, partners and communities. These concrete actions represent the next phase in our journey, not the finish line. We continue to be committed to doing the work, being transparent about our progress along the way and holding ourselves accountable. We ask that you continue to help us by giving feedback, sharing ideas and challenging each other to grow and evolve.