Podcast appearances and mentions of Kevin Roche

In the eyes of the architecture critic Paul Goldberger, a building is a living, breathing thing, a structure that can have a spirit and even, at its best, a soul. It's this optimistic perspective that has given Goldberger's writing a certain ineffable, captivating quality across his prolific career—first at The New York Times, where he served as the paper's longtime architecture critic, winning a Pulitzer Prize in 1984; then as the architecture critic at The New Yorker from 1997 to 2011; and now, as a contributing editor at Vanity Fair. Goldberger is the author of several books, including Building Art: The Life and Work of Frank Gehry (2015), Why Architecture Matters (2009), and Building Up and Tearing Down: Reflections on the Age of Architecture (2009). He is also the chair of the advisory board of the Glass House in New Canaan, Connecticut, where we recorded this episode, our third “site-specific” interview on Time Sensitive.On the episode, Goldberger discusses the Glass House's staying power as it turns 75, the evolution of architecture over the past century, what he's learned from writing architects' obituaries, and the Oreo cookie from a design perspective.Special thanks to our Season 10 presenting sponsor, L'École, School of Jewelry Arts.Show notes:Paul Goldberger[05:17] Glass House[05:17] Philip Johnson[07:06] Ludwig Mies van der Rohe[07:06] Farnsworth House[08:42] Brick House[12:37] Gordon Bunshaft[12:37] Lever House[12:37] Frank Lloyd Wright[12:37] Guggenheim Museum[13:18] TWA Flight Center[13:18] Kevin Roche[13:18] Ford Foundation building[13:18] CBS Building[15:17] Noyes House[16:17] U.N. Headquarters[17:50] Centre Pompidou[17:50] I.M. Pei[17:50] Louvre Pyramid[17:50] Frank Gehry[17:50] Guggenheim Bilbao[20:00] Walt Disney Concert Hall[23:20] Stuyvesant Town[24:24] “Oreo, at 75, the World's Favorite Cookie; Machine Imagery, Homey Decoration”[25:46] “Quick! Before It Crumbles!: An architecture critic looks at cookie architecture”[25:46] Nora Ephron[26:18] “Design Notebook; Commonplace Things Can Be Great Designs”[27:16] Bauhaus[29:10] Fallingwater[29:10] Richard Neutra[29:10] Lovell House[29:10] Gehry House[29:10] Louis Kahn[32:38] “Philip Johnson, Architecture's Restless Intellect, Dies at 98”[32:38] “Louis I. Kahn Dies; Architect Was 73”[35:30] Paul Rudolph[36:50] Zaha Hadid[37:22] “New Police Building”[38:19] Henry Geldzahler[41:31] Why Architecture Matters[43:21] Chrysler Building[47:28] Vincent Scully[48:18] Lewis Mumford[1:00:47] The City Observed: A Guide to the Architecture of Manhattan[1:00:47] World Trade Center[1:02:49] “Here Is New York” by E.B. White[1:05:33] Design: The Leading Hotels of the World[1:07:25] Ritz Paris[1:07:25] The Dylan Amsterdam[1:09:01] “Why Buildings Grow On Us”

In this episode of the Leaders in Tech Podcast, host David Mansilla sits down with Kevin Roche, Co-Founder and CTO of Wellthy, to discuss the powerful intersection of technology and caregiving. Kevin shares his journey from working in finance at Goldman Sachs to co-founding Wellthy, a company dedicated to easing the burdens of caregiving through innovative tech solutions.The episode dives deep into Wellthy's mission of “Love Over Logistics,” emphasizing the importance of helping families navigate the complexities of caregiving while keeping loved ones at the center of it all. Kevin explains how Wellthy has evolved from a direct-to-consumer model to offering caregiving as a corporate benefit, transforming how companies support their employees in times of need.Tune in to hear Kevin's inspiring story of creating a mission-driven startup, the challenges and rewards of scaling a business with a social impact, and how technology can be leveraged to make a meaningful difference in people's lives.Don't miss this insightful conversation about leadership, technology, and the future of caregiving.Here's more about Kevin Roche:Kevin Roche is currently the CTO at Wellthy and has previous experience as a Vice President and Analyst Developer at Goldman Sachs. Prior to that, Roche participated in the CitiTech Advanced Placement Program Co-op at Citigroup and worked as a Customer Advocacy Lab Operations Co-op at Cisco Systems. Roche earned a BS in Computer Science and Math from Northeastern University in 2008.Company description: Wellthy helps families balance work and caregiving responsibilities through a combination of precision technology and human expertise – a care concierge to help families navigate any care situation or challenge. By alleviating caregiving demands for caregivers through a digital dashboard and real-time advice from care experts, Wellthy makes it easier for caregivers to take care of their own health, reduce stress, save money, and stay engaged in their work and their lives while taking care of their loved ones.

Retrouvez moi où vous voulez: https://linktr.ee/sebastienzuninoguitarschoolHébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

Kevin Roche was recently elected to a small governing board in Norfolk, Mass. He had lived in the small town his whole life. Then Roche received the news Haitian migrants were going to be sheltered in Norfolk.The state had opened new shelters in towns across Massachusetts, but none so big in a town so small.This is the story of one town's reckoning with the national immigration crisis — from inside the auto shop that Kevin operates, to the airport terminal where the migrant families were staying.The story was written and read by Ruby Cramer. Audio production and original music by Bishop Sand.

Robbie Rosenhaus fills in for Jon once more before the July 4th holiday as we hear back some best of segments and preview what's to come from the White House this week.

During the past year in New York, I've explored countless stunning buildings, each with its own unique story. In this episode, I'm excited to be joined by my friend Riccardo Palma to dive into some of the city's most iconic modern buildings. Riccardo, an architect at the Bjarke Ingels Group, constantly challenges me with his unique perspective on space and architecture. Riccardo and I always discuss the places we visit, so join us as we share our New York must-see favorites to add to your list. We'll be talking about the Seagram Building, designed by Ludwig Mies van der Rohe and completed in 1958; Donald Judd's estate in SoHo, a landmark of minimalist design completed in 1968; and the Ford Foundation Building, designed by Kevin Roche and completed in 1967.Follow us on Instagram under the name Architecture.Talk to get a visual experience of our conversation. Hosted on Acast. See acast.com/privacy for more information.

The rundown includes stories on the Wolves staving off elimination in Denver, activists call to rename the bridge that collapsed in Baltimore and NY vs. Trump continues inside the courtroom while chaos ensues outside. Kevin Roche from healthyskeptic dot com joins in studio to talk about hospital malfeasance and much more.

fWotD Episode 2562: Felix M. Warburg House Welcome to featured Wiki of the Day where we read the summary of the featured Wikipedia article every day.The featured article for Friday, 10 May 2024 is Felix M. Warburg House.The Felix M. Warburg House is a mansion at 1109 Fifth Avenue, on the Upper East Side of Manhattan in New York City. The house was built from 1907 to 1908 for the German-American Jewish financier Felix M. Warburg and his family. After Warburg's death in 1937, his widow sold the mansion to a real estate developer. When plans to replace the mansion with luxury apartments fell through, ownership of the house reverted to the Warburgs, who then donated it in 1944 to the Jewish Theological Seminary of America. In 1947, the Seminary opened the Jewish Museum of New York in the mansion. The house was named a New York City designated landmark in 1981 and was added to the National Register of Historic Places in 1982.The mansion was designed in the Châteauesque style by C. P. H. Gilbert and retains its original facade, characterized by French Gothic details around the windows and on the roofline. In 1993, Kevin Roche constructed an annex to the house in Gilbert's style built with stone from the same quarry that supplied the original mansion, replacing an extension built in 1963. The interior of the Warburg House, wholly occupied by the Jewish Museum, has a total floor space of 82,000 square feet (7,600 m2). Critical reviews of the original house's architecture have generally been positive while the extensions, from 1963 and 1993, have mixed receptions.This recording reflects the Wikipedia text as of 01:04 UTC on Friday, 10 May 2024.For the full current version of the article, see Felix M. Warburg House on Wikipedia.This podcast uses content from Wikipedia under the Creative Commons Attribution-ShareAlike License.Visit our archives at wikioftheday.com and subscribe to stay updated on new episodes.Follow us on Mastodon at @wikioftheday@masto.ai.Also check out Curmudgeon's Corner, a current events podcast.Until next time, I'm Raveena Standard.

Jon talks about Wednesday night's debate coming up in Milwaukee followed by Kevin Roche from healthy-skeptic.com to discuss health issues such as vaccines, viruses and more.

Kevin Roche is a lawyer with 50 years in the health care field.  Having seen the inside of the industry from many angles, he's become a healthy skeptic!  And as a lover of science, he sees the need for skepticism everywhere from medicine to climate to DEI.See omnystudio.com/listener for privacy information.

Kevin Roche is a lawyer with 50 years in the health care field.  Having seen the inside of the industry from many angles, he's become a healthy skeptic!  And as a lover of science, he sees the need for skepticism everywhere from medicine to climate to DEI.See omnystudio.com/listener for privacy information.

Double guest appearances in our second hour as Congressman Tom Tiffany (R-WI) and Kevin Roche from healthy-skeptic.com discuss issues such as the border, mental health issues, the Sanford-Fairview merger and much more.

Découvrez l'analyse passionnante des experts Franck Cormary, commandant de police et expert technique international cybercriminalité, et Kevin Roche, commissaire de police et attaché de sécurité intérieur, tous deux basés à l'Ambassade de France en Afrique du Sud.   Depuis plusieurs années ils travaillent sur les sujets cybersécurité et cybercriminalité en étroite collaboration avec les institutions et forces de l'ordre de 9 pays d'Afrique Subsaharienne. Ils ont accepté aujourd'hui d'échanger sur leur connaissance de l'Afrique du Sud et du Botswana et nous partagent le haut potentiel de ces deux pays pour les entreprises françaises.   Dans cette continuité, des French Cybersecurity Days vous sont proposés du 22 au 26 mai 2023 ! Programme complet et inscription ici: https://extranet-btob.businessfrance.fr/prg-39381 

Kevin Roche of healthy-skeptic dot com joins us IN STUDIO to discuss COVID policies in the state and much, much more.

GOP Candidate for Attorney General Jim Schultz kicks off the second hour discussing the Feeding Our Future scandal, Keith Ellison's potential involvement and more. Kevin Roche of healthy-skeptic.com then joins for a fascinating look back at Tim Walz's tenure here as Governor of Minnesota.

Kevin Roche from The Healthy Skeptic joins Justice & Drew to discuss all the COVID and variant madness right now. Later, they're joined by Pete Hegseth from Fox News.

A hybrid episode! First we hear from Shelby Schult, HETRA's Equine Operation Manager on how we keep our senior horses “Happy, Healthy, Sane & Sound”, including HETRA's effective routine and why you shouldn't be afraid of maintenance! Then, we hear from Kevin Roche, owner of GlucoGlide. He shares the science behind his products and why they work so well for our horses at HETRA. Order products here! https://hetra.org/donate/shop-glc.html Have Questions? Click on the box at www.hetrauniversity.org

Kevin Roche from The Health Skeptic joins Justice & Drew to discuss the coronavirus variants taking over the narrative in the United States. Later, gubernatorial candidate Scott Jensen joins the conversation to shed some light on the event that he co-moderated with the controversial Representative John Thompson.

Retrouvez notre ami Kevin Roche et ses formations sur son site: http://www.kevinroche.fr/ Retrouvez nos actualités sur nos sites respectifs: Cyril Michaud https://www.cyrilmichaud.com Achetez le livre de Cyril Michaud ici: https://morloteditions.com/produit/75-methodes-pour-apprendre-et-maitriser-la-guitare/ Sebastien Zunino https://www.sebastienzunino.com/ Hébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

Columbus, Indiana is a city of just over 47,000, yet the national AIA ranks it 6th in the nation for architectural innovation and design – behind Chicago, New York, Boston, San Francisco, and Washington DC.  Like Marfa, Texas is for artists, Columbus is a modernist architecture fan's heaven with an astonishing lineup of buildings by celebrated architects like Eero Saarinen, Richard Meier, I. M. Pei, and Kevin Roche.  Joining us is Richard McCoy, founding director of Landmark Columbus, and Mary Chandler,  Vice President of Cummins, the company that funded the design of all of these great buildings. Later on, musical guest Judy Carmichael, host of NPR's Jazz inspired.

Kevin Roche from The Healthy Skeptic joins Justice & Drew to discuss the Department of Health, the health system in general, COVID data, and more. Later, Representative Tom Tiffany shares his experience during his latest visit to the border.

INTERVIEW WITH KEVIN ROCHE - COVID-19 REAL SCIENCE AND PROBLEM POLICYSupport the show (http://www.parkerdk.com/victory-hour)

Why is good design usually taken for granted – even when it delivers results? Design and architecture have always taken a back seat in the board room. Listen in as Kevin Roche, internationally renowned architect joins Robin Lewis and Shelley E. Kohan, TRR's chief strategist, have a provocative discussion on why designers should be embedded into any executive team and recognized by the board as an equal to the chief marketing, experience officer and human capital officers.For more strategic insights and compelling content, visit TheRobinReport.com where you can read, watch, and listen to content from Robin Lewis and other industry experts.Be sure to follow us on LinkedIn and Twitter for the latest from Robin Lewis and The Robin Report.

Please join us for a conversation with Kevin Roche, an advisory engineer & scientist at IBM Research Almaden. He specializes in materials for magnetoelectronics, spintronics, and is an IBM Quantum Ambassador.  Kevin is an expert in ultra-high-vacuum systems, thin-film deposition, data acquisition and laboratory automation.  In addition to his career in tech, he enjoys speaking to the public about science and technology, as well as, making interesting projects that combine technology with his love of the arts and costuming.  Notable projects include the "Tiki Dalek" and the ThinBot bartending robot. Bartending Robots & Spintronicsibm.com/blogs/research/2015/04/profile-of-an-ibm-scientist-kevin-rocheI'm a Maker and Costume Designer, Here's Why I'm Learning Quantum Computingmedium.com/qiskit/im-a-maker-and-costume-designer-here-s-why-i-m-learning-quantum-computing-1972a51b43f7Your Raspberry Pi running code on the IBM Quantum quantum processors via Python 3 github.com/KPRoche/quantum-raspberry-tieWearable light project - animated beltgithub.com/KPRoche/BLE-Beetle-PixelsIBM Quantum Composeribm.com/quantum-computing/tools

When it comes to COVID, Power Line's go-to source for making sense of the subject is Kevin Roche, who brings his years of experience in the health care field to his very useful website, healthy-skeptic.com. Scott Johnson follows Kevin's work closely on Power Line (here, here, and here, for example), but we decided it was time to hear from Kevin directly in podcast form. Among his other pithy... Source

When it comes to COVID, Power Line’s go-to source for making sense of the subject is Kevin Roche, who brings his years of experience in the health care field to his very useful website, healthy-skeptic.com. Scott Johnson follows Kevin’s work closely on Power Line (here, here, and here, for example), but we decided it was time  to hear from Kevin directly in podcast form. Among his other pithy phrases are, “Coronamania thrives in darkness,” a nice twist on the pretension of the Washington Post, and also, “you can’t spell ‘pandemic’ without panic.” In this wide-ranging conversation, we cover the latest on the “Delta variant,” the misperceptions of the so-called “breakthrough” infections among the vaccinated, what vaccines actually do, how the CDC has squandered its credibility with its constantly shifting messages that seem in large part to be politically driven, and several other aspects of the COVID scene (including the lab leak hypothesis). One important takeaway: COVID is here to stay, and we haven’t yet come to grips with a serious long-term adaptation strategy. It’s almost as though our public health bureaucracy and some political leaders like the crisis atmosphere—and license to spend huge amounts of money—COVID has provided. Never let a crisis go to waste, as someone once said.

When it comes to COVID, Power Line’s go-to source for making sense of the subject is Kevin Roche, who brings his years of experience in the health care field to his very useful website, healthy-skeptic.com. Scott Johnson follows Kevin’s work closely on Power Line (here, here, and here, for example), but we decided it was […]

Continuing to unpack the literal suitcases of election fraud. Kevin Roche from Healthy-Skeptic.com and Representative Tom Emmer call in.

Bonjour à tous, aujourd'hui nous avons le plaisir de recevoir Kevin Roche dans le podcast. Kevin est un guitariste qui a plus d'une corde à son arc: guitariste professionnel expérimenté, chef et commercial d'orchestre et maintenant démonstrateur de matériel sur YouTube. Retrouvez Kevin sur sa chaine YouTube: https://www.youtube.com/channel/UCQcmAXls-7kPXO6kO1aRe5g Le podcast des passionnés de guitare et de musique. Animé par Cyril Michaud et Sebastien Zunino. Retrouvez nous sur nos sites respectifs: www.cyrilmichaud.com www.sebastienzunino S'abonner à la newsletter de Culture Guitare: https://cutt.ly/CultureGuitareNewsletterHébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

Kevin Roche is a horticulture and cultivation instructor at the Cleveland School of Cannabis. Twitter: https://twitter.com/ohiocannabisedu (@ohiocannabisedu) Facebook: @cannabinoidcleveland Website: https://csceducation.com/ (https://csceducation.com/) **** If you like what you hear, SUBSRCIBE and RATE us 5 STARS! The more support we receive, the bigger our reach and the more awesome people you get learn something new about. Wayward PlanetTM is hosted by B.C. Wehman. The show is produced and distributed by Wayward Planet Media, LLC. Audio engineering by Jonathan Wehman. For more B.C. Wehman, check out Behind The Doc and Wayward Sports. Available everywhere you listen to podcasts. https://evergreenpodcasts.com/behind-the-doc (https://evergreenpodcasts.com/behind-the-doc) https://www.waywardsports.com/ (https://www.waywardsports.com)

Richard Southwick, Partner at the international architecture firm Beyer Blinder Belle, tells the fascinating story behind the preservation, restoration and reinvention of Eero Saarinen’s architectural masterpiece, the TWA Flight Center at J F Kennedy International Airport, now called the TWA Hotel. Saarinen described the head house form as being like the “Leonardo da Vinci flying machine", according to his associate Kevin Roche.  Hailed as the “Grand Central of the Jet Age,” the TWA Flight Center welcomed hundreds of thousands of travelers to JFK Airport from 1962 through 2001. Since then tens of thousands of people have been touring the building. We talk about the beautiful design of the building, the genius of Eero Saarinen and Richard’s favorite role models as well as his top three projects over his successful career.

In this episode host Emmett Scanlon, talks to architecture critic Shane O' Toole. Back in the 1980s a group of young and eager architects began working together in a loose collective, anxious to make things happen in Dublin city. By 1991, this group formalised as Group 91 and contained among others, Shelley McNamra, Yvonne Farrell (Grafton Architects), John Tuomey and Sheila O Donnell, Mc Cullough Mulvin architects and McGarry NiEanaigh. As we approach the 30th anniversary of Group 91, the conversation begins with Shane recalling how he and he colleagues set it up and how they went about initiating and then winning the ground breaking and landmark design competition for Temple Bar in Dublin, a moment in our urban history, and, as one critic put it, that put Irish architecture finally on the public mind. Shane talks about how he was involved in the design and construction of the Ark, the cultural centre for children and the adjoining arch in Temple Bar as part of Group 91. The conversation moves to Shane's career as a critic for the Sunday Times, becoming a writer, hunting down the stories of Irish architects and his work as an advocate for Irish architecture in Europe and beyond. Music is by Rachael Lavelle. If you enjoy the podcast please rate it on iTunes. Shane O'Toole is an award-winning architectural critic and no longer practicing as an architect. A graduate in architecture from UCD and current Adjunct Associate Professor at the UCD School of Architecture, Planning & Environmental Policy. An honorary member of the AAI, he has served the profession as President of the AAI, Vice President of the RIAI, inaugural director of the Irish Architecture Foundation, Commissioner for the Venice Biennale and jury member of the Mies van der Rohe Award for contemporary European architecture. He co-founded DoCoMoMo International and DoCoMoMo Ireland, the heritage bodies, and is Chairman of the Irish Architectural Archive's Collections Development Committee. He was a founder member of Group 91 Architects. He reintroduced the Downes Medal as the AAI's premier award and established its annual international critic's lecture programme. He has co-edited monographs on Kevin Roche and Aldo Rossi, and curated exhibitions on Michael Scott, Liam McCormick and Noel Moffett, among others. He contributed to the pilot inventory of 20th-century architecture in Dublin. He wrote for The Sunday Times for ten years. A member of CICA, the International Committee of Architecture Critics, he was named International Building Press Architecture Writer of the Year in 2008, 2009 and 2010. Gandon also published a collection of his critical essays, 101 Hosannas for Architecture, in 2018.

Interview with Kevin Roche on Covid-19; Leadership Issues Regarding Twin Cities RiotsSupport the show (http://www.parkerdk.com/victory-hour)

Former VP of United Health Care and current health care consultant, Kevin Roche, joins Justice & Drew to discuss the numbers and data that Walz is using to drive his decisions. Later, they chat with Representative Tom Emmer.

Many of us haven’t heard of the term until the current novel coronavirus pandemic. However, this isn’t a new tool at all.  Studies back in the early 2000’s and late 1900’s discuss physical distancing as one of the main community mitigation measures recommended during influenza pandemics. On this Episode of the MEMIC Safety Experts Podcast, Pete talks with Kevin Roche, CEO of EcoMaine a non-profit waste management organization serving a third of Maine’s population.  Together, they explore the decision EcoMaine made to begin physical distancing early on in the novel coronavirus pandemic, what impacts it has had on their team and business plan, and leadership that made a difference.     Peter Koch: Hello listeners, and welcome to the MEMIC Safety Experts podcast. Some say absence makes the heart grow fonder. And while this may be true, in some cases, the current situation certainly calls for us to be separated. And I can say that physical distancing is making me more aware of what we lose when we can't be face to face. However, social or physical distancing is a reality now and a good tool to limit the spread of any disease in the workplace. And that's not a new phenomena. There have been studies showing that physical distancing is one of the community mitigation measures recommended by the CDC during any influenza pandemic. That said, many of us haven't even heard of the term until the current novel coronavirus pandemic. However, we have all participated in physical distancing in one form or another over the years. Some of us were kept at home from school and we got sick or stayed at home from work due to illness or decided not to go to an event because we were ill or the host canceled due to illness. All examples [00:01:00] of physical distancing, and if that was never your experience, I expect that you've decided to keep yourself distant from someone who is coughing or sneezing during cold and flu season. So regardless of how or why you did it, someone maybe even you made the decision to keep yourself distant from someone else in order to prevent the spread of germs. Well, I'm your host, Peter Kotch. And on the phone today with me is Kevin Roche, CEO of Ecomaine, a non-profit waste management organization serving a third of Maine's population and more than 70 member communities. Kevin and I are going to explore the decision that Ecomaine made to begin social distancing and what impacts that it has had on their team and the business plan. Kevin, welcome to the podcast today. Kevin Roche: Thank you, Peter. Peter Koch: Great. And it's really great to have you on the line and giving us some time today to talk about the decision that you made for physical distancing. And I think it's a very apropos topic for the time that we're in. But before we get into that, why don't you [00:02:00] tell me a little bit about yourself and an Ecomaine so that our listeners get a little bit more of an idea about what Ecomaine is and what they do. Kevin Roche: Sure, Peter. I think our mission statement really describes us best, and that is Ecomaine provides comprehensive long term, solid waste solutions in a safe, environmentally responsible and economically sound manner and is a leader in raising public awareness of sustainable waste management strategies. So we have several facilities to help us manage the waste and recyclable materials that are collected from our member communities. And there's over 70 of those member communities, as you pointed out. So we have a recycling single salt recycling facility that processes all the recyclable materials boughs that material up and sends it off to market. And then we have a waste energy facility that takes in all of the non-recyclable waste burns. That waste generates steam, then generates power, electricity, and then we sell that electricity to [00:03:00] the grid. We also have a landfill to dispose of the ash from the waste energy facility. And we also have a food waste recovery program where we send it to an anaerobic digester for energy recovery of the food waste and then to support all of that infrastructure. We have an aggressive public relations and outreach program whereby we provide tours, classroom presentations, online education to our member communities so that we get really, really good compliance and participation from the residents and businesses in our communities. Peter Koch: You got a lot going on there, it's more than just a place where you bring trash to, there's a bunch happening and I bet you the complexity of the systems to make sure that everything functions correctly and keeps going really requires quite a few people, quite a bit of technology to make it all happen, which [00:04:00] I think it can be pretty challenging to keep going, especially during times of crisis. Kevin Roche: That's correct. And, you know, I’ve been in the industry for about 30 years. And, you know, when we were first faced with this crisis, the one thing that I knew was that we needed to continue offering these services to our member communities because we didn't want this crisis to lead to another health crisis whereby the trash would be backed up at our hospitals and our restaurants, at our medical facilities and even at our households. We knew we had to find a way to keep the trash moving out of the homes, out of the businesses, out of the hospitals and be processed in an environmentally and safe manner. Peter Koch: Yeah. And I imagine that would have been a pretty challenging thing as you're watching the news and sort of seeing the world get smaller and smaller because the pandemic got larger and larger and [00:05:00] we were thinking about shutting businesses down. You were thinking, how do we keep this going? Because like you said, you never really think about trash as an essential business or trash collection as an essential business. But when it doesn't get picked up or it doesn't happen, whether it be on the day that it's supposed to happen or maybe for weeks, it can be a pretty significant not just inconvenience, but I think you hit the nail on the head. It can be a public health emergency as well. So that was great forward thinking on your part as you started to look at the potential impact that would be happening with the current crisis. So that was the prompting, I guess that Ecomaine needed to do something. But why did you choose the physical distancing as a policy to try to put into place? Kevin Roche: Sure. So with the understanding that we needed to find a way to continue our operations through this crisis and [00:06:00] you know, at that time we had no idea how big this crisis was and how long it was going to last. But it appeared that it was here and it appeared that we you know, we needed to make some changes in the way we operated. So early on, you know, we started making calls. And, you know, when the city had their first crisis right there at city hall, you know, I spoke to the city manager, I spoke to the county. And I also spoke to the CDC. And my question to them is, look, you know, we're an essential service. We need to continue operations. What are the tools that we could employ to ensure that we can continue to operate during this crisis? And so they gave me, you know, all of those resources really gave me a whole laundry list of things that we could do. Some of them were things that I really couldn't employ here at Ecomaine because they [00:07:00] just you know, they really weren't either they didn't make sense for our operation or we were already doing those taking those measures. But the ones thing, it was almost at the end of a call kind of thing. One of those conversations was that, well, you know what you could do if you want to ensure that you can continue to operate and you didn't lose your entire staff because you had a positive test for the coronavirus. One of the things that you could do is you could practice physical distancing. And at that time, this was early on the physical distancing and the recommendation was three feet. Now, the CDC, you know, had had moved to six feet shortly thereafter and we adopted the six feet. But our first requirement was to keep all of our employees separated by three feet. And that went with, you know, our contractors and customers, too. And then what really was the game changer for us was [00:08:00] that we started documenting every one of those close encounters that were within three feet. And then, of course, as I mentioned, it went to six feet. So every single employee had to document write it down, report it. on this form that we had formatted every single six-foot close encounter that lasted for more than 10 seconds. And to me, that was the game changer for us because it did two things. It provided for self-awareness of the close encounter that every employee was experiencing throughout the workday. And then secondly, provided a way to Correct The issue so that these close encounter forms went to the supervisor and the supervisor and the manager discussed, OK, how can we eliminate those close encounters the next day? And so they came up with strategies to engineer ways to eliminate those close encounters. And then finally, [00:09:00] the final benefit is if we did have a positive test result, then we could go back and easily trace who's been exposed to who. So that we didn't lose the whole organization, that we could just quarantine those that had the exposure that, you know, require that quarantine to be employed. Peter Koch: That's an all-encompassing plan that you have there. I do want to talk about the encounter tracking for sure, but I want to back you up just a little bit. And let's talk about the policy for physical distancing itself. How did you roll that out? Like how did that once you determine this had to happen, what did you need to do to make sure that you had proper knowledge within the workplace and that you had some buy-in? Because I can imagine that if you just put a couple of signs up there and put it in a memo and said, you guys, like you all got to stay three feet or more than three feet apart, that there would have been a lot of smiles and nods and it might not have happened the way you needed it to. But really, the stakes were pretty high here. [00:10:00] If you couldn't do this. You might not have been able to maintain business throughout the crisis. So how did you implement the policy to start with? Kevin Roche: Right. And that's a key point. You know, this is 100 percent leadership, leadership, leadership. And I needed my managers and supervisors to buy into this going forward, because at that time, early on, you know, there were still you know, there's still a split out there as to how real and how serious this thing was. And so, you know, I what I asked for is, hey, look, we all have our opinions on where this is going, where this crisis is going, and really that the foundation behind this crisis. And I said, we're not here to argue about that. We're not the health experts. We manage waste and recyclable materials. That's our expertise. You know, what I told my team was that we need to listen to the health experts. They have told us that [00:11:00] physical distancing will be, should be a priority and will be the most effective way to reduce transmission of this disease. And so we had to accept that. We had to accept that advice from the health professionals, in particular from the CDC. And so that going forward, that kind of created or almost mandated buy-in the of the current circumstances and then how we were going to deal with those circumstances. So, you know, we laid out the requirements for physical distancing and it had to happen every day, every hour with every single employee, including myself. So I started filling out the forms, every single interaction. You know, I had to record. And that made again, that self awareness piece was so critical because it made me think about, OK, geez, you know, I came into this contact with this other employee. How can I reduce that next [00:12:00] time? And so, you know, habits are hard to break. And so the documentation forced the habit to change. And that's why the documentation behind this was so critical and making this effort successful. And so you can't let your guard down for one moment. So we started recording this information into a spreadsheet and then created the summary. And so I got to report each day that showed me how many close encounters we had and we started color coding them. You know, we had greens, yellows and reds. And the idea was to change the reds, those long duration close encounters and get them to yellow and get the yellows into the green category. And so the minute you let your guard down, you know that one person doesn't fill out their form and doesn't turn it in. Then you begin to lose participation and compliance, you [00:13:00] know, with this effort. So we haven't you know, we're a month into this. Now, we haven't let our guard down. We actually started this on the 18th of March, you know, so we're almost a month into this now. And each and every day we basically fill in the holes. And if there's any missing forms, we go out searching to make sure that every employee is filling out a form every single day. Peter Koch: Well, it's a lot to take to take in and to take care of. So you were talking about color coding and obviously the greens were good yellows were for a shorter period time, but longer than you would want. And then the Reds. Were a longer period of time. How did you when you looked at the red ones that you wanted to manage? What was the process by which you went through to try to put something in place so that that wouldn't happen again? So you had an encounter that was closer than six feet and it lasted for quite a long time or a longer time that you wanted [00:14:00] it to be. What process did you go through to troubleshoot that and to put a plan in place for it. Kevin Roche: So, you know, firstly, we asked the supervisors, OK, those areas that are coded in red, you know, find a solution to eliminate the reds and move them to yellows or even better yet, greens. And so that was kind of the first line of defense to find that corrective measure that would make that happen if they continued it then moved from the supervisory level to the managerial level. So then the managers would look at it and say, OK, we're not moving this red area to yellow. So they would look for ways to correct the situation. And then if that wasn't correcting itself, then it went to senior management and myself to determine, OK, what needs to be done, how can we fix this problem? And there were some situations where we found it very difficult to move [00:15:00] out of the red category. So we had to find another solution. And so in those areas, we were somewhat fortunate in that we already had met. Many of us, including myself, are already fitted annually for half face respirator. So we had a lot of the equipment that perhaps not everybody has so that if we had to operate within a certain area within that six feet for an extended period of time, we put the tools in place, the PPE, personal protective equipment to ensure the safety of our employees. And that included masks, that included Tyvek suits, that included goggles, everything, you know, that would be required as far as PPE goes to ensure the safety of our employees. But first and foremost, even before we got to that level, we wanted to find ways to keep our employees separated. And it was amazing that that really was the solution that usually could be found with thinking outside [00:16:00] of the box and finding a way to separate those employees. Peter Koch: So that's a great tool Is engaging the supervisors to come up with the solution. Like you've identified that there's a problem you want that problem. You realize the gravity of the problem and the supervisors are bought in. And the tracking form, like you said, really helps with that awareness. And to identify that there is a challenge here, like we understand that there is a health problem going on. One of the solutions is physical distancing. Here's those places where we can't make physical distancing happen. So how long are they lasting? How often are they lasting? Great awareness tool and then engaging the supervisor to come up with an elimination or an engineering problem. And it's great that you didn't dive right into PPE as the solution that you actually looked at other ways to manage that first before you went to the PPE answer because PPE is not always the best. Like you said, you had to be fitted for the respirator. It's [00:17:00] got to work. It's got to be maintained. There's a lot of other challenges there and it sounds like your supervisors and managers were fairly successful in coming up with out of the box solutions to still get the job done, still maintain good productivity and workflow while keeping the encounters to a minimum. Kevin Roche: That's right. That's right. And they did an excellent job because they were focused on. It was a priority it is our number one priority. So, you know, they really had that keen focus. And this element, what they were able to do is they were able to look at the lines. You know, we have these sorting lines where we sort a lot of the material that's coming in and separate those employees by at least, again, six feet. some of the problem areas actually were the lunch room and the locker room. And so simply by staging lunches and moving people around [00:18:00] a little bit and changing the punching in and punching out so that people weren't lined up at the time clock, those kind of things were simple solutions to keep people apart. One of the other things that we have done is we've provided for a company sponsored lunch so that employees weren't having to leave for lunch and go to the store to get their lunch or go to the convenience store to get their lunch or, you know, early on when restaurants were still open. You know, go to one of the restaurants or takeout. They could stay right on site, but still they would take a box lunch, staying six feet apart and then take that lunch to their own space. Whether it was their own car was whether it was a picnic table that was outside on the warmer days anyway, or that that space in the cafeteria that we kept people six feet apart or maybe their own office. So that was an easy solution in that coming together at the beginning and [00:19:00] the ending of the day and the lunch period, the lunch breaks. Those were some of the problem spots that we had to change the way we normally did business. Peter Koch: And those were identified, those problem spots were identified through the tracking form is that how they were really identified that this would be a problem spot for you. Kevin Roche: Yes. They really were you know, people don't think about the locker room, you know, and you practice physical distancing all day long and then you're coming together and you're changing your boots, you know, in order to go home. And you're sitting three feet away from, you know, your co-worker. So, you know, yeah, those areas kind of came up on the tracking form and enabled us to formulate ways to mitigate that. Peter Koch: It's just another way that that tracking form really helped it didn't just identify where were the areas on the work line were, but some of those places where you wouldn't actually think of or you might not think of until it's too late. Because if you hadn't [00:20:00] identified those right off, those would have been the places where you probably would have had some sort of transmission and you might have lost the whole plant if you hadn't identify those areas. Kevin Roche: That's correct. Yep. And I've shared this with a lot of colleagues and friends. And it only works if somebody is looking at the data every single day and responding to that data and filling in the holes. You know, those forms that aren't turned in, if you let this self manage, it doesn't work because the minute somebody thinks that nobody's really, you know, taking this serious or really responding to the issues that are raised, you know, I think you lose. You know, you lose your base. So the only way that this works is if you're committed to it. You review it every single day and you respond on a daily basis. Peter Koch: And I know you touched on this earlier, but can you talk a little bit more about the specifics of how [00:21:00] you reviewed the data, like who reviews it? What's the process for response? How do you manage those areas that you deem to be challenged? Kevin Roche: Well, because we have so many eyes looking at these close contact form, six-foot close encounter forms, starting with the supervisor and then going to the manager and then going to senior leadership, including myself. We have a lot of areas that, you know, corrections are being made and, you know, we're asking the questions. OK. You know, if there's some reds there, what was done? And, you know, it wasn't acceptable. The status quo was not acceptable. And like you point out, throwing PPE at it is, you know, may or may not be the best solution. And so it's really important to have all supervisory staff on board. And your middle managers as well as your senior managers [00:22:00] on board with this so that everybody is working as a team to correct the situation. And then everybody in the organization knows that this is a priority for everyone and that's when everybody begins to buy in and takes it seriously. And then, you know, again, you can't let a great day go by where you miss, you know this Information you don't pay attention to these data points that you're collecting because, you know, again, if you're not responding to your problem areas, then you're really not giving this a fair shot. Peter Koch: Right. And responding appropriately, I keep going back to that. The PPE example, and I just had this vision in your head when you're talking about PPE again. If PPE was the solution that you threw at the lunchroom or the brake area, that would be just a weird experience to go into the break room where everyone had to wear their PPE to eat, to be with each other. And that would that'd be the solution? Right. So if that was the that was the solution that you came up with to manage the close encounters [00:23:00] in the break room or the locker room, it just wouldn't function. So thinking out of the box sometimes and looking at it from a how do I eliminate it? How do I engineer it. What are the administrative controls that can be in place to help me here before we put PPE in place? I think that's an important lesson for people to learn with this, because many times when you think about what's been in the news, we've been talking about masks. I think for the last four weeks here. And are they functional for the public? Are they functional for workers? We know they're functional for healthcare workers. But why are they functional? How are they functional? So there's a lot of questions about how effective PPE can really be. And I think the thing to consider is that PPE, it still puts you in the line of exposure, the hazards still there, the exposure is still there. And what you're trying to do is trying to eliminate that exposure or at least engineer or administrate the potential [00:24:00] for exposure there. So good lesson to learn and really nice to see that you're thinking so far outside the box, providing box lunches to keeping people away, changing the sorting line, changing different how brakes are taken and probably how some shifts are managed within the facility too. Kevin Roche: That's right. Yep. Peter Koch: Nice. What other things did you have to put in place to make this successful? Because it certainly here's the encounter piece. Like we're trying to keep people away. But then people leave. They go home. They go to they need to do the things that they've been doing at home. At home. How did you manage sick employees? Did you mind talking about that a little bit? Kevin Roche: Sure. Another measure that we put in place early on was that we provided an additional 40 hours of sick time to all employees to ensure that sick employees stayed home or, [00:25:00] you know, employees that were having issues, you know, would stay away from the workplace because we knew we had to keep our workplace healthy and we needed that healthy base to keep our operations going. And so more than ever, we couldn't have people who were obviously exposed to the coronavirus at the workplace or people who were, you know, had a bad cold or even a mild cold here at the workplace, because we really want to ensure that we stayed healthy so that 40 hours allowed us to encourage people to stay home. They were sick and also allowed us to send people home that appeared to be sick. And so, you know, every workplace has those people who come to work, no matter what. You know, they are just so dedicated. It doesn't matter if they're sick or if they got a cold or if they had a flu. They show up every hour of every day. [00:26:00] So this allowed us to send some of those people who were obviously ill home and then keep them home until they had recovered. What this also allowed us to do is people early on who were traveling, you know, we didn't know, you know, this whole thing. I believe it started from travel. And so people who had been traveling were on vacation or dealing with loved ones or whatever they were doing when they returned. This allowed us to keep those people at home and quarantine them until we knew that it was safe for them to come back to work. So everybody in this also kind of served as an equity issue because everybody received it. So that allowed the healthy employees to keep coming back to work. And it also allowed the people who were not healthy or were sick to take care of themselves or take care of their dependents and not return until they were ready. So that was one other [00:27:00] measure that we took that I think was quite effective. And then, of course, you know, we did what just about every other workplace did as we looked at who could work from home and provided accommodations for that to happen. Unfortunately, when we looked at that in the industry that we are in, we couldn't send the garbage home and we couldn't send the recycling home. So a lot of our work had to be done here at our facilities. But there were some people who definitely could do their work from home and those we did we sent those folks home to do their work. Kevin Roche: So that's great another strategic way to look at the business and to determine. So if this business is truly essential and we're all behind this and we're providing a service, if this business goes down, we're going to affect more than just the people who are working for us. It's going to be a broader impact. So we need to put some things in place and looking at it strategically. So who can work from [00:28:00] home? When did they do that? And who can't work from home? And then how do we protect them here and the additional 40 hours of sick time? It is a great way to help people feel comfortable to stay home when they feel ill so that they can contribute to the success of the company in that way. So again, great way of thinking outside the box to try to ensure the health and safety of the workers who are here. Let me ask you this. Kevin, do you see any of these practices, whether it's physical distancing or whether it is the box lunch policy or any of that? You see it occurring again at some point in time. We are going to get on the backside of this at some point in time and the virus will be contained and controlled and we'll have a more normal workplace. But do you see any of your policies and procedures being able to be implemented again in the future, or is this just a one time one and done? We're not going to have to deal with this again. Kevin Roche: Yeah. No. This [00:29:00] you know, this experience has been enlightening for me. And the way I manage and, you know, really gives you a better pathway forward and can allow us to react even more quickly next time. You know, we you know, we didn't have this blueprint in front of us. And you know, that first two weeks I mean,  this became my full time focus and to some extent it still is. But, you know, it was you know, I was calling, you know, everybody I possibly could to see what we needed to do. And, you know, one of the, I think, real benefits or opportunities that I had was, you know, I could not do this myself. I needed everybody to come on board with this. And I needed that buy-in. I had an opportunity. Dr. Shah was on main calling and, you know, the CDC early on. Well, you know, I think probably was overwhelmed with the number of calls and inquiries [00:30:00] that they were getting and the concerns that they were getting. And so I had the opportunity to call in, talk to Dr. Shah about the provisions and the measures that we were taking. And I actually asked him the question. I said, you know, the one thing that's missing for me is we're doing  You know, we're documenting every single close encounter at the recommendation of the county and the CDC. But what's the duration of these six foot close encounters? I mean, are we talking seconds if you pass somebody by in the hallway? Is that what I should be concerned with? And what about surfaces? You know, there's a lot of  issues out there with touching surfaces. And, you know, his response to that was really reassuring. And we recorded that segment so that I could convince my employees that this is the top health expert in the state. And he had one of his comments was that that our measures were exemplary. Those [00:31:00] are his words in containing, you know, this issue that we were faced with. And in the workplace. And so that really, I think was convincing to a lot of our workers here that, you know, we had, you know, the top health expert in the state really signing off on some of the measures that were taking place. Was it perfect? No. Did it take some time to roll out? Yes. Did it take some time to change habits? Yes. But, you know, over the last month, we're still operating. We have a healthy workforce and we've lost very few people due to sickness. Peter Koch: That's great. And it's really good to be able to have well, to have your plan reviewed like that and have had the top health expert give you those marks. That's fantastic and great, great opportunity for buy-in for your staff. But I think also what it does it highlights something you said early on is you didn't do this on [00:32:00] your own. You reached out right away. As soon as you felt that you needed to take action and weren't sure who, who did you reach out to? You said you reached out to the city, to the county, to the Maine CDC to determine what steps do I need to take, what's out there? Because, again, you're not the expert in epidemiology. You are an expert, Your companies an expert in solid waste removal and recycling. So who's out there to help? And I think that's a good lesson that don't wait. Reach out. Reach out to your state and local governments to see what resources are out there. Don't try to make decisions in a vacuum. Try to get information so that you can put a good plan in place. And it shows in the results that you've had, you've seen some success with your physical distancing program that you've had in place, which is fantastic. Kevin Roche: Yes. Yes, and I really appreciated the resources that took the time. [00:33:00] One that I didn't mention was the Cumberland County Emergency Management Agency. You know, the time that they took with us to put these procedures and policies in place, you know, without their advice, you know, we wouldn't be where we're at today. Peter Koch: Yeah. And you said early on, too, that you were provided with a whole slew of resources. but some of them you had to evaluate each of them. And were you able to implement this particular solution or this particular process in order to make this work? And you had to evaluate it based on your business. But when you found ones that you could implement, you did implement those. And that again, that's a good lesson too when you start to look at it, look at the resources that you have. Evaluate it based on your business and determine which ones will be most effective and which ones will be appropriate for the business that you're in.  [00:34:00]Because some would be very effective, but some aren't going to allow you to maintain a certain level of production that you need to, to meet the demand. Kevin Roche: That's correct. And you know, one of the simple things that everybody, you know, I think has been doing is, you know, wiping down surfaces. And we made that a requirement for each and every employee. So, you know, when you touched a doorknob, you know, you needed to wipe it off. You know, before and after for the next person, early on when we were still having some meetings, you know, when you sat down at the conference table, you wipe down the area before and after. Now, we've since then moved off of those meetings, you know, that was when we could still have meetings early on. We've turned to obviously Zoom for just about every meeting that we have now. But you know that buy-in alone, you know, seeing each and every employee, no matter if it was a manager or the general manager, all the way down to every single worker in the organization, having [00:35:00] to pay attention to those surfaces again was, I think, a teaching environment for taking this as seriously as we did. Peter Koch: Yeah, it's great. And it really again, a way to reinforce and help people understand the importance of it so that if someone noticed that a surface or a doorknob or a high touch area wasn't wiped down, that I can imagine in that environment, someone would have said something and someone would have told the person that hey, remember, that's got to get done. And just another way to help reinforce the importance of the process that you have in place. Kevin Roche: That's exactly right. Peter Koch: So let's talk a little bit about how a lot of businesses don't just have an ecosystem where it's just their employees. You have a business that you're going to have contractors come in, you're going to have delivery people come in and your ecosystem that you can typically control with your staff. Now, has people from the outside coming in. How [00:36:00] does your physical distancing policy and all the policies you've put in place for the current situation, how does it affect the contractors that come in and work with Ecomaine? Kevin Roche: Yeah, that's a great point, because what we found was that some contractors were ahead of this and some contractors were way behind. And so, you know, anybody who was working for us, we actually had to go into an outage, our annual outage we evaluated that occurred during the last month and we evaluated whether we could suspend the outage. We could defer some parts of the outage. But by and large, we needed to maintain our equipment if we were going to continue to operate. And that required us to make the necessary repairs and upgrades to our equipment in order to keep our employees safe and continue to operate. So we made the decision. [00:37:00] There were a few things that we could suspend, you know, to the fall or late summer or early fall. But there were some items that we couldn't spend or delay those repairs. And so we had, you know, almost 200 contractors having to come into our facilities and assist us with making these repairs. So, again, we had an orchestrated effort to make sure that our contractors knew what our procedures were in dealing with COVID 19 and making it safe for their workers and our workers and minimizing any opportunity for exposure. And so that worked out fairly well. But follow up was really what was key. And we would have contractors come in and, you know, they'd be kind of coming into the front door here and huddled together and, you know, without any form of PPE or masks and things like that. And, you know, we kind of caught them at the front door and say, Hey, [00:38:00] hey, wait a minute. Didn't you get the memo? And so, you know, before we would even allow them into the facilities, we made sure that they understood the procedures and policies that we had to put into place to deal with these very important measures. And that took some education, no doubt about it. But, you know, I think that because we required it, it wasn't an option and because we had follow through. You know, I had a lot of people focus on safety during this outage. They would make their rounds and really enforce the six foot distancing procedures that were in place and enforce the wipe down of all surfaces that were touched and then enforce the requirement of PPE. But much it was a higher challenge than our own employees because our own employees were you know, it [00:39:00] already had become habit for them. And so we had been doing it for two weeks. So when the contractor started coming in, certainly it was we kind of had to renew our efforts. Peter Koch: Did you have to reinvent or make changes to some of the normal processes during that outage? Like if you had a plan for a lockout tag out or for maintenance of a particular machine where in months past people would work shoulder to shoulder with each other to get this done? Did you have to go through and maybe change some job hazard analysis or procedures to get the maintenance done, to be able to meet the physical distancing policies that you had? Kevin Roche: Yes. And we actually we did that right through. You know, the JSA's in and looking at each job and how to keep each job safe. You know, we orchestrated that effort. And one of the things we did find was, [00:40:00] you know, one of the biggest challenges was communication. So you're trying to fix a piece of equipment. It's a loud environment and you're getting closer and closer in order to communicate and share ideas and share solutions. And normally, you know, you would look at that as, you know, a good thing. You know, a good solution are people are communicating so well. But in this circumstance, it wasn't, you know, really working with the new policies and procedures we put into place. So, you know, for that example, we, you know, encourage our employees, you know, if you need to talk and communicate, leave the area that you're going to have to be so close to communicate and go to an area that you're going to be able to hear each other from a minimum of six feet apart. You know that that's an example of one of the common you know what we talked about those red high exposure [00:41:00] areas that were showing up on the 6 foot close encounter forms that we had to correct. And that worked, you know, that really got people away from the work area that they had to be so close to communicate in and allowed them to have that conversation from six feet apart. Peter Koch: Yeah, it's a great example of giving permission to do something different and still maintain the importance of both the current situation practices and the maintenance that has to be done. Typically, people like you said that it's good. I'm close to the person that I'm working with and we're going to communicate about this and get this done in the most efficient and safe means possible where, you know, the new policy gives them more and implementation of the policy gives them permission to move to a different area. And it's not that they're leaving the job. It's not that they're doing something wrong. They're thinking outside the box. They need to communicate. They can't do it in front of the [00:42:00] machine. They've got to do it in a place where they can hear each other from six feet away. Great thought about that. Again, thinking outside the box. Kevin Roche: And you know that 10 seconds, the advice that we got from Dr. Shah, you know that 10 seconds allowed for people to pass each other in the hallway, stairwell, you know, things like that, you know, going through a doorway. And, you know, his focus was, you know,  it's those interactions that have some level of duration. And, you know, he felt like the ten second rule was, you know, going above and beyond where you needed to go, but certainly would provide for a certain level of awareness to reduce those close encounters, if at all possible. Peter Koch: Sure. And still allowing for people to work in the same space with each other. it's a great way to the. Some relevance to it and meaning to it. So a couple of questions as we flesh this out here. I'm going to throw this one out yet. [00:43:00] I'm not sure I talked to you about this before, but what do you wish that you had known before the decision to implement physical distancing that you know, now,. Kevin Roche: You know, that physical distancing was a tool that worked? We did physical distancing early on. But even, you know, even myself, even when I created the policy and the requirement, you know, I wasn't certain that physical distancing would make a huge difference. I was just listening to the health experts. And because I didn't know, I had to, I had to take her advice. And, you know, I wish I had known or better understood that from day one, because then, you know, I could have started this even sooner than we did. And I could have been, I guess, had more conviction and understanding of how well social distancing or physical distancing [00:44:00] actually will work. Peter Koch: Yeah, that's a great point. Kevin Roche: And now we're a month into this and we're all you know, everybody's saying the same thing. Is that physical distancing, you know, has worked and has limited, you know, exposure to the limits that we're seeing today? Peter Koch: Sure, sure. And you talked about this a little earlier as well. And this is in reference back to the encounter checklist that you've had there and the encounter documentation when that was going on, that was the main way that you were documenting and holding people accountable for the encounters that they were having. How were you able to determine that your program was being successful in the middle of it using that checklist? Kevin Roche: Well, you know, that's a good question, because we didn't have a track record and we were just beginning this. And, you know, I did get some pushback early on. You know, I'd get, you know, one of the things people would [00:45:00] say is, well, you know, this six foot thing, you know, this is being transmitted because people touching surfaces. This is being transmitted, You know, if I just go into somebody else's space five or 10 minutes later. But what the health experts were telling us was that the primary way of transmission. Yes. It can be transmitted a whole host of different ways. But the primary way was the person to person, you know, durations of close contact within six feet. And that was what we needed to focus on first and foremost, you know, getting people home. I guess this is the first thing. You know, keeping them at home, those that could be at home. But then, you know, for those people who had to be at work, you know, really limiting that and wiping down the surfaces, too. But no, there's no way that we can ensure that we're wiping down every single surface between every single touch. But that was not ever communicated [00:46:00] as the primary way that the coronavirus was being transmitted. And so the really, you know, we were focused on the best, the best return or the best value for, you know, the efforts that we were making. And that was that 6-foot social distancing or physical distancing that we employed as being the number one way that we could move forward. And so, you know, I found that, you know, we had to hear what the health experts were telling us. And we had to give it a try. And that did take some convincing early on. But, you know, I feel like now that we're a month into it, I no longer have to be the one who convinces people. I think it's you know, the track record has convinced each and everyone who works here. Peter Koch: Yeah. And retrospectively looking at where you are now, the lagging indicator of a healthy workforce shows that the social distancing or the physical [00:47:00] distancing and the tracking has worked. And I think in the middle of it, as I think about another way that tracking tool can help the company overall is when you reach out to the experts, they tell you that this is the cause. And here is a way for you to prevent this from happening. You put that in place when you start looking at how the encounters start overall, start to get reduced. So I imagine right at the beginning, like you had said, you had quite a few of those encounters. And then as you start to look at the numbers, the number of red encounters, a number of yellow encounters started to decrease over time. And so you probably have the majority of them are green and some of them might still be yellow. And you're looking into those two to make changes. But. That's a great tool, data is an awesome tool to be able to look at as long as you've identified the problem and you're [00:48:00] implementing a solution to see in the moment whether or not you're making some progress because it can be pretty scary, especially when you don't really know what is going to happen looking back. We know what has happened, but looking forward, we're not really sure. So in the moment, using that data to show that you can be successful helps not only you as the CEO, but your executive team, the managers of the different departments and the supervisors and then the staff themselves to show that, hey, we are making a difference here. Right. We are truly making a difference. So the importance of that tracking tool I don't think you can speak to that enough in this whole process. Kevin Roche: That's exactly right. And when we had had some illness issues, we had been able to go right back to the data, the actual data point, instead of relying on somebody's memory and who they have been exposed to over the last [00:49:00] two weeks. We can go back to the data and we can show, OK, these people, these two people were exposed to one another. They were exposed for 10 seconds or 30 seconds or no they were exposed for an hour. And then you can react to that with a good understanding of what the exposure actually was. Instead of trying to guess what happened two weeks ago. Peter Koch: Sure. And I think that will probably provide some comfort to the individuals, not only at work, but even you at home when I go home. Hey, you know what? We know we had an illness here. But I can track I can go back and show that I was not I didn't have any contact with this particular individual. I can even go back two weeks and prove that I didn't have any contact with this individual or if I did, it was only for a few seconds and we should be good. So that's a it's a great [00:50:00] tool. The data can certainly help you guide the solution, come up with different processes and take some comfort that the solutions actually working. So awesome. Great with that. Kevin Roche: Yeah. And I did get a call when we did have a positive test from the CDC when they were doing their investigation. You know, I kind of told them what measures we had in place. And, you know, their response was, well, awesome. You know, it appears that, you know, you've got this well managed and under control and you can determine who needs to quarantine and who doesn't. Peter Koch: That's great. That's really another affirmation that the process is working. Now, going back, I know we talked about this already, so thinking about the contractor piece because again, that's an important part. Did you did you approach the contractors ahead of time and kind of give them a written copy of the policy as well as approach them when they came [00:51:00] to the facility to start work? You did both of those things, correct? To help them understand what process they would have to have in place. Kevin Roche: We did. And, you know, we did verbally and in writing and sometimes more than, you know, once or twice to ensure that they were coming into an environment that, you know, was treating this crisis very seriously. But even with that, again, you know, as I mentioned before, you know, the seriousness of the of the actions that we were taking, I think, you know, sometimes, you know, maybe it didn't get down to the front line, maybe it did get to the frontline. But they weren't really in habit mode yet. And so, you know, we actually, I got some positive feedback from some of our contractors, you know, who kind of came to our facility and we're like, whoa, you know, you guys are really taking this seriously, aren't you? And so they had to kind of rethink the [00:52:00] way that they were operating. And so it really took, you know, a lot of emphasis when it came to contractors because they were coming at us at different levels of understanding and different levels of how serious they were taking these measures. But once, you know, once they were here, they really had, you know, no excuse. As far as not understanding the procedures and policies that we had set in place. And, you know, if they weren't willing to follow them, then they were asked to leave. Peter Koch: That's a that's a really great point, because I can imagine that could really undermine all the efforts that you've put in place if you're allowing contractors to come in and not follow the same rules as your employees do. And the stakes are pretty high with this one all that work that you. Put in for the weeks prior to build those habits, to get buy-in, to get people to understand that they're all in this together, [00:53:00] to try to make this company successful and to stay healthy. That a contractor coming in and undo it and not following those procedures can have a significantly negative effect on the attitudes and the effect of your program. So that's a great point that you made there, Kevin. Kevin Roche: And we did have an experience where a contractor who came in to do their work, you know, a week later, then notified us that he was tested positive. And then we had to go back through those close contact forms to find out who was exposed. So those close contact forms are not just utilized for employees, fellow employees, co-workers. They were also utilized for contractors. So if you did come in to close contact with and or have a close encounter with a contractor, you were required to document that as well. Peter Koch: And [00:54:00] those were reviewed again at the supervisor level, at the manager level, if it could have been fixed. And then again, at your level, the executive team level, to make sure that solutions were put in place if it kept happening. Kevin Roche: That's correct. Peter Koch: Right on. Great. Well, we're coming right to the end of the podcast here today, and before we go, is there anything that I should have asked you about this? But I didn't. Is there anything else that you want to add to our conversation today? Kevin Roche: You know, I think you covered just about all of it. The only thing that I would emphasize is the importance of the buy-in, the importance of leadership in this. And that's not just leadership from the Top Gun, whether it's the CEO or the general manager or the executive director. It has to be leadership from everybody on the team. Everybody in your employment, because everybody can take a leadership role when it comes to [00:55:00] keeping every single employee safe, including the front line. So the front line can be leaders in this in protecting their co-workers and protecting the contractors, really protecting everyone and how to stay safe and when they're faced with these circumstances, such as we've been faced with over the last month. Peter Koch: That's a really interesting thought there. And as you were talking, what I thought of is you could really put any situation into that. It doesn't have to be response to a pandemic or coronavirus, but it could be lockout tag out. It could be machine guarding, it could be slips and falls. It could be another potential hazard that's there and leadership at all levels. Right. You said from the top all the way down to the line staff person, there has to be buy-in, there has to be leadership in order for those to be effective. And it's something that lacks in a lot of things. And [00:56:00] the items that you talked about today in order to make the solution for physical distancing really work. It's not just the paper that you have in place, but it is actually the leadership and the accountability. And you said it more than once. You can't let your guard down. So if you want to have a good response to a pandemic like this or you want to have a good response to a change in your lock out tag out program or another program that you have for employee safety, those are concepts that can be brought to any of those things. And they're really critical concepts that have to be implemented to be a successful company. And I appreciate you bringing that up because it really ties this all together. So. Thanks. Thanks very much for. For throwing that out there, because it's not only a great lesson, but it's a great example. So thank you for that. Kevin Roche: Certainly. Peter Koch: All right. Well, I think that about wraps up this safety experts podcast. I really [00:57:00] want to thank you for sharing your expertise with us, Kevin. Thanks very much. Kevin Roche: Thanks, Peter. And look forward to joining you next time when you we're on the other side of the circumstances that we're faced with today. Peter Koch: Yeah, me too. Hopefully we can have you back on and we can talk about something else a little lighter than the response to the pandemic. So, yeah, I'm looking forward to that as well. Kevin Roche: OK. Peter Koch: Excellent. Kevin Roche: Thank you. Peter Koch: Today we've been speaking about implementing a physical distancing in the workplace with Kevin Roche, CEO of Ecomaine , on the MEMIC Safety Experts Podcast. If you have any questions for Kevin or like to hear more about a particular topic on our podcast. Email me at podcast@MEMIC.com. Also, check out our show notes at MEMIC.com/podcast where you can find our entire podcast archive as well as a link to our pandemic planning a resource page with workplace safety tools for keeping workers safe and healthy. While you're there, sign up for our safety net blog so you never miss any [00:58:00] of our articles in safety news updates. And if you haven't done so already, I'd appreciate it if you took a minute or two to review us on Stitcher, I-Tunes, or whichever podcast service you found us on. And if you've already done that. Thank you. Because it really helps us spread the word. Please consider sharing the show with a business associate friend or family member who you think will get something out of it. And as always, thank you for the continued support. And until next time, this is Peter Kotch reminding you that listening to the MEMIC Safety Experts Podcast is good, but using what you learned here is even better.

With just 44,000 residents, how did the town of Columbus, Indiana, become one of the nation’s leading architectural destinations—ranked sixth of all U.S. cities for architectural innovation and design by the American Institute of Architects? The answer: a community bank president named J. Irwin Miller. On the latest episode of the ABA Banking Journal Podcast, sponsored by Franklin Madison, historian and biographer Nancy Kriplen shares the story of how Miller—the head of both the family-owned Irwin Union Bank and the Fortune 500 diesel engine manufacturer Cummins—revitalized Columbus in the 20th century by recruiting some of the world’s most accomplished modern architects to design buildings there. Architects with credits in Columbus include Eliel Saarinen and his son Eero, Harry Weese, Cesar Pelli, Robert Venturi, I.M. Pei, Kevin Roche and Robert A.M. Stern. Kriplen discusses Miller’s role in hiring Eero Saarinen—best known for buildings like the Gateway Arch and the Dulles International Airport terminal—to design the Irwin Union Bank headquarters in 1954, which is considered one of the earliest open-concept bank buildings. She also speaks to his commitment as a community banker to local ownership and investment.

Hilma af Klint at the Guggenheim, Kevin Roche and the Miller House, Josh Lipnik’s modern midwest tours, Ben Stiller plays Michael Cohen

In this episode we are in conversation with Yvonne Farrell and Shelly McNamara of Grafton architects. They joined us in Richview for a student led event to celebrate them being awarded the Ulysses medal from UCD for their achievements in architecture. Previous recipients of the award include the architect Kevin Roche. In this episode Yvonne and Shelly discuss with Eoghan and Kate, two students here in Richview, about their time studying architecture, how their work and practice has evolved and some of the challenges that will be facing students as they enter the profession of architecture. Thank you to Gareth Smyth for editing the podcast.

Lindsay Jurist-Rosner was just nine years old when her mother was diagnosed with Multiple Sclerosis (MS). Over twenty-five years of caregiving later, she co-founded Wellthy with software developer Kevin Roche to help families with the seemingly endless number of healthcare-related tasks. In today's show Lindsay talks about the stages of her mom's MS and how caring for her in a more hands-on way after college affected her personally and professionally. She also explains how Wellthy care coordinators work directly with families, what the service costs and how the company is courting employers to offer the concierge service as part of its benefits package. Lindsay recently used her own company to find a home health aide for her mother, allowing them to enjoy mother-daughter time in a whole new way. Wellthy website: https://wellthy.com Lindsay's story in her own words: http://bit.ly/2umP1IM Also mentioned in the show: Après https://apresgroup.com Music: “These Times” by Blue Dot Sessions | CC BY NC | Free Music Archive

Beginning today through October 1, Columbus, Indiana will celebrate its architectural history and identity with its very first Exhibit Columbus—an annual event alternating between a symposium and a design exhibition. Known for its rich architectural holdings of work by Eero and Eliel Saarinen, Kevin Roche, I.M. Pei, Deborah Berke, Richard Meier, Robert Venturi and others, Columbus has earned its "Athens of the prairie" tagline, and Exhibit Columbus hopes to honor that proud tradition into the future. We're joined by key members of Exhibit Columbus, Richard McCoy (director of the symposium's parent company, Landmark Columbus) and Joshua Coggeshall (partner at Shimizu + Coggeshall and co-director of next year's Ball State University installations) to discuss the city's architectural heritage, and what's planned for this year's inaugural symposium.

Magalie René-Hayes creates beautiful spaces for a better world. She takes a unique approach to design that combines holistic ideas, scientific research, and social-good to create spaces that improve lives. Magalie is founder of Kid-Smart Spaces™, helping parents and educators inspire smarter, happier, healthier children, and a speaker on topics including interior design, personal growth, transitioning careers, school design, and creating a balanced home. In 2008, Magalie leveraged 15 years of project management, marketing, and design experience to segue to the non-profit world at philanthropic powerhouse, The Ford Foundation. Inspired by their headquarters in one of New York City's oldest green buildings (designed by renowned architect Kevin Roche), she launched Kid-Smart Spaces in 2012 and has been transforming learning spaces ever since. Magalie works on a variety of residential, commercial, and institutional projects in the New York Tri-State area, Los Angeles, and Arizona. She has been featured in Dr. Oz The Good Life and Good Housekeeping magazines. See acast.com/privacy for privacy and opt-out information.

In this special edition of The Big Interview we look back at our best discussions with some of the world’s leading architects and designers. Join Tom Edwards for this flashback episode in which he presents highlights from Daniel Libeskind, Amanda Levete, Lord Norman Foster, Thomas Heatherwick and Kevin Roche.

Gone are the days when we can toss our unwanted items in a landfill or burn them in the backyard. We have come to realize that we live on a planet that has finite space—a space that we want to keep clean for our children, and the generations beyond theirs. Today we seek to look at trash as a resource, rather than refuse, with our guests Tyler Frank, founder of the curbside composting program, Garbage to Garden, and Kevin Roche, CEO of ecomaine. Photo by Nicole Wolf https://www.themainemag.com/radio/2016/06/treasuring-trash-247/

The Pritzker Prize-winning architect Kevin Roche sits down with Steve Bloomfield to discuss his early years in his native Ireland and moving to the US. He also talks about working with some of the greatest names in the field, including Ludwig Mies van der Rohe and Eero Saarinen, and explains why retirement is not on his mind.

Thanks to Patrik Schumacher, this week's episode is mostly about criticism. We respond to a polemic/rant left by Schumacher on his Facebook page, "In Defense of Stars and Icons", and consider not simply his argument, but its presentation – how publishing these ideas on a personal Facebook page ultimately says more about celebrity and criticism than Schumacher's exorbitant word count can. In the end, we applaud Schumacher – not for his argument necessarily, but for the act of posting such. Now, more than ever in the saturated critical sphere of new media, the medium is the message. We also finish up the interview Amelia did with Pritzker Prize winner Kevin Roche, and hear his thoughts on sprawl and the undeniable human instinct to gather. Roche is a quiet heavyweight in architecture, amassing an incredible extent of work across multiple eras of architectural history, all without paying any heed to "starchitecture", in any form. If you haven't heard part one of the interview, get caught up in Episode #24. And special thanks to our podcast sponsor, BQE, and architect Ralph Fey for his thoughts on their service!

Whatever becomes of Facebook’s corporate future – and therefore the consequential Internet – will play out in the world of Frank Gehry. The architect’s new HQ for Facebook in Menlo Park, MPK20, opened earlier this week with plentiful Instagrammed fanfare, and Facebook recently submitted plans to build two more Gehry buildings in the area. As we discuss on this week’s podcast, MPK20 is refreshingly old-school FOG, designed to embrace Facebook's “work in progress” feel that Gehry’s rougher materiality embraces. It’s Facebook’s and FOG’s world; we’re just living in it. This episode, we also discuss the arrival of Airbnb in Cuba – whether this style of tourism could encourage architectural preservation, and what the company’s disruptive cachet means when there’s no status quo to disrupt. We’re also featuring part 1 of an interview I did with Kevin Roche, the Pritzker Prize winning architect who got his start over sixty years ago, working with Mies van der Rohe and Eero Saarinen. The 92-year old Roche, now at Kevin Roche John Dinkeloo and Associates outside of New Haven, Connecticut, shares his thoughts on the media’s role in architecture, the ideal client, and 21st century workplaces.

It has been one crazy week in the world of Doctor Who, with rumours of scores of missing Doctor Who episodes being found, then not found, then found again, then, finally, all of them declared not missing but destroyer. The end. Is it, though? The wait for a new Doctor will also have to wait awhile, so there is very little in the way of solid news to discuss this week, but that didn’t stop the Three Who Rule! One thing is for sure, though – Radio Free Skaro will be at Westercon 66 in Sacramento in a couple weeks, and the convention organizers Kevin Roche and Andy Tremblay are here to tell you all about it. It’s looking like it might be an interesting summer in this, the 50th anniversary year of Doctor Who! Check out the show notes at http://www.radiofreeskaro.com

Miriam O Callaghan interviews Kevin Roche, designer of the National Convention Centre in Dublin and Cathal O Neill for many years Professor of Architecture in UCD

Kevin Roche and Andy Trembley are co-chairs of WesterCon 66, to be held July 4-7, 2013, in Sacramento, CA. We talk , amongst other things, about how a joke bid became a real one.

Doctor Who: Podshock - Episode 184 Running time: 0:39:46 A special episode recorded at our Doctor Who: Podshock Meet and Greet at Gallifrey 21 on Thursday, 25 February 2010 in Los Angeles, CA with Meet and Greet attendees including: Eric Escamilla, Joshua Lou Friedman, Lewis Bailey, Tara Wheeler, Kevin Roche, David Wheeler, Pam Richardson, Lanaia DuBose, Keefe and Cathy O'Neill, Ed Comstock, Samantha Rosz, James Naughton, and others. Hosted by Louis Trapani Brought to you by the Gallifreyan Embassy and is a production of Art Trap Productions. This podcast is made possible in part by Podshock Supporting Subscribers and from donations from listeners like you. Do you need the MP3 file format? Get our MP3 version of this episode using our MP3 dedicated feed at http://www.gallifreyanembassy.org/podshock/podshockmp3.xml.

Doctor Who: Podshock - Episode 184 Running time: 0:39:46 A special episode recorded at our Doctor Who: Podshock Meet and Greet at Gallifrey 21 on Thursday, 25 February 2010 in Los Angeles, CA with Meet and Greet attendees including: Eric Escamilla, Joshua Lou Friedman, Lewis Bailey, Tara Wheeler, Kevin Roche, David Wheeler, Pam Richardson, Lanaia DuBose, Keefe and Cathy O'Neill, Ed Comstock, Samantha Rosz, James Naughton, and others. Hosted by Louis Trapani Brought to you by the Gallifreyan Embassy and is a production of Art Trap Productions. This podcast is made possible in part by Podshock Supporting Subscribers and from donations from listeners like you. Do you want the Enhanced Podcast AAC file format? Get our Enhanced Podcast version of this episode using our feed at http://www.gallifreyanembassy.org/podshock/podshock.xml.

Delaying of healthcare for economic reasons is causing volatility in hospital emergency room volumes that is expected to intensify. To handle staffing, equipment and treatment challenges posed by these census variations, hospital EDs must rethink processes and protocols. At Edward Hospital in Naperville, Il., a "culture of certification" that includes cash bonuses for certification and peer support during exam preparation helps to raise the caliber of the ER staff and maintain patient satisfaction levels. Cindy Rentsch, Edward Hospital's clinical director of emergency services, describes the culture of certification that has raised the caliber of Edward's ER staff, a marketing campaign to divert mental health patients from the ER and protocols for treatment of pediatric ER patients. Rentsch is joined by Joan Heater, director of nursing emergency services, Banner Gateway Medical Center and Kevin Roche, director of the management engineering program at Banner Health Corporation, during Emergency Room Utilization: Developing a Team Approach to Address Overcrowding Factors That Increase Wait Time, a January 14, 2009 webinar. The three presenters shared organizational strategies that improve throughput in the ER as well as increase efficiencies, reduce costs and improve patient outcomes and satisfaction.