Page 62 - FINAL Combined CB2_Neat

6. Resilient Design and WELL Building are likely to be embraced by Higher Ed institutions; our
expertise can open doors
7. Leverage FF&E as a “stand alone” service to clients and, possibly, other architects

D. Threats
1. Illinois economy and its effect on public (and private) institutions
2. More competition for less work; larger firms competing for smaller projects
3. Midwest demographics show population decline
4. Illinois high school students increasingly going out-of-state for college
5. Increasing requirements for MBE/WBE/DBE participation
6. Higher Ed “bubble;” major changes are likely at non-elite institutions due to rising costs, declining
enrollments, and questions about the value of college degree when seen in relation to student
debt
III. RECOMMENDATIONS
A. Personnel
1. Need Design Principal in NO and SO with marketable Higher Ed experience and BD acumen
2. Principal in Charge with Higher Ed experience in SO
3. Key additional staff to follow based on work load

B. Strategies
1. Continue regular “checking in” efforts to contact institutions within 100 miles of each office
2. Expand prospecting to Wisconsin following establishment of Milwaukee office
3. Leverage Resilient Design, WELL Building, and FF&E expertise to open doors
4. Establish FF&E retainer agreements with private institutions; e.g. Wheaton College. This could
become “bread and butter” work.
C. Other
1. Assist in firmwide efforts to improve branding, social media usage
2. Consider joint practice area with PK-12 (i.e. “Education Practice”) if there are significant
efficiencies