Page 83 - FINAL Combined CB2_Neat

F Y 2 0 1 8 M U N I C I P A L S T R A T E G I C P L A N A R E A S O F F O C U S

FGM’s Municipal Practice Strategic Plan Areas of Focus will remain the same for fiscal year
2018 as they were for fiscal year 2017. The key areas of focus are as follows:

• Support FIRM WIDE Geographic expansion efforts. Continue expansion of our police,
fire and possibly aquatic markets to a wider geography. Deliver services based on one
of the following three models:

4. MWL model – hired by the Municipality directly usually during the study phase,
help select local architect, be Owner’s Public Safety advisor throughout the
process.

5. Limestone model – hired by the Municipality to prepare bridging documents
and help select a design-builder to implement the project.

6. Rockford model – partnership with FGM as Design Architect and a local firm as
the Architect-of-Record.

Our objective is to not just do studies, but to be involved in a more significant part of
the project. We will endeavor to team with an E/A firm or small A/E firm.

In order to accomplish goals, begin by joining state and local associations, attending
state conferences (3-year commitment), subscribing to Onvia for other states, finding
local, politically well-connected partners (architects, contractors, etc.) in targeted
geographic regions. Potential targeted regions (subject to completing research as a
first step):

2. Expand radius around current offices (maybe 4-5 hours)

3. Houston, Dallas or Austin, Texas

• Support FIRM WIDE Resiliency efforts in developing a new “service”. Weave the
“resilient” story into our marketing materials and begin talking with our clients and
potential clients about the importance of resilient design in our everyday practice.

• Continue increasing each team member’s knowledge of Municipal project types and
ability to deliver well detailed, cost efficient projects to control redesign efforts,
become a resource to our clients and maximize our development into well rounded
Architects.

• A continued emphasis on proactive business development efforts with our top ten
pursuits and increasing our ability to win the work through strategically identifying how
to win the work and remaining consistent with that strategy throughout the pursuit of
the client/project.

• Improve ability to manage clients and increase business development effectiveness
by developing Project Manager’s and Staff’s soft skills.

• Strengthen firm-wide team integration and camaraderie. (We have been very good
at working across practice areas and between our regions recently!)