mcmillen jacobs associates underground division strategic

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STRATEGIC PLAN 2021

McMillen Jacobs Associates Underground Division

McMillen Jacobs Associates 2021 Underground Division Strategic Plan

Dear Underground Division Team,

This document represents the Underground Division Strategic Plan for the next three years. This plan defines where we are and our vision of the future, shows where we want to go in the markets we serve, and provides a check of day-to-day decisions on opportunity and risk. It helps us be a proactive, not reactive, player in the markets we serve. And it helps everyone to communicate a consistent image within our industry, and internally among our teams.

Page one begins with our big picture summary: to put our people first, aligning them with clients through projects we want to work on, while maintaining a healthy business. It is business success that fuels our ability to perform meaningful work for clients, and this in turn provides for employee engagement and success. Division leadership strongly believes in this vision, which informs our Strategic Plan and guides us in our way forward.

You may notice this plan is different from those of past years. It includes the voices of our corporate support services, and better aligns our market and practice goals with a marketing and communications plan to help achieve them. We include a one-page, user-friendly summary of the Strategic Plan, which is grouped into eight categories, accompanied by an easy-to-understand scorecard that we will regularly update and share with everyone.

If you want to dive deeper, there are many goals, objectives, actions, and detailed measurements in this plan for you to review, and indeed many of you will be part of carrying out those specific actions. The measurements are about better tracking of progress and accountability. However, our process will be to check in periodically with each other and modify these goals as our markets and clients change. We want to follow through with actions, but we also want to be nimble and flexible—this is one of our strengths.

If you have any questions, feel free to contact anyone on the management team, be it myself, our COO, CFO, Regional Managers, Market Leads, or Practice Leads. We will answer your questions or help get you engaged. And, if one of us asks for your help with the goals and objectives, please answer this call to action to the best of your ability. Remember: this Strategic Plan belongs to all of us.

Regards,

Victor RomeroPresident – Underground Division


TABLE OF CONTENTSSummary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1

Scorecard . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2

Implementation & Monitoring Plan . . . . . . . . . . . . . . . . . . .3

Market Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4Transportation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5Water . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9Wastewater & CSO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Practice Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19Claims & Construction Consulting . . . . . . . . . . . . . . 20Construction Management . . . . . . . . . . . . . . . . . . . . . 25Project Management Community of Practice . . . . 28Design Technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

Service Group Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33Sustainability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37Accounting. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40Project Controls . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41Human Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47Communications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57

SWOT Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60Transportation Market . . . . . . . . . . . . . . . . . . . . . . . . . 61Water Market . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65Wastewater Market . . . . . . . . . . . . . . . . . . . . . . . . . . . 67Claims & Construction Consulting Practice . . . . . . 69


GROWTH – CAPABILITIESGrow the capabilities

of the Underground Division

• Diversify our knowledge, skills, and experience in a wider array of technical disciplines to support our core tunnel competency

• Adapt and expand our capabilities to fit design-build delivery

• Earn contracts for non-tunnel work without over-reaching

EXPERTISE/ TRAINING

Facilitate employee career growth and expertise

• Improve knowledge sharing, including expertise and experience

• Sponsor internal and external education• Cross-train between markets and practices• Engage, empower, and challenge our

employees via work assignments and career goals

SALES & BRANDNurture client relationships

for repeat business

• Define and execute relationship-building actions

• Proactively earn profit-producing projects/clients

• Build partnerships with preferred owners and contractors

• Empathize and educate to align our strengths with client goals

• Actively increase industry recognition/awareness

• Win 50% or more strategic pursuits

COLLABORATIONPromote collaboration with Water Resources Division in

pursuit and execution of work

• Understand and knowledge share complementary business development and work

• Align strategies across divisions• Interact on defined schedules• Appear to clients as “one company” in how

we earn and deliver work• Promote staff-to-staff relationships across

divisions

GROWTH – GEOGRAPHIC

Expand our geographic footprint to position and capture work in cities we currently do not serve

• Recruit (internally and externally) talent in three new cities (Austin/Dallas, Toronto, Pittsburgh) where future underground work is planned and funded

• Introduce the firm to 20 potential clients in cities/regions where we are not known

• Relocate existing Principal Level staff to one new city per year

PEOPLECreate a trusting, respectful, rewarding, and empowering

employee environment

• Commit to inclusive and diverse employment practices

• Recognize and celebrate employee successes

• Engage with, befriend, and mentor all employees

• Increase engagement and retention by fostering employee strengths

• Recruit candidates with value to meet growth and strategic hire goals

• Develop the next generation of project managers and leaders

PROJECT MANAGEMENT

Improve project delivery and project manager performance

• Improve training and support for project managers

• Standardize project management processes• Improve accountability for project

profitability by implementing financial controls

We actively develop and support our team, resulting in an inclusive, enriching, and rewarding culture that builds long-term client relationships and improves lives through exciting and innovative project work.

BUSINESS OPERATIONS & CONTROLS

Improve profit margins, implement controls,

and reduce risk

• Cure eroding margins on projects• Improve project profitability• Implement risk management when

expanding into new services and disciplines• Strengthen quality assurance on all projects• Upskill project controls and support all

projects

SUMMARY

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BUSINESS OPERATIONS & CONTROLS

Achieve income targets in FY 2021 budget.

Achieve income targets in FY 2022 budget.

Implement multiplier control measures on largest projects.

Implement design-build management training and risk manangement practices.

PROJECT MANAGEMENT

Issue Project Management Manual by the end of 2021.

Establish a practice group for Project Managers.

GEOGRAPHIC GROWTHDevelop a list of 20 potential/new clients in targeted expansion locations and develop a plan of action for each.

Open an office in at least two of the targeted expansion locations.

CAPABILITIES GROWTH

Conduct first Fire Life Safety Bus test.

Target and pursue at least one water design-build project.

Implement our pipeline seismic analysis in California.

Promote internal and external awareness of our design technology capabilities.

Achieve 10 Envision certifications and 2 LEED certifications.

SALES & BRAND

Win 50% or more of strategic pursuits identified as of May 2021.

Conduct five client brown bag training sessions in 2021 in each region.

Achieve 2021 targeted backlog of $62.2M.

Achieve 2022 targeted backlog of $66.3M.

PEOPLEAchieve a 10% increase in the percentage of engaged employees over the 2020 engagement survey.

Achieve a retention rate of 88% or better.

EXPERTISE/TRAINING

Implement and launch a training monitoring program/software.

Offer training sessions or knowledge sharing events on a weekly basis.Promote competency assessment participation and streamline software interface.

COLLABORATIONConduct one formal knowledge sharing workshop with strong participation from both divisions in 2021.

Conduct a formal joint leadership meeting to find common ground in both divisions’ strategic plans.

Complete

Percent Complete

KEY

SCORECARD

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IMPLEMENTATION & MONITORING PLAN

STRATEGIC PLANNING

January 2021 - May 2021

Who: UG President, CDO, COO, Market Leads, Practice and Service Leads, Marketing, Communications

Objectives:

• Vision• SWOT• Goals + Objectives• Develop metrics for

evaluating results• Develop consensus on

direction & initiatives• Final Strategic Plan,

including Marketing & Communications Plan

IMPLEMENTMay 2021 - December 2021

Who: All Staff (Led by UG President, CDO, COO, Market Leads, Practice and Service Leads, Marketing, Communications)

Objectives:

• Define ownership of goals + objectives

• Define completion dates + metrics

• Review action items• Collaborate with Marketing/

Communications• Review opportunities

for cross-discipline collaboration

• Review opportunities for collaboration with WR

• Track/Report performance • Align resources toward new

direction

EVALUATEOctober 2021


Objectives:

• Evaluate goals• Evaluate metrics +

performance• Adjust

REVISITJanuary 2022


Objectives:

• Revise goals (based on performance evaluation)

• SWOT revision• Evaluate performance• Adjust and edit Strategic

Plan (not a rewrite)• Evaluate scope of Markets/

Practices: add, drop, adjust

Our UG Strategic Plan only works if we work the plan. Every team member contributes to the success of this company, and this plan includes feedback from multiple groups in the division—including markets (Water, Wastewater, and Transportation), practices (CM, Claims, Project Controls, Project Management, Design Technology, Trenchless, and Geotech), and corporate support (Accounting, Human Resources, Marketing, and Communications).

We started the strategic planning process in January 2021 by gathering representatives from each of these groups. Most groups then met separately to complete a SWOT (strengths, weaknesses, opportunities, and threats) analysis and come up with a list of goals and objectives. Action items and metrics were also developed. These goals and SWOT documents are included in this plan.

A new objective in the strategic planning process was the integration of service groups (Accounting, Human Resources, Marketing, and Communications) into the planning process. The result is an actionable plan that summarizes big picture goals and includes feedback and buy-in from team members throughout the division.

We are now at the implementation stage of this Strategic Plan (see graphic below, which illustrates our strategic planning process). Market, Practice, and Service groups will be meeting regularly and coordinating with each other to implement actions and track progress on goals by the measurements and scorecard established herein. Leaders from these groups will reconvene in October to assess our progress, evaluate performance and accountability, and adjust goals and objectives, as necessary. We will then revisit the plan at the beginning of 2022 to update for the new year and repeat the process shown below.

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MARKET GOALS

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TransportationGOAL 1Build internal technical and/or management capabilities in three key transportation McMillen Jacobs noncore disciplines to “sell” McMillen Jacobs as a prime for full- service transportation projects.

OBJECTIVE 1Establish a steering committee to provide strategic input for this and other goals.

ACTION: Identify appropriate MJ leadership to be part of the steering committee; convene first meeting; determine remit, schedule, and path forward.

OBJECTIVE 2Identify management and technical capabilities we do not have that we need to offer to support our clients as a full-service transportation firm.

ACTION: Review current projects and strategic pursuits to quantify anticipated PM need. Identify internal PMs with the qualifications and experience to lead multidisciplinary teams.

ACTION: Based on current projects and strategic pursuits, as well as knowledge of market, conduct gap analysis of technical capabilities. Identify which technical capabilities represent risks if expertise is not accessible in-house, and/or differentiators if we are able to offer them to clients. Prioritize top three.

OBJECTIVE 3Working with Regional Managers, Practice Leads, and HR, develop actions to address gaps.

ACTION: Create PM pipeline plan to identify and actively develop internal staff for multidisciplinary PM roles. Depending on anticipated project needs, recruit additional multidisciplinary PM expertise.

ACTION: Develop a plan to address top three technical capability gaps, either directly by bringing expertise in-house (new hires, strategic acquisition) or by reinforcing our internal management capabilities (i.e., ensuring we can field individuals with qualifications to manage specialty subs).

ACTION: Develop strategic relationships with subconsultants possessing complementary expertise to ours (see Goal 2, Objective 1).

OBJECTIVE 4Develop a “differentiating” subconsultant technical management plan that will give owners and contractors confidence in our ability to manage a large team of specialty subs.

ACTION: Convene a diverse working group (e.g., Project Controls, PM Practice group, MJ leadership) to input and advise.

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ACTION: Review lessons learned and best practices from our projects, recognizing gaps in our standard subconsultant management plans and identifying opportunities for best-in-class design management.

ACTION: Refine existing and/or develop new subconsultant management and design coordination tools (e.g., Interface Management).

OBJECTIVE 5Augment our marketing materials and communication strategies to sell our full-service transportation offering internally and externally.

ACTION: Review marketing materials (brochures and off-the-shelf SOQs) to identify potential areas of change and develop statement of multidisciplinary capabilities.

ACTION: Develop “vocabulary” list for marketing materials and to update CVs.

Due Dates: Q3 2021: first steering committee meeting; Q4 2021: gap analysis and staffing plan (internal and new hires); Q1 2022: subconsultant management plan. Lead: McConnell. Input: Steering Committee, RMs, PLs, HR, working group, Marketing.

MEASUREMENTS1. We have a staffing plan identifying staff with appropriate skills and qualifications to

“front” and manage the specialty disciplines. 2. We have developed person profiles/job descriptions for new hires where we need

new/additional internal resources to provide the technical expertise and/or specialty management.

3. A subconsultant management working group has developed the “differentiating” subconsultant management plan that can be a model for specific projects.

GOAL 2Establish a market presence to get ahead of projects in five locations with large-scale transportation investment plans where McMillen Jacobs does not have a history of delivering transportation projects.

OBJECTIVE 1Form strategic relationships with primes and subconsultants whose local relationships and contacts, expertise, and reputation complement ours and who can be our “eyes and ears” on the ground.

ACTION: Identify two existing office locations and three new locations where McMillen Jacobs has not delivered transportation projects but where major capital investment in underground transportation infra-structure is planned.

SYDNEY METRO

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ACTION: Identify firms that share our culture of quality and collaboration, whose discipline(s) complete our team, and who can support marketing efforts and preselling; meet potential partners; evaluate and confirm selections.

ACTION: Assign a relationship manager for the subconsultant; and develop a client, capital budget, and project tracking plan with the partner.

Due Dates: Q4 2021: research locations/prioritize; Q1 2022: identify partners; Q2 2022: meet, confirm relationships, and plan. Lead: Paul. Input: Steering Committee, committee of RMs and relationship managers.

MEASUREMENTS1. We have selected five target locations for which we have key data on capital

investment programs and future projects.2. We have identified potential partners and captured data from our research. 3. We have assigned a relationship manager, met with the strategic partner, and

developed a written strategy with the strategic partner.4. We have PW numbers for potential projects where, due to the relationship, we were

in a position to presell at least 6 to 12 months in advance.

GOAL 3Increase our opportunities to be prime or principal engineer on transportation design-build teams with three new design-build contractors.

OBJECTIVE 1Develop relationships with three new design-build contractors.

ACTION: Develop a coordinated plan with executive management and other market leads.ACTION: Identify three design-build contractors we have not yet worked with whose track record,

expertise, and ethos are a good “fit” for McMillen Jacobs. ACTION: Execute a relationship-building strategy with the three contractors (meet and greets, site

visits, technical presentation) and identify relationship manager.

Due Dates: Q3 2021: develop plan; Q4 2021: identify contractors; Q2 2022: meet with selected contractors and establish relationship; Q4 2022: act as design lead on DB proposal with new contractor. Person Responsible: Mark Paul. Input: executive management, other MLs and RMs as appropriate.

MEASUREMENTS1. We have met three contractors with whom we would like to work. 2. For each we have a relationship manager and relationship building plan.3. We have teamed on a proposal with one or more of the three.

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GOAL 4Increase our visibility as technical experts and prime consultants for owners and contractors on multidisciplinary transportation projects through more extensive use of media, and active participation in selected associations, programs, and events in key locations.

OBJECTIVE 1Active participation in transportation forums for contractor, engineering and business professional associations, state market conferences.

ACTION: Identify professional associations, conferences, programs, events, sponsorships, etc., that provide the best opportunity to expand McMillen Jacobs’ visibility to the right trans-portation audience (e.g., transportation agencies, potential teaming partners).

ACTION: Put together a schedule and get commitments (panel, speaking, papers) from appropriate McMillen Jacobs participants.

ACTION: Follow up with attendees.ACTION: Assess whether we can take better advantage of social media.

Due Dates: Q4: identify forums and schedule of events; Q1 2022: populate the schedule with MJ speakers; 2022: participate in events. Lead: McConnell. Input: Steering Committee, Marketing, junior staff (research).

MEASUREMENTS1. We have identified appropriate venues.2. We have a schedule one year out with targets for our participation.3. We have identified McMillen Jacobs staff appropriate for panels, speaking,

and papers.4. We have presented, published, and/or been on a panel at least three times.

CENTRAL SUBWAY8


WaterGOAL 1Leverage our practical experience on Inspection, Rehabilitation, Repair (IRR) projects and theoretical experience on condition assessment of aging assets and actively pursue IRR opportunities (including ROVs, AUVs, and manned inspections) with existing and new clients to increase market share of IRR projects on water conveyance.

Committee 1: Havekost, Romero, Schrank, Van Roosendaal, Dombroski, Lakin, Chohan, Spreng, Kaplin, Boyce, Water MLs, Marketing.

OBJECTIVE 1Update existing Tunnel Rehab SOQ and presentation to capture MJ UG IRR core practical (ROV, AUV, or manned inspections) and technical IRR experience.

ACTION 1: Develop an extensive project list to capture MJ UG IRR core practical (ROV, AUV, or manned inspections) and technical IRR experience.

ACTION 2: Brainstorm workshop to (1) select signature projects from the extensive project list (Action 1); (2) identify potential existing clients to reach out to; (3) identify regions in which to target new clients and types of new clients to look for; (4) assign contact person for each client (Committee 1). Due: September 2021.

ACTION 3: Prepare draft Inspection and Rehabilitation SOQ (Prepare: Marketing; Input: Committee 1). Due: November 2021.

ACTION 4: Review and finalize Inspection and Rehabilitation SOQ prepared by Marketing (Committee 1). Due: December 2021.

ACTION 5: Update/maintain an IRR client presentation (Prepare: Marketing; Input: Committee 1). Due: December 2021.

OBJECTIVE 2Make contact with at least two existing and at least two new clients (including AE firms without IRR service) by mid-2022 to: (1) find out the condition of their assets and plans for any IRR; (2) find out their concerns; and (3) inform them about IRR services we provide (see Goal 1, Action 2 for target clients and responsible Committee 1 members for contact).

ACTION 1: Determine the AE firms that have the best client connections where IRR projects may be upcoming (Committee 1, TRIP). Due: December 2021.

ACTION 2: Reach out to at least two existing clients (Committee 1). Due: January 2022.ACTION 3: Find information on the new clients’ (see Goal 1, Action 2) assets and past or upcoming

projects and contact new clients (Research: Water MLs, Dombroski, Schrank, Havekost, Van Roosendaal; Contact: Committee 1). Due: February 2022.

ACTION 4: Present brown bags for at least two AE firms (Committee 1, TRIP). Due: May 2022.ACTION 5: Have monthly check-in meetings (Committee 1). Starting December 2021.

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OBJECTIVE 3Generate external buzz. Get attention for MJ UG IRR experience via Segments and professional conferences.

ACTION 1: Include ongoing or signature IRR projects in Segments—one article every issue (every 3 months) ( Halvorson, TRIP1). Starting September 2021.

ACTION 2: Publish at least two papers by end of 2022 (TRIP).ACTION 3: Consider alternate means of communication (Water MLs, Halvorson). Due: December 2021.

MEASUREMENTExpand client base with at least two new clients with upcoming strategic projects; check in with at least two existing clients for next steps on rehabilitation of their assets by mid-2022.

GOAL 2Focus on managing relationships with existing clients and add at least three new clients at locations where we do not have a presence; have introductory meetings with the new clients in the next 12 months.

Committee 2: RMs, Water MLs, Dobbels, Marketing.

OBJECTIVE 1Brand Positioning: Update the Water SOQ and MJ UG Signature Projects List (with unique pressure tunnel, steel lining, connections, plugs, and seismic resiliency considerations).

ACTION 1: Brainstorm workshop to (1) select MJ UG signature projects and identify responsible people for details of each signature project; (2) discuss possible new locations (Committee 2). Due: September 2021.

ACTION 2: Review preliminary list developed by Marketing (Committee 2). Due: October 2021.

ACTION 3: Finalize MJ UG Signature Projects List and inform MJ UG via ACCESS (Marketing, Halvorson). Due: November 2021.

ACTION 4: Generate external buzz. Include look-back articles to MJ UG Signature Projects every other issue in Segments (Water MLs, Marketing, Halvorson, PLs). Starting: October 2021.

OBJECTIVE 2Have introductory meetings with three new clients in the next 12 months (see Goal 2, Objective 1, Action 1 for new clients).

ACTION 1: Research new clients, their assets, past and upcoming projects (Water MLs, Marketing). Starting: July 2021.

1 Tunnel Rehabilitation and Inspection Practice Group.

CLEVELAND/COLUMBUS TEAM BUILDING

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ACTION 2: Have follow-up meeting to discuss research and identify contact (Committee 2). Due: August 2021.

ACTION 3: Reach out to new clients with MJ UG Signature Projects List (Goal 2, Objective 1, Action 3), and check in internally every month on the progress (Committee 2). Starting September 2021.

OBJECTIVE 3Manage a strong relationship with our existing clients (owners, contractors, strategic teaming partners).

ACTION 1: Identify a process to measure existing and new client satisfaction. The process should be able to identify which clients to reach out to and when/how. See Transportation Market Goal 2 for details (Water MLs). Due: March 2022.

MEASUREMENTHave introductory meetings with three new clients; align MJ UG interests with strategic partners (contractors or other engineering firms), and form/participate in recurring strategic planning meetings with at least three new partners by mid-2022.

GOAL 3Develop a name recognition for Interregional Water Transmission2 market including Recycled Water projects and make contact with three clients for this work in the next 12 months.

Committee 3: RMs, Water MLs, Swartz, Martin, Fippin, Nielson, Marketing.

OBJECTIVE 1Brand Positioning: Develop an MJ UG Interregional Water Transmission Projects list (including recycled, potable, raw, hydro projects); include past studies for recycled water.

ACTION 1: Brainstorm workshop to (1) select MJ UG signature Interregional Water Transmission projects/studies, identify responsible people for details of each signature project/study; (2) develop target clients list (existing or new). (Committee 3). Due: October 2021.

ACTION 2: Review preliminary list developed by Marketing (Committee 3). Due: November 2021.ACTION 3: Finalize signature MJ UG Interregional Water Transmission project/study list and inform

MJ UG (Water MLs, Halvorson). Due: December 2021.ACTION 4: Generate external buzz. Include look-back articles to MJ UG Interregional Water

Transmission Projects every issue in Segments (Water MLs, Halvorson, PLs). Starting: December 2021.

OBJECTIVE 2Have meetings with three existing or new clients in the next 12 months for possible Interr-

3 Conveyance of water over long distances from areas where there is a surplus of water to areas that have a shortage.

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egional Water Transmission Projects (see Goal 3, Objective 1, Action 1 for target clients list).

ACTION 1: Research new clients, their assets, past and upcoming projects (Water MLs). Starting: December 2021).

ACTION 2: Have follow-up meeting to discuss research and identify contact for target clients (Committee 3). Due: December 2021.

ACTION 3: Reach out to target clients with MJ UG Interregional Water Transmission Projects list (Goal 3, Objective 1, Action 3) and check in internally every month on the progress (Committee 3). Starting: January 2022.

MEASUREMENTInterregional Water Transmission Projects list complete by end of 2021, and clients with potential interregional water transmission and recycled water projects contacted by mid-2022.

GOAL 4Engage MJ Water Resources to enhance WR/UG collaboration for Water/Wastewater markets.

Committee 4: Romero, Burke, Dobbels, Wastewater MLs, Water MLs, Van Roosendaal, Havekost, and WR staff (to be determined).

OBJECTIVE 1Confirm and determine the scope of WR’s interest in enhancing WR/UG collaboration on UG’s water/wastewater strategy. Determine WR staff to coordinate with.

ACTION 1: Romero to reach out to WR to explain this goal and to confirm WR is interested in working with UG on this. By beginning of March 2021.

OBJECTIVE 2Understand WR breadth of skills that can be applied to UG/WR collaboration on water and wastewater pursuits/projects.

ACTION 1: UG Water/Wastewater markets to provide a list to WR with (1) skills that we typically team with other firms for and that we believe WR may be able to provide; and (2) water/wastewater projects we worked together on and skills shared between WR and UG. Ask for WR’s feedback. By end of 2021.

OBJECTIVE 3Determine how best to improve the MJ WR/UG collaboration in sharing and advancing resources.

QUEENS MICROTUNNEL PROJECT

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ACTION 1: Brainstorm with WR Division to (1) identify past successful projects that demonstrate capabilities and reasons behind the successful collaboration; (2) determine which fields have the most overlap between WR and UG and which of those are worth advancing (via, e.g., training, strategic hire) to bridge the gap between WR and UG; (3) come up with recommendations; (4) discuss the need for an Intersubsidiary Task Force to meet regularly to share intel, set objectives, collaborate on pursuits that require resources from both divisions. (Assume two 1.5 hour meetings starting in January 2022; include “up-and-coming staff” in this discussion.)

ACTION 2: Present the findings to the Strategic Team and determine action items. Follow up with actions (strategic hires, training, etc.). Due: February 2022.

MEASUREMENTDevelop a plan to improve collaboration between MJ UG and WR by mid-2022.

GOAL 5Understand, expand, and market MJ water capabilities that are upcoming or lacking visibility such as Civil, Architecture, Risk Analysis, pipe stress analysis, hydrogeology, internally and externally.

Committee 5: Havekost, RMs, Water MLs, PLs.

OBJECTIVE 1 Better define limits of MJ UG technical capabilities that are considered opportunities.

ACTION 1: MLs to work with Mencke to define MJ UG Civil/Architectural strengths/limitations (Mencke, Water MLs). Due: May 2022.

ACTION 2: MLs to work with PLs to define MJ UG Risk Analysis/Statistical strengths/limitations (Havekost, Swartz, Water MLs). Due: May 2022.

ACTION 3: MLs to work with Havekost to understand MJ UG pipe stress analysis capabilities; inform MJ staff about capabilities (Havekost, Water MLs, Halvorson). Due: May 2022.

ACTION 4: MLs to work with PLs to develop a new hydrogeology group (Water MLs, Pellichero). Due: May 2022.

ACTION 5: Update competency matrix to capture Civil/Architectural, MJ UG Risk Analysis/Statistical capabilities (Romero, PLs). Due: May 2022.

ACTION 6: Increase internal and external visibility through ACCESS and Segments (Halvorson, Water MLs). Due: May 2022.

ACTION 7: MLs to identify potential acquisition opportunities to the UG President as they may present themselves (Water MLs, UG President). No due date.

OBJECTIVE 2Increase MJ UG visibility in the Water market.

ACTION 1: Evaluate the need to become more active in other industry events (AWWA municipalities, WEFTEC, hydropower providers, and water agencies); sign up, participate in at least one new event in the next 12 months (Water MLs). Starting: August 2021.

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ACTION 2: Work on external communications (Halvorson, Alexander, Water MLs). Due: September 2021.

MEASUREMENTComplete all actions by mid-2022.

ANNACIS ISLAND WASTEWATER TREATMENT PLANT TUNNELED OUTFALL SYSTEM

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Wastewater & CSOGOAL 1Expand market share by adding three new clients within existing geographic service areas, or by expanding into new geographic service areas with new or existing clients.

OBJECTIVE 1Expand McMillen Jacobs presence into key identified locations.

ACTION: Strategic hire in Dallas to help with key pursuits.

� Completed January 2021 with hiring of Craig Kolell.

ACTION: Develop a Strategic Capture Plan with Gresham Smith.

� Responsible: Craig Kolell and Ken Dombroski. � Due Date: September 27, 2021.

ACTION: Strategic hire or internal transfer to Pittsburgh for ALCOSAN tunnel projects.

� Responsible: Ken Dombroski. � Due Date: ASAP.

ACTION: Conduct workshop to identify opportunities for expansion in the East, NW, and California regions.

� Responsible: Regional Managers and Market Leads, with help from Practice Leads. � Due Date: October 27, 2021.

OBJECTIVE 2Maintain healthy relationships with existing clients to maintain or increase market share.

ACTION: Identify key clients and develop client maintenance plans for them.

� Responsible: Market Leads. � Due Date: September 27, 2021.

ACTION: Support Marketing with client relationship program and client expectation survey by identifying top two wastewater clients in each region for initial surveys.

� Responsible: Marketing and Market Leads with support from RMs. � Due Date: November 19, 2021.

MEASUREMENTExpansion plan preparation; successful Pittsburgh hire/transfer; proposing on and/or winning work in one newly identified location; identify top two existing clients in each region.

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GOAL 2Expand wastewater services beyond tunnel and trenchless design, to include under-ground engineering services for projects such as pipe conveyance and storage tanks.

OBJECTIVE 1Earn at least three new contracts for non-tunnel wastewater projects across the firm.

ACTION: Each region IDs one existing and one new client to pursue a non-tunnel project.

� Responsible: Regional Managers and Market Leads. � Due Date: September 27, 2021.

ACTION: Each region IDs two non-tunnel wastewater projects to pursue in 2021/2022.

� Responsible: Regional Managers and Market Leads. � Due Date: September 27, 2021.

ACTION: Each region submits at least two proposals on non-tunnel wastewater projects.

� Responsible: Regional Managers and Market Leads. � Due Date: November 2022.

MEASUREMENTEarn one non-tunnel/trenchless project within each region.

GOAL 3Expand volume of work directly for owners and contractors on underground DB projects.

OBJECTIVE 1Identify three owners with upcoming DB projects.

ACTION: Develop list of owners with plans for significant CIPs in the next 5 years and identify ones with the need for an Owner’s Engineer for DB projects.

� Responsible: Market Leads with support from Regional Managers. � Due Date: September 9, 2021.

ACTION: Utilize list of significant CIPs in the next 5 years and identify for each DB project if it is best suited to pursue as Owner’s Engineer, Contractor’s Engineer, or possible CM role.

� Responsible: Market Leads with support from Regional Managers. � Due Date: October 27, 2021.

NORTHEAST BOUNDARY TUNNEL

16


OBJECTIVE 2Increase the number of staff with DBIA Certification.

ACTION: ID one staff member in each region interested in pursuing DBIA certification and enroll them in the DBIA process.

� Responsible: Regional Managers and Office Managers. � Due Date: July 30, 2021.

MEASUREMENTAt least one staff member in each region DBIA certified (associate level) by the end of 2021. ID at least one potential Owner Engineer DB project and three potential Contractor Engineer DB projects by end of 2021.

GOAL 4Develop strategies for sourcing technical disciplines that are not represented internally within the Underground Division, such as hydraulics and mechanical.

OBJECTIVE 1Evaluate and recommend desired discipline(s) for potential MJ hire.

ACTION: Prepare summary of desired disciplines, along with potential job descriptions and company benefit, for President and COO.

� Responsible: Regional Managers and Market Leads. � Due Date: August 27, 2021.

ACTION: Develop and advertise job descriptions if necessary.

� Responsible: Regional Managers and HR Leads. � Due Date: September 27, 2021.

OBJECTIVE 2Identify small, niche firms for potential teaming, or company acquisition, to fill skill gaps for smaller projects.

ACTION: Each region IDs one or two small local firms to explore teaming opportunities.

� Responsible: Regional Managers and Market Leads. � Due Date: August 27, 2021.

17


OBJECTIVE 3Identify disciplines and staff resources within Water Resources Division for project support.

ACTION: Conduct initial discussion with Water Resource discipline leads to identify capabilities that complement the Wastewater Market.

� Responsible: Market Leads and Dan Dobbels. � Due Date: July 30, 2021.

ACTION: In coordination with Water Goal 4, develop a matrix of Water Resource capabilities and confirm availability.

� Responsible: Market Leads and Dan Dobbels. � Due Date: September 27, 2021.

MEASUREMENTStrategy in place by end of 2021, including involvement of WR support discipline, niche firm, or new hire in one project pursuit.

HUNUA SECTION 1118


PRACTICE GOALS

1919


Claims & Construction ConsultingGOAL 1Grow the Claims and Construction Consulting Practice by 50%, as measured by increased staff, by the end of 2022.

OBJECTIVE 1Hire a principal/senior associate (preferably in the East or Central Region) with an existing client base in a location with no current Claims and Construction Consulting Practice staff.

ACTION: Research and develop an understanding of existing claims firms (or individuals) in locations of MJ offices in the East and Central Regions.

� Responsible: Burke, Espinosa, Lyons-Lachman. � Due Date: July 2021.

ACTION: Discuss how to identify potential locations for focused recruiting.

� Responsible: Burke, Van Roosendaal, Dombroski, Winger, Nicoletti, Corkum, Millard. � Due Date: September 2021.

ACTION: Work with HR to develop and execute a hiring plan for the identified location.

� Responsible: Burke, Winger, Dombrowski, Van Roosendaal, HR (Smith). � Due Date: December 2021.

ACTION: Execute hiring plan.

� Responsible: Burke, HR (Smith). � Due Date: December 2022.

OBJECTIVE 2Develop an understanding of the UG Division’s internal staff’s claims-related capabilities and determine their level of interest for executing claims work.

ACTION: Identify staff with scheduling and claims-related experience. The starting point for this is the UG Division’s competency assessment matrix.

� Responsible: Burke, Winger, Espinosa, Lyons-Lachman. � Due Date: July 2021.

ACTION: From the staff identified above, develop an understanding of the capabilities and level of interest for performing claims related assignments.

� Responsible: Burke, Espinosa, Lyons-Lachman. � Due Date: October 2021.

20


OBJECTIVE 3Hire two junior staff consultants to support senior staff to leverage work to develop our succession plan.

ACTION: Identify preferred location of junior staff to be hired. This needs to account for workload, training opportunities, and oversight by senior staff.

� Responsible: Burke, Winger, Miles, Espinosa. � Due Date: July 2021.

ACTION: Work with HR to develop and execute a hiring plan for the identified location.

� Responsible: Burke, Winger, Miles, RMs. � Due Date: March 2022.

ACTION: Execute hiring plan.

� Responsible: Burke, HR (Smith). � Due Date: December 2022.

MEASUREMENTIncrease current practice staff size from six (includes full and part-time staff) to nine by the end of 2022.

GOAL 2Provide claims and construction consulting services to two new claims and construction consulting clients per year.

OBJECTIVE 1Each Claims and Construction Consulting staff member attends four local professional events per year.

ACTION: Identify local chapters of national organizations with potential claims and construction consulting clients (AACEi, AGC, ABA, CMAA, CIM, etc.).

� Responsible: Burke, Winger, Espinosa. � Due Date: July 2021.

ACTION: Attend four local chapter meetings annually.

� Responsible: Burke, Winger, Espinosa. � Due Date: Ongoing (annually).

ACTION: Follow up with new potential client contacts established from attendance at local profes-sional organization meeting. This follow-up includes emailed company collateral, offers to provide brown-bag lunch and learns, addition of contact to company database for receipt of Segments newsletter.


SKYKOMISH BRIDGE ROPES TEAM

21


OBJECTIVE 2Each Claims and Construction Consulting staff member attends one national professional event for marketing claims and construction consulting services.

ACTION: Identify and coordinate national conferences with potential claims and construction consulting clients (AACEi, AGC, ABA, CMAA, etc.).

� Responsible: Burke, Winger, Espinosa. � Due Date: July 2021.

ACTION: Attend one national conference annually.


ACTION: Follow up with new potential client contacts established from attendance at national conference meetings. This follow-up includes emailed company collateral, offers to provide brown-bag lunch and learns, addition of contact to company database for receipt of Segments newsletters.


OBJECTIVE 3Educate internal design, program management, and construction management staff regarding the Claims and Construction Consulting Practice’s capabilities.

ACTION: Improve RM and PLs understanding of our practice’s capabilities. The process for this would be interviews with RMs and PLs.

� Responsible: Burke, Winger, Miles. � Due Date: September 2021.

ACTION: Provide four internal claims training sessions per year. These will be developed using a phased approach. The first would be a general session regarding the practice’s overall capabilities and experience. Subsequent phases would provide detailed case histories and technical aspects pertaining to our work and would be focused on additional education to internal staff regarding the services we can provide.

� Responsible: Burke, Winger, Miles, Espinosa, Lyons-Lachman. � Due Date: Ongoing (quarterly after RMs have a better understanding of our Claims and

Construction Consulting Practice’s capabilities).

ACTION: Provide at least two articles to ACCESS on claims successes (wins/positive resolution), case examples, or staffing updates per year.

� Responsible: Burke, Winger, Miles, Espinosa, Lyons-Lachman. � Due Date: Annually.

ACTION: Provide at least one article for Segments newsletter per year. This would be for claims successes or case examples.

� Responsible: Burke, Winger, Miles, Espinosa, Lyons-Lachman. � Due Date: Annually.

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OBJECTIVE 4Develop a plan to meet with existing design and CM/PM clients to identify potential clients with larger capital programs to approach for cross-selling opportunities.

ACTION: Set up meetings with RMs and PMs to identify potential clients.

� Responsible: Burke, Winger, Miles. � Due Date: August 2021.

ACTION: Set up meeting with potential clients identified from meeting with RMs and PMs.

� Responsible: Burke, Winger, Miles. � Due Date: October 2021.

ACTION: Meet with potential clients identified from meeting with RMs and PMs.

� Responsible: Burke, Winger, Miles. � Due Date: March 2022.

OBJECTIVE 5Identify and respond to appropriate claims consulting RFPs from public agencies. Appropriate RFPs are either strategic in nature or ones requiring a minimal level of effort to respond combined with a greater chance of success.

ACTION: Monitor agency RFQs/RFPs for claims task order contracts.

� Responsible: Burke, Winger, Miles, Espinosa, Lyons-Lachman.

� Due Date: Ongoing.

ACTION: Engage Marketing when appropriate RFQs/RFPs are identified and respond accordingly.

� Responsible: Burke, Winger, Miles, Espinosa, Lyons-Lachman. Due Date: Ongoing.

ACTION: Upon notice of award or unsuccessful proposal, follow up to request a debrief to adjust strategy if unsuccessful or seek immediate opportunities for engagement if successful.

� Responsible: Burke, Winger, Miles, Espinosa, Lyons-Lachman.

� Due Date: Ongoing.

ACTION: Execute.

MEASUREMENTProvide services for two new claims clients per year.

SANZARA BRIDGE TEAM IN UGANDA

23


GOAL 3Engage our technical subject matter experts (SMEs) on at least one claims assignment per year.

OBJECTIVE 1Develop matrix of SMEs and identify contact information (include Water Resources Division professionals).

ACTION: Work in conjunction with UG Water/Wastewater Markets to better understand WR technical skill sets.

� Responsible: Burke, Romero, Dobbels, Crouthamel, Sozer, Van Roosendaal, Havekost. Due Date: September 2021.

ACTION: Use existing UG Division Competency Assessment to develop technical expertise using category 5 assessments.

� Responsible: Burke, Espinosa, Lyons-Lachman. Due Date: November 2021.

OBJECTIVE 2Actively promote our technical expertise to claims and construction clients.

ACTION: Discuss opportunities to use technical standard of care assessments with claims and construction consulting clients during any engagement.

� Responsible: Burke, Espinosa, Lyons-Lachman. � Due Date: September 2021.

OBJECTIVE 3Work with SMEs to develop concise scope and deliverable.

ACTION: Once an opportunity is identified and an SME engaged on a claims assignment, work with client and SME to develop concise scope of work, deliverable, and budget to ensure clarity of the task.

� Responsible: Burke, Winger, Espinosa, Miles, Kass. � Due Date: Ongoing.

MEASUREMENTUtilize internal SMEs on at least one claims assignment per year.

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Construction ManagementGOAL 1Grow Construction Management (CM) Practice 25% by 2023 as measured by CM project revenue.

OBJECTIVE 1Win more CM work.

ACTION: Identify and create Capture Plan for top three CM projects in each region in the next 1 to 3 years, in conjunction with local RMs or CM BD Leads, and Marketing Managers.

ACTION: Develop a means to monitor and track CM revenue from CM projects by Q3 2021. Collaborate on this monitoring and tracking with Project Controls/Accounting. Report out on active CM project revenue, backlog, and track potential backlog developed from pursuits. A CM pursuit target list will be developed and executed. It will address such issues as model CM project types we wish to pursue, engagement with regions/offices, identification of owners with CM projects, engagement with known CM teaming partners, reaching out to new CM firms, tracking, time frames, and personnel involved. Where regions have CM BD leads, engage them in the process of developing this plan.

ACTION: Meet with RMs to implement the Capture Plan and to identify and evaluate upcoming CM prospects 6 to 24 months out that fit within our model CM project type.

ACTION: Identify and focus on key agencies that have major capital improvement programs involving underground construction, using assistance from Marketing as required.

ACTION: Develop approach to identify CM pursuits in new geographic markets (e.g., Chicago, Austin, Toronto).

ACTION: Meet with Water Resources Division staff involved with agency CM pursuits and strategize a joint approach.

ACTION: Win Gateway (NY) and BART to SJ (CA), if not conflicted.ACTION: Develop methodology to identify CM pursuits from our design/engineering losses

(we are not conflicted).ACTION: Develop a core team to execute the Capture Plan supported by CM, Operations, and

Marketing staff.

OBJECTIVE 2Strengthen and expand our CM staff roster to support Objective 1.

ACTION: Assess the CM staff roster and evaluate future needs in order to maintain and grow the practice.

ACTION: Identify design staff who want CM experience. ACTION: Evaluate future needs and determine succession planning and/or hiring strategies.ACTION: Maintain bucket of external resumes for potential CM hires.ACTION: Assess need for safety person.

25


ACTION: Develop a recruiting plan that includes actions such as communication with our CM staff to actively recruit known talent from their personal contacts, and regularly update/recycle open position postings.

ACTION: Evaluate and act on potential CM firm acquisition.

OBJECTIVE 3Market and communicate the firm reputation as a CM provider to the industry/owners.

ACTION: Prepare and present external presentations to clients such as brown bags: starting in 2021 and ramping up in 2022; targeting two sessions in 2021 and six in 2022.

ACTION: Coordinate with Marketing and Communications to capitalize on completed CM projects: increase communications on current/completed CM projects (SR99, Central Subway, PL3).

ACTION: Enlist CM staff to write articles for publication and post updates to social media on our CM projects, coordinating the latter with Communications.

ACTION: Increase engagement with CMAA activities, including giving more presentations.ACTION: Highlight our CM experience on alternative delivery projects.ACTION: Update CM collateral/marketing materials.

MEASUREMENTIncrease CM backlog by 10% over current (2021) levels.

GOAL 2Retain and grow our CM staff.

OBJECTIVE 1Increase CM staff expertise and certification.

ACTION: Create CM career path and develop successor planning, especially in the position of Resident Engineer (or Construction Manager).

ACTION: Hold regular meetings of the CM Practice group to improve communications.ACTION: Brainstorm with CM Practice group ways to improve engagement within the CM group.ACTION: Increase participation in CMAA’s CCM certification program.ACTION: Stay abreast of developments in industry-wide compensation trends.

OBJECTIVE 2Improve CM Operations.

ACTION: Identify and engage a working group from CM roster to update the CM Operations Plan.ACTION: Review and evaluate CM project software and develop a white paper to provide owners

with pros/cons of the various products available at job start-up.

ANNACIS OUTFALL

26


ACTION: Develop a core CM Leadership team to support the CM Practice Lead, hold regular meetings, and demonstrate to the CM group that it has a core leadership team. Participants, for example, could be Davidson, Dempf, DePooter, Leong, Erickson, Frylink, and Kolell.

OBJECTIVE 3Develop a CM Training and Development Program.

ACTION: Teach CM ethics—how we want our CM personnel to behave on a project.ACTION: Update the CM training for non-CM personnel (formerly used at PM Training).ACTION: Evaluate CM training needs, and develop the training program via internal and external

means in the form of a regular CM training module program, Operations manual, CM software, underground safety, ground instrumentation monitoring, TBM data collection, etc. Commence the sessions by Q4 2021.

OBJECTIVE 4Increase CM internal communications.

ACTION: Internal newsletter or more current methods of conveying news.ACTION: Internal training presentations and brown bags.ACTION: Restart the Slack channel.

MEASUREMENTFill all current (2021) CM positions and increase CM team size by 10%.

SOUTH BELLINGHAM SITE

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Project Management Community of Practice (PMCoP)GOAL 1Establish a Project Management Steering Committee.

OBJECTIVE 1Prepare a white paper and receive management approval.

ACTION: Draft white paper and mission statement and submit to management for approval by February 28, 2021.

MEASUREMENTReceive management approval by March 31, 2021.

OBJECTIVE 2Solicit regional representation.

ACTION: Confirm six representatives.

MEASUREMENTHold inaugural meeting of Project Management Steering Committee by March 31, 2021.

GOAL 2Improve support for PMs managing large and complex projects.

OBJECTIVE 1Develop a Project Management Manual.

ACTION: Develop a table of contents by June 30, 2021.ACTION: Develop a first draft by August 31, 2021.

MEASUREMENTIssue PM Manual in Final form (Rev 0) by November 30, 2021.

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OBJECTIVE 2Develop and deliver a second PM training module.

ACTION: Agenda and content complete by August 30, 2021.ACTION: Test run of first training session by September 31, 2021.

MEASUREMENTFirst training session completed and delivered by October 31, 2021

GOAL 3Collaborate with Finance and Project Controls Groups.

OBJECTIVE 1Identify standard financial metrics for measuring project performance.

ACTION: Hold initial meeting (D. Grimes, J. Franco, D. Brown) by April 30, 2021.ACTION: Identify/deliver first-cut on financial metrics by April 30, 2021.

MEASUREMENTDocument the agreed approach on financial performance in the PM Manual by November 30, 2021.

OBJECTIVE 2Improve collaboration between Project Managers and Project Controls staff.

ACTION: Conduct review of PC resource gaps and consistency of approach by October 31, 2021.

MEASUREMENTDevelop action plan to address results of review by November 30, 2021.

ETHAN GUZEK FLYING THE MJ DRONE

29


Design TechnologyGOAL 1Create external, digital marketing brochure that showcases the Underground Division’s Design Technology capabilities.

OBJECTIVE 1Gather and create content, images, and messaging.

ACTION: Identify projects and techniques to showcase by March 31, 2021.ACTION: Finalize projects and get permission from owners/clients by April 30, 2021. ACTION: Finalize images and messaging by May 31, 2021.

OBJECTIVE 2Format and finalize digital brochure.

ACTION: Work with Marketing team to format content by July 31, 2021.ACTION: Review and gain approval from leadership by August 31, 2021.

MEASUREMENTDesign Technology digital marketing brochure ready for distribution by Q3 2021.

GOAL 2Create division-wide awareness of the Design Technology Practice’s capabilities.

OBJECTIVE 1Prepare a Design Technology Capabilities technical training presentation.

ACTION: Identify presenters by February 28, 2021.ACTION: Site projects and techniques to showcase by March 31, 2021.ACTION: Prepare presentation by May 31, 2021.ACTION: Give the Design Technology Capabilities Awareness Technical Training presentation

by Q3 2021.

OBJECTIVE 2Give the Design Technology Capabilities Awareness Technical Training presentation to one or two other division practice and market groups (Tunnels and/or Water and Structural).

ACTION: Present during their practice and market meetings. Two or more by year-end 2021.

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MEASUREMENTBoth presentation objectives achieved by year-end 2021.

GOAL 3Create external, industry awareness of the Design Technology Practice’s capabilities.

OBJECTIVE 1Write two Segments articles demonstrating a specific technique and implementation of design technology on two of our projects.

ACTION: Identify authors and projects by March 31, 2021.ACTION: Get approval for project content by April 30, 2021.ACTION: Have drafts ready for review by Marketing and Underground Division leadership by

May 31, 2021.ACTION: Have article ready for publication by June 11, 2021.

OBJECTIVE 2Submit a similar but longer article for publication in a major industry publication.

ACTION: Identify publication and determine deadline by April 31, 2021.

ACTION: Identify author and project by May 31, 2021.ACTION: Have draft ready for review by Marketing and

leadership by August 31, 2021.ACTION: Have article ready for submission by Q3 or Q4 2021.

OBJECTIVE 3Submit technical paper to one of the major tunnel conferences (target No Dig 2022).

ACTION: Identify project, subject, and authors by May 31, 2021.ACTION: Submit abstract by June 30, 2021.ACTION: Submit draft by November 6, 2021.ACTION: Submit final paper by January 8, 2022.

MEASUREMENTSObjective 1: Two Segments articles published by Q2 2022.Objective 2: Industry publication article published by Q3 or Q4 2021.Objective 3: Present Design Technology paper presented at a 2022 tunnel conference.

CALIFORNIA REGION SKI OUTING

31


GOAL 4Implement project controls in the Design Technology Practice for design-build projects and other strategic (large) projects.

OBJECTIVE 1Begin tracking actual man-hours vs. budgeted man-hours.

ACTION: Identify project control champion to pilot the program by April 31, 2021.ACTION: Connect champion with the Project Controls Practice by May 31, 2021. ACTION: Establish process for tracking by July 31, 2021.ACTION: Begin Design Technology project tracking by end of Q3 2021.

MEASUREMENTInternal Design Technology project controls tracking in place at the regional level by year-end 2021.

ATLANTA PLANE TRAIN TUNNEL BIM

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SERVICE GROUP GOALS

3333


SustainabilityGOAL 1Develop in-house sustainability expertise, reflected in certification aligned with Underground Division markets and geographies.

OBJECTIVE 1Develop and implement plan for individual certification.

ACTION: Identify group responsibility for certification matrix.ACTION: Meet with Market Leads and Practice Leads to develop a “gap analysis” for sustainability

skills (e.g., what staff levels, geographies, markets).ACTION: Identify what kinds of certification are required/requested in RFPs and/or resonate with

our markets. ACTION: Identify training candidates and secure places on training programs.

Due Dates: Q2 2021: Identify group responsible + ML/PL meeting. Q2: Gap analysis and certification research; identify individuals. Q3/4: Certification obtained.

OBJECTIVE 2Evolve sustainability skills network with core group of certified individuals.

ACTION: Develop plan for certified individuals to bring the knowledge gained through the certification process back to the company (e.g., articles on ACCESS, lessons learned papers/presentations).

ACTION: Identify sustainability resources (e.g., on ACCESS).ACTION: Update individuals’ resumes with certification.

Due Dates: Q3 2021: Convene group to discuss next steps and agree on skills network format. Q4 2021/Q1 2022: Update resumes and develop resource web page on Access.

OBJECTIVE 3Develop company-wide objectives for certification and/or expertise specific to our design and management services.

ACTION: Continue dialogue with ML/PLs to understand how we can best position ourselves in the market.

ACTION: Develop a division-wide regimen for tracking sustainability elements on our projects: both notifying the sustainability group of client requirements and identifying ways we have added value on projects in terms of sustainability.

34


MEASUREMENTS

1. We have individuals with relevant sustainability certifications whom we can include in project pursuits.

2. We have a sustainability skills network that provides a resource for our engineers and project managers.

3. We have a structure for planning the evolution of this expertise, tailored to our work.

GOAL 2Establish sustainable McMillen Jacobs Underground Division offices in accordance with the MJ UG Office Sustainability Policy Manual within 6 months of safely returning to office at each location and perform a sustainability audit within a year and a half of returning to office.

OBJECTIVE 1Implement MJ UG Office Sustainability Policy within 6 months of safely returning to office.

ACTION: Office managers to identify sustainability coordinator for each office within 1 month of returning to office.

ACTION: Sustainability coordinator and office manager to make changes in the office per the policy within 6 months of returning to office.

OBJECTIVE 2Perform sustainability audit within a year and a half of returning to office.

ACTION: Sustainability coordinator to perform the audit per policy. ACTION: Sustainability coordinator and office manager to identify

action items for office sustainability after the audit. Report points and action items to the Sustainability Committee.

OBJECTIVE 3After all MJ UG offices open, start posting ACCESS articles as outlined in the MJ UG Sustainability Policy Manual.

ACTION: Starting immediately, add sustainability topic to OMs’ monthly meeting and assign responsibility (rotating basis) to each office for ACCESS article aiming for at least two articles per year for the entire division (Chohan).

CLIMATE PLEDGE ARENA

35


MEASUREMENTS1. Achieve Objective 1 by end of 20212. Achieve Objective 2 by end of 2022 3. Post two ACCESS sustainability articles by Q2 2022

GOAL 3Increase sustainability awareness across the company through training and marketing templates.

OBJECTIVE 1Have two sustainability technical trainings each year.

ACTION: Alert Thomas Pallua of technical training goal.ACTION: Sustainability coordinators to brainstorm technical trainings that would be relevant to

their region and area.

OBJECTIVE 2Marketing to develop a sustainability project quals by the end of 2021.

ACTION: Coordinate with Jeannine Alexander on who can assist in creating this.ACTION: Identify projects to highlight on handout. The Sustainability Committee is the core

management group.

OBJECTIVE 3Start Sustainability Teams Channel.

ACTION: Get IT to set it up.ACTION: Sustainability Team to post something once a month on Teams (articles, etc.)

MEASUREMENTS1. Two sustainability trainings by Q1 20222. Objective 2 completed by end of 20213. Teams sustainability channel established by Q3 2021

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BusinessGOAL 1Improve profitability on projects.

OBJECTIVE 1Develop metrics and track profitability.

ACTION: CFO to develop tracking of gross margin (in dollars) and effective multiplier for all UG projects on a month-to-date, year-to-date and project-to-date basis, for use by UG leadership (President, CFO, RMs, and COO).

ACTION: Based on the tracking systems developed above, target largest revenue, lowest profit projects/clients for remedial actions below.

OBJECTIVE 2Implement specific strategies and actions to “cure” design projects that have a persistent multiplier that yields less than target profit margins in our different project delivery categories.

ACTION: CFO, COO and President to develop target profit margins for CM, Claims, Design/Build, CPFF design, and others deemed appropriate based on Objective 1 actions.

ACTION: COO to meet with PICs and Project Managers on project identified by actions above to formulate personnel plans to do work more efficiently, enact team staffing changes to enhance overall project multiplier, or other measures appropriate to delivery category.

ACTION: Market Leads, Marketing Director, and Senior Project Controls Manager to work with RMs to assess future profit margins on major projects for pursuits as part of go/no-go evaluation.

ACTION: President to meet with RMs regarding large client contracts that do not meet profit criteria developed above to determine long-term strategy on reprocurement or nonrenewal of work.

ACTION: Project Controls Manager to check during design-build tenders on fee estimate/rate table multipliers and contingency during regular corporate reviews of design-build projects.

MEASUREMENTYear on year improvement of income from operations in line with FY budgets and regular assessment of large projects against target multipliers.

ARMY BAY WWTP REPLACEMENT OUTFALL

37


GOAL 2Implement risk management practices when expanding into new services and disciplines.

OBJECTIVE 1Encourage expansion into new services and disciplines, in conformance with our Strategic Plan, while maintaining quality assurance.

ACTION: Practice Leads to meet with project managers to identify design elements or other work that involves new services or disciplines. This information will be communicated to the Chief Quality Officer (or designee).

ACTION: Chief Quality Officer (or designee) to audit projects to ensure that external or other qualified independent review is taking place on design elements that involve new services or disciplines.

ACTION : Chief Quality Officer to develop a Quality Assurance Manager position within the UG Division to support project quality plans and to perform QA audits.

OBJECTIVE 2Encourage expansion into new services and disciplines, in conformance with our Strategic Plan, while avoiding or mitigating risks.

ACTION: During pursuit phase, RMs to work with pursuit leads to identify potential new services and disciplines on specific prospective work, and to develop plans to avoid and mitigate contractual and technical risks.

ACTION: Continue design-build management training initiated in 2020.

MEASUREMENTReduction in total number (from baseline of 5) and dollar amount (from $30M baseline) of insurance claims in UG Division by 2023.

COURTHOUSE COMMONS TUNNEL

3838


GOAL 3Expand into new services and disciplines through merger and acquisition (M&A) efforts.

OBJECTIVE 1Investigate potential M&A opportunities in conformance with our Strategic Plan as identified by the Markets and Practices.

ACTION: President, CDO, RMs, MLs, PLs and MJ CEO to identify M&A opportunities.ACTION: President to investigate and evaluate identified acquisitions and develop a business case

for those that meet strategic objectives.

OBJECTIVE 2Assess M&A opportunities from above for MJ Board of Directors (BoD) consideration.

ACTION: President and MJ CEO to assess and make a business case to MJ BoD for investment consideration.

MEASUREMENTAt least one business case prepared each year.

SNELLS ALGIES OUTFALL PIPELINE SITE VISIT

39


AccountingGOAL 1Upgrade Vision accounting/project management/CRM software to VantagePoint by October 31, 2022.

In September 2020, the company engaged with Central Consulting Group to complete an Effectiveness Review. The process was used to assess the effectiveness of our use of Vision prior to upgrading to VantagePoint. We learned that by implementing some changes and conducting some training, we can enable Vision to work more effectively for the company, cut down on manual reporting, and streamline our processes.

OBJECTIVE 1Implement recommendations from Effectiveness Review in FY 2021.

ACTION: Review, modify, and implement a Security Roles Review in the system by March 31.

ACTION: Develop full cash basis financials by June 30. ACTION: Review, modify, and implement recommended changes

to the Contract Management and Change Order functions within Vision by June 15.

ACTION: Automate the recording of work in progress (WIP) by October 15.

ACTION: Develop WIP and Project Revenue reports, which would come directly from Vision. Complete action by October 31.

OBJECTIVE 2Complete work identified in Readiness Report by April 2022.

ACTION: Clear duplicate vendors and clients.ACTION: Review custom reports to ensure they will run once on VantagePoint.

OBJECTIVE 3Implement VantagePoint by October 31, 2022.

ACTION: Develop and deliver appropriate training modules to all project managers and staff who use the system.

ACTION: Implement CRM training within VantagePoint once system is up and running: Q2–Q3 FY2023.

MEASUREMENTComplete full implementation of VantagePoint, including CRM updates, by the end of FY 2023.

KANEOHE KAILUA SEWER TUNNEL

40


Project ControlsGOAL 1Implement a training program for the Project Controls (PC) group to increase staff development, help standardize practices, and increase capacity to influence more projects in the firm.

OBJECTIVE 1 Develop a training program for the PC group.

ACTION: Identify and document current process by March 31, 2021.ACTION: Identify knowledge strengths and weaknesses by April 30, 2021.ACTION: Prepare training content and materials by June 30, 2021.

OBJECTIVE 2Implement training.

ACTION: Develop a training schedule by June 30, 2021.ACTION: Develop communication to promote training by June 30, 2021.ACTION: Perform monthly training sessions by June 30, 2022..OBJECTIVE 3

Identify Vision/VantagePoint operational constraints.

ACTION: Identify, document, and share findings by August 31, 2021.

MEASUREMENT100% of the PC group staff complete the training by June 30, 2022.

GOAL 2Reduce gap for the middle senior positions within the PC group to provide support to complex projects.

OBJECTIVE 1Hire new PC staff.

ACTION: Identify project needs and PC staff needs by January 31, 2021.ACTION: Target new hire in the NY area by February 28, 2021.ACTION: Target new hire in the Boston area by May 31, 2021.

41


OBJECTIVE 2Implement work balance initiatives.

ACTION: Provide additional staff support for lower activities to current middle senior staff to increase capacity of the team by March 31, 2021.

ACTION: Implement delegation strategies by March 31, 2021.

MEASUREMENT80% of the current and new complex projects have a dedicated PC staff assigned.

GOAL 3Increase collaboration between the Project Management Community of Practice and Project Controls.

OBJECTIVE 1Create standard project metrics or index to measure project performance.

ACTION: Create an Underground Division Project Management Community of Practice (PMCoP) to establish project measuring metrics by June 30, 2021.

ACTION: In coordination with the PMCoP, determine a storage location that is accessible by the entire Underground Division for Project Management templates by July 31, 2021.

ACTION: In coordination with the PMCoP group, create project management templates by December 31, 2021.

ACTION: Develop project controls templates for design-build projects by September 30, 2021.

OBJECTIVE 2Increase utilization of Vision/VantagePoint as a Project Management tool.

ACTION: Determine the gaps between what Vision/VantagePoint provides and what the PMs need by September 30, 2021.

ACTION: Develop an interface that combines the project information from the multiple databases to provide a collective project report by December 31, 2021.

ACTION: Develop a Vision/VantagePoint training for Project Managers by December 31, 2021.

IDAHO LANDSLIDE

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OBJECTIVE 3Increase outreach to PMs on ways the PC group can support projects.

ACTION: In coordination with the PMCoP group, develop communication for ACCESS to promote PC group by June 30, 2021.

ACTION: Attend group meetings such as practice meetings or office meetings to promote what the PC group can do for projects.

MEASUREMENTAdopt project performance metrics for the Underground Division that utilize Vision/VantagePoint as the main source of information.

DOAN VALLEY TUNNEL

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Human ResourcesGOAL 1Support Divisions Diversity, Equality, and Inclusion Initiatives.

OBJECTIVE 1Drive efforts to increase diverse representation in leadership within the company.

ACTION: Implement recommendations from 2020 AAP review.ACTION: Target recruiting at universities with diverse/minority student populations. ACTION: Provide professional development to current staff diverse staff, for leadership roles.

OBJECTIVE 2Support the Diversity, Equality, and Inclusion (DEI) committee’s initiatives and activities.

ACTION: Encourage STEM community outreach programs in traditionally underrepresented communities of color.

ACTION: Provide employee engagement activities for diversity awareness including book recommendations, lunch and learns, speakers, and discussion boards.

OBJECTIVE 3Provide staff training and resources to encourage and support DEI in the workplace.

ACTION: Provide continued support and promotion of the WISE network.ACTION: Facilitate unconscious bias training.

MEASUREMENTContinuing to meet or exceed hiring and placement goals for diverse candidates under our AAP.

GOAL 2Support Underground Division’s current and future recruiting and staffing needs to sustain company growth.

OBJECTIVE 1Develop hiring plans and staffing needs projections for each market and region.

ACTION: Meet with each market lead to assess future needs. ACTION: Formalize interview guides and job descriptions for the division.

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OBJECTIVE 2Collaborate with DEI committee to create diversity-focused recruiting strategy.

ACTION: Select universities for career partnershipACTION: Create training on importance of diversity in staffing.

MEASUREMENTTimely and consistent placement of new hires to support the company’s needs.

GOAL 3Implement a knowledge share database to help identify subject matter experts (SMEs), develop staff’s technical abilities, and audit firm’s competencies.

OBJECTIVE 1Research available knowledge share platforms.

ACTION: Identify two knowledge share platforms for demo by May 1, 2021.

ACTION: Demo platforms with exec team by May 30, 2021.ACTION: Select knowledge sharing platform by July 1, 2021.

OBJECTIVE 2Implement selected knowledge share program.

ACTION: Coordinate with selected knowledge share platform to develop implementation timeline with goal of implementation by October 1, 2021.

ACTION: Develop communication plan to introduce the platform and provide training on using the system by September 1, 2021.

OBJECTIVE 3Provide ongoing support of a promotion campaign to encourage staff interaction with the platform and each other.

ACTION: Identify SMEs for discussion boards.ACTION: Incorporate competency assessments in annual review process.

MEASUREMENT80% employee completion of competency self-assessment by May 2022.

MOUNTAIN TUNNEL IMPROVEMENTS PROJECT

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GOAL 4Support employee engagement initiatives to increase staff retention and engagement.

OBJECTIVE 1Ensure regular and consistent performance review completion.

ACTION: 100% annual employee review completion. ACTION: Twice yearly employee check-ins with supervisor.

OBJECTIVE 2Support regional engagement teams.

ACTION: Attend regional engagement team meetings: One per quarter.ACTION: Select two initiatives from the regional engagement plans to be implemented

companywide by November 30, 2021.

OBJECTIVE 3Implement mentorship program to facilitate employee development and succession planning.

ACTION: Create mentorship program framework using California Region’s mentoring model.ACTION: Implement mentorship program.ACTION: Measure success of program through participant feedback.

OBJECTIVE 4Complete 2021 Engagement Survey

ACTION: Develop engagement survey communication strategy by June 2021.ACTION: Conduct engagement survey August 2021.ACTION: Use 2021 survey results to develop action plans by October 2021.

MEASUREMENTA year over year decrease in involuntary turnover percentages and an increase in our future employee engagement scores over baseline.

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MarketingMISSIONAssist and support each market’s identified strategic goals by identifying and prioritizing the steps to achieve them. Inform all plans with professional marketing acumen. With mutual accountability and engagement, develop comprehensive campaigns and help to execute and sustain the goals/plans.

GOAL 1Champion the development of a formal client relationship management (CRM) program (in partnership with senior management, Regional Managers, Market Leads, and Practice Leads).

OBJECTIVE 1Develop a plan for the prioritization and sustenance of healthy client relationships.

ACTION: Establish a committee to champion this effort. Due date: July 31, 2021.ACTION: Set a schedule for committee to meet. Due date: July 31, 2021.ACTION: Establish a system of measurement for the health of the relationship (i.e., a quanti-

tative evaluation tool, rotation/timing of meetings, business development exercises, accountability for client champions, communication with Marketing managers and Communications). Due date: September 30, 2021.

ACTION: Determine best use of Vision/VantagePoint (and other resources) to capture information. Due date: September 30, 2021.

ACTION: Train staff in specific business development roles (including project champion and project manager), which carry through to pursuits. Due date: October 15, 2021.

ACTION: Assess current client relationships (major clients first), including revenue earned, and assess their future prospective work to determine value of client to division. Due date: October 31, 2021.

MEASUREMENTPlan is in place and actively being utilized; clients reach out to us with more frequent kudos.

OBJECTIVE 2Gain knowledge of client perception of our work utilizing an external survey.

ACTION: Budget for survey. Due date: September 30, 2021.ACTION: Establish a committee to champion this effort and set formal schedule.

Due date: September 30, 2021.47


ACTION: Develop RFP for external survey firm. Due date: December 23, 2021.ACTION: Issue RFP. Due date: January 15, 2022.ACTION: Evaluate submissions and determine best firm for performance of survey.

Due date: March 15, 2022.ACTION: Work with firm to determine best questions and listing of clients to survey.

Due date: June 30, 2022.ACTION: Work with firm to execute survey and get results. Due date: August 31, 2022.ACTION: Take the survey results and develop a report of key lessons learned, what we are doing

well in, areas to improve, etc. Due date: September 30, 2022.ACTION: Present report to division. Due date: October 15, 2022.

MEASUREMENTCompleted survey and report. Information can be utilized to improve our processes and project delivery, improve our marketing messaging, and improve the client experience.

OBJECTIVE 3Develop a plan for Leaders/Project Champions to target and assess new clients.

ACTION: Support research (including training junior/mid-level staff on conducting research) to develop list of target clients and their corresponding upcoming project opportunities for each Market. Due date: August 31, 2021.

ACTION: Identify the next generation of client relationships (within the division and within the client’s organiza-tion). Due date: September 30, 2021.

ACTION: Support Market and Practice Leads in developing relationships and presentations with potential new clients (active listening techniques, presentations, brown bags, SOQs, etc.). Due date: October 31, 2021.

ACTION: Support the identification of strategic teaming partners in the development of new clients. Due date: October 31, 2021.

MEASUREMENTIncrease in the number of active pursuits (PW numbers) from new clients after October 31, 2021.

OBJECTIVE 4Support the development of an internal system (tracked in Vision/VantagePoint) for managing client relationship and expectations during project delivery (expectation survey and client performance reviews) to improve delivery outcomes and health of client relationships.

CENTRAL INTERCEPTOR

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ACTION: Create a committee to champion this effort to improve project delivery outcomes and set the project schedule. Due date: July 31, 2021.

ACTION: Internally develop a project management/delivery expectation survey and client performance review. Due date: September 15, 2021.

ACTION: Develop templates needed. Due date: October 15, 2021.ACTION: Train project managers, marketing staff, and leadership to perform these surveys.

Due date: November 15, 2021.ACTION: Implement surveys for each new project after award and before NTP as part of core

PM responsibility. Due date: At project onset (within two weeks of project being opened in system).

ACTION: Agree on time frame for performance reviews with client and schedule internal team to complete the reviews. Due date: At project onset.

ACTION: Train leadership and marketing staff to execute client performance reviews. Due date: November 15, 2021.

ACTION: Develop predetermined client performance review schedule, in coordination with PM, and execute team review (consisting of RM/President/PIC, Market Lead, and Marketing) with client. Due date: According to set time frame for each client.

MEASUREMENTClient management surveys and reviews are done for all new projects starting in Q1 2022.

OBJECTIVE 5Renew old client relationships (clients we have previously worked with but are not currently working with).

ACTION: Assess our desire to renew client relationship based on several factors (client difficulty, profit, overhead rate, etc.). Due date: January 31, 2022.

ACTION: Establish metrics (e.g., a grading system with specific criteria) on reconnection with previously tainted client entities (e.g., Sound Transit) and determine what clients to target. Due date: February 28, 2022.

ACTION: Support research of upcoming opportunities with former clients. Due date: April 30, 2022.ACTION: Support Market and Practice Leads in developing relationships. Due date: July 31, 2022.

MEASUREMENTIncrease in the number of active pursuits (PW numbers) from clients with renewed relationships.

GOAL 2Support Regional Managers, Market Leads, and Practice Leads to identify and research new service areas and develop capture plans to support expansion.

OBJECTIVE 1Establish the diversification assessment criteria and perform research. 49


ACTION: Support the development of assumptions and hypotheses to assess whether service is feasible for us to start providing. Due date: February 28, 2022.

ACTION: Support Regional Managers, Market Leads, and Practice Leads in researching areas. Due date: March 31, 2022.

OBJECTIVE 2Prepare and deliver workshops/educational trainings.

ACTION: Support preparation of deliverables and capture plans. Due date: June 30, 2022.ACTION: Support the development and delivery of workshops and trainings surrounding the new

service area. Due date: July 31, 2022.

MEASUREMENTExpansion plans are detailed with support from Marketing.

GOAL 3Keep marketing practices at the forefront of the industry by adopting new innovations and procedures.

OBJECTIVE 1Support the strategic plans by creating sustainable and updated tools and collateral collaboratively with Market and Practice Leads.

ACTION: Identify, filter, evaluate, and adopt the most recent cost- effective cutting-edge innovations in marketing that are proven to be effective with clients. Due date: September 30, 2021.

ACTION: Support the Market and Practice Leads in the development of updated and/or new materials. Due date: September 30, 2021.

OBJECTIVE 2Develop internal report.

ACTION: Conduct research into AEC marketing trends and technology being implemented, best practices, and advances. Due date: March 22, 2022.

ACTION: Combine this research and McMillen Jacobs’ established best practices to revise approach. Due date: May 30, 2022.

ACTION: Educate/inform the broader staff. Due date: August 30, 2022.

MEASUREMENTUpdated SOQs of all Markets/Practices completed; distribution/presentation of internal report.

JAMIE SCHICK ABOVE PAYETTE RIVER

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GOAL 4Collaborate with Market and Practice Leads to identify opportunities for client (internal and external) and teaming partner presentations to showcase our capabilities (including technical presentations for CEUs and teaming opportunities).

OBJECTIVE 1Develop training for staff.

ACTION: Create training on organizing, engaging, and presenting to foster confidence, including tools, outline structure, etc. Due date: August 31, 2021.

ACTION: Deliver training to technical staff. Due date: September 30, 2021.

OBJECTIVE 2Facilitate core presentation development teams and presentation development.

ACTION: Support access to presentations by ensuring previously developed presentations are compiled in one place on the Marketing drive (Box). Due date: August 30, 2021.

ACTION: Support the use of previously developed content to strategically give presentations in additional regions for business development purposes (e.g., Direct Pipe® in New Zealand—transfer knowledge to United States, Canada, and Australia). Due date: September 30, 2021.

ACTION: Engage technical engineering staff to support the development of core presentations (e.g., transit/transpor-tation staff could develop a core presentation that could be used across all regions for DOTs). Due date: October 30, 2021.

OBJECTIVE 3Facilitate distribution of knowledge and availability of presentations.

ACTION: Develop and maintain a listing of training presentations available. Due date: January 31, 2022.

ACTION: Collaborate with UG Technical Training Committee to have presentations given internally and listed with links on ACCESS. In addition, new staff would be made aware of this resource during onboarding. Due date: March 30, 2022.

MEASUREMENTLibrary of current presentations showcasing our capabilities is in place and available for staff’s use. Staff are aware of the location and use it as the go-to place to find presentations versus recreating the wheel every time.

HILARY SCHAADT AND SARAH WILSON ON SITE

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GOAL 5Support Regional Managers, Market Leads, and Practice Leads in the identification of local and regional client-focused associations to target and the identification of local teaming partners in support of the Strategic Plan goals.

OBJECTIVE 1Support research of associations and teaming partners.

ACTION: Support research into identification of local and regional associations. Due date: March 30, 2022.

ACTION: Support research into associations’ conferences. Due date: June 30, 2022.ACTION: Support research into teaming partners (large and small). Due date: June 30, 2022.

MEASUREMENTVision is updated to contain this information; reports are developed from the database; information on associations and teaming partners is current; information is successfully transferred to VantagePoint).

GOAL 6Support Accounting in the upgrade from Vision to VantagePoint. Leverage new tools in VantagePoint to support improved marketing and business development data and reporting.

OBJECTIVE 1Support the back-of-house development in terms of Marketing content, reporting, tracking, backlog, etc.

ACTION: Continue to meet with Accounting’s VantagePoint Lead on Marketing’s current use of Vision on a weekly to biweekly basis. Due date: Ongoing until October 31, 2022.

ACTION: Improve access to and quality of information in Vision as much as possible prior to upgrade. Due date: Ongoing until October 31, 2022.

ACTION: Support module revisions in terms of companies, people, employees, projects, prospective work, etc., to ensure a smooth transition of data. Due date: October 31, 2022.

OBJECTIVE 2Ensure preemptive, marketing-based training in VantagePoint to identify best practices and tools for BD/Marketing needs.

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ACTION: Schedule multiple in-depth trainings for Marketing staff prior to upgrade. Due date: July 31, 2022.

ACTION: Develop a comprehensive VantagePoint training manual for Marketing staff. Due date: August 31, 2022.

OBJECTIVE 3Support the delivery of appropriate training to all project managers and staff who use the system.

ACTION: Provide internal staff training on modules involved in the utilization of our CRM plan. Due date: December 31, 2022.

MEASUREMENTVantagePoint is fully functional after the upgrade to support all aspects of marketing.

GOAL 7Support Underground Division’s current and future recruiting and staffing needs. Maintain effectiveness in delivery of marketing services.

OBJECTIVE 1Coordinate with HR, Communications, and leadership to develop marketing collateral for recruiting events.

ACTION: Support recruiting efforts. Due date: Ongoing.

OBJECTIVE 2Coordinate with HR, Communications, and leadership to develop marketing collateral for employee engagement.

ACTION: Support employee engagement efforts. Due date: Ongoing.

OBJECTIVE 3Maintain/increase level of Marketing staff to continue to effectively deliver on proposals that get UG shortlisted, while allowing for time to address non-proposal-related goals.

MANFRONI CALLOW ROAD BRIDGE

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ACTION: Continue to monitor use of Marketing staff time to ensure distribution of work; utilization on proposal delivery; and attention to other goals. Due date: Ongoing.

MEASUREMENTRecruiting and employee engagement efforts are presented with consistent branding and messaging; appropriate staff levels are maintained in Marketing to prevent burnout/overwhelm.

GOAL 8Assist Water Practice in marketing the Underground Division in intersubsidiary initiatives.

OBJECTIVE 1Ensure engagement of Marketing staff in the support of intersubsidiary marketing efforts.

ACTION: Continue to engage and support UG President in these efforts. Due date: Ongoing.ACTION: Facilitate active participation and communications with Water Resources by meeting on a

quarterly basis with WR Marketing counterparts to discuss upcoming work, staff member capabilities, etc. Due date: September 30, 2021.

MEASUREMENTEach division has a strong understanding of the individual technical staff members available for use in joint pursuits.

SUPPORTING INFORMATIONStrategic Clients and Pursuits

Top 10–15 Existing Clients: Focus on Relationship MaintenanceCanada: Metro Vancouver, Fortis BC, Translink, Ministry of Transportation and Infrastructure, City of Calgary.

Pacific Northwest: King County Wastewater Treatment Division, King County Metro, Seattle City Light, Seattle Public Utilities, Washington State Department of Transportation, Idaho Transportation Department, BNSF, UPRR, Western Federal Lands, Port of Coos Bay, Portland Water Bureau, Portland Bureau of Environmental Services, Clean Water Services, Tualatin Valley Water District, Oregon Department of Transportation, Willamette Water Supply Program.

California: San Francisco Public Utilities Commission, LA Metro, Santa Clara Valley Transportation Authority, Bay Area Rapid Transit, Metropolitan Water District of Southern California, California Department of Water Resources, Transbay Joint Powers Authority, Santa Clara Valley Water District, San Diego County Water Authority, San Francisco Municipal Transportation Authority, East Bay Municipal Utility District, Caltrans, City of Los Angeles DPW, SFCTA. 54


Central: Northeast Ohio Regional Sewer District, Allegheny County Sanitary Authority, City of Akron, CSX Transportation.

East: New York City Department of Environmental Protection, Massachusetts Department of Transportation, New York City Department of Design and Construction, Massachusetts Bay Transportation Authority, DC Water.

Australia/New Zealand: Transport for New South Wales, Watercare, New Zealand Transport Agency, CPB Contractors, John Holland Contractors, McConnell Dowell Contractors (NZ).

Top 5–15 New Clients to be Targeted with Outreach/Procurement Response Canada: Metrolinx, City of Toronto, City of Ottawa, City of Montreal, Infrastructure Ontario, City of Edmonton. Strategic Partners: Golder/WSP (Partner), KCB, TetraTech, AECOM, Ausenco, Associated Engineering.

Pacific Northwest: Portland General Electric, Eugene Water & Electric Board, McMinnville Water & Light, City of Corvalis, City of Redmond (OR), City of Bellevue, City of Eugene, City of Everett, City of Vancouver (WA), City of Tacoma, Clackamas County Water Environment Services, Portland Bureau of Transportation, City of Bend, PacifiCorp (w/ Water Resources). Strategic Partners: Carollo, Brown and Caldwell, Kennedy Jenks, Stantec, Jacobs Engineering, murraysmith.

California: City of Oceanside, SANDAG, Sacramento Municipal Utility District, Placer County Water Agency, South Coast Water District. Strategic Partners: PGH Wong, Moffatt & Nichol, RailPros, Brown & Caldwell, Kennedy Jenks, Kittelson.

Central: Dallas Area Rapid Transit, Capital Metro, Town of McCordsville, Ohio Department of Transportation, Loudoun Water, City of Dallas, City of Kingsport, North Texas Municipal Water District, Metro Government of Nashville and Davidson County, City of Joliet, Tennessee Department of Transportation. Strategic Partners: DLZ Group.

East: Washington Metropolitan Area Transit Authority, Amtrak, New Jersey Transit, Rhode Island Public Transit Authority, MARTA, Virginia Department of Rail and Public Transportation, Howard County. Strategic Partners: Greeley and Hansen.

Australia/New Zealand: VIC Roads, Department of Planning Transport & Infrastructure, Water New South Wales, Hydro Tasmania. Strategic Partners (Contractors and Consultants): Clough, Ghella, McConnel Dowell (AU), Salini, Jacobs Engineering (NZ), Beca (NZ and AU), Arcardis.

Top 20 Strategic Pursuits over the Next 2 Years Utilizing Estimated Fee/Probable Fee as Primary Criterion (as of May 14, 2021). Includes Submitted/Waiting to Hear.

1. BART Silicon Valley Phase II CM – California ($60M/$14.4M)2. Eagle Mountain Gas Pipeline Owner’s Representative – Canada ($30M/$13.5M)3. Newtown Creek CSO – East ($15M/$1.5M)4. Project Connect – Central ($15M/$937K)5. Dallas Transit DART D2 PMOR – Central ($12M/$1.2M)6. Ohio River Tunnel – Central ($10M/$2.7M) 55


7. CSO-NC-BAPS Borden Ave Wet Weather Pump Station CM – East ($10M/$800K)8. Sydney Metro West CTP – AUNZ ($8M/$2.3M)9. Cambie-Richmond Water Supply Tunnel – Canada ($7.5M/$2.1M)10. SCSO-2 Kingsbury Run Consolidation Sewer – Central ($7M/$5.2M)11. Sydney Metro: Western Sydney Airport – AUNZ ($7M/$2.0M)12. Coquitlam COQ Main 4 Tunnel – Canada ($6M/$1.35M)13. Colorado River Program Regional Conveyance System Prelim Design – California

($5M/$625K)14. MassDOT Master Service Agreement for Engineering Services – East ($5M/$3.2M)15. NYCDDC HWDRCW08-09 Engineering Services for Small and Large Projects Citywide

– East ($5M/$1.25M)16. Ellicott City North Tunnel Final Design Services – East ($4M/3.2M)17. SFPUC PRO.0167 As-Needed HHWP Support Services – California ($4M/$1.5M)18. Sumner Tunnel Rehabilitation Design-Build – East ($3M/$1.9M)19. WSDOT Engineering Geology Staff Augmentation – PNW ($2M/$1.4M)20. Northside Interceptor Tunnel Design – Central ($2M/$600K)

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CommunicationsGOAL 1Create valuable content that showcases our division’s unique expertise to our target audiences shared across multiple channels and that incorporates objectives from Strategic Plan.

OBJECTIVE 1Implement calendars and protocols.

ACTION: Newsletter: Create Segments editorial calendar to include articles from all markets/practices/regions.

MEASUREMENTEditorial calendar implemented.

ACTION: Social Media: Work across all regions to populate social media calendar with project updates, company updates, company culture, technical insights, event information, and thought leadership posts.

MEASUREMENTSocial media calendar populated; two posts on social media per week (at least one post per month from each region).

ACTION: PR: Create PR protocol to outline consistency and timeliness of press releases.

MEASUREMENTPR protocol implemented.

OBJECTIVE 2Review Strategic Plan and incorporate all market, practice, region, and group objectives into Communications planning.

ACTION: Water Market: Promote Inspection, Rehab, and Repair (IRR) project expertise.ACTION: Water Market: Promote past signature projects with unique expertise.ACTION: Water Market: Promote Interregional Water Transmission market and recycled water projects.ACTION: Wastewater Market: Promote non-tunnel wastewater expertise (such as pipe conveyance

and storage tanks).

LYNNETTE SLA ON SITE

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ACTION: Transportation Market: Promote full-service offerings.ACTION: Design Technology Practice: Create external, industry awareness of the Design

Technology Practice group’s capabilities.

MEASUREMENTStrategic Plan objectives incorporated into Communications calendars.

OBJECTIVE 3Enhance Communications efforts with professional photography.

ACTION: Once travel resumes, work with Nicole Kelly to restart the process of taking project photographs.

ACTION: Encourage staff on project sites to send photographs/video more frequently to Communications.

MEASUREMENTProject photos gathered for all key phases of significant projects.

GOAL 2Enhance recruitment efforts with strategic communications campaigns and messaging.

OBJECTIVE 1Work with HR on recruiting campaigns to target key positions mentioned in market/practice strategic planning.

ACTION: Review market and practice goals for key hire information.ACTION: Set up meeting with HR to discuss campaign ideas.ACTION: Increase social media posts highlighting company culture and “best place to work” ideas.

MEASUREMENTRecruiting campaigns created for all key hire positions in Strategic Plan.

GOAL 3Grow thought leadership awareness and brand recognition in targeted geographies in Strategic Plan: (1) Austin/Dallas, Toronto, Pittsburgh; (2) locations where McMillen Jacobs has not delivered transportation projects but where major capital investment in underground transportation infrastructure is planned.

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OBJECTIVE 1Work with leadership to create communications campaigns in targeted geographies.

ACTION: Research publications/events in targeted geographies.ACTION: Place advertising/articles and/or sponsor events in targeted geographies.

MEASUREMENTCommunications campaigns created for target geographies.

GOAL 4Review new communications tactics and channels such as video and podcasts.

OBJECTIVE 1Determine which new communications tactics and channels make sense for our division.

ACTION: Research what tactics and channels other companies are using.ACTION: Create list of recommendations/proposal (include cost information).

MEASUREMENTCommunications tactics/channels reviewed and recommendations made to leadership team + budgeted for in 2022 budget.

GOAL 5Work across all markets/practices/groups to communicate the division’s commitment to equity, inclusion, and diversity.

OBJECTIVE 1Review communications platforms to ensure diverse and inclusive representation and messaging; update as needed.

ACTION: Work with Human Resources to review all communications platforms.

MEASUREMENTCommunications platforms reviewed and updated to reflect diversity and inclusion values.

COMPLETED M4E TUNNEL

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SWOT ANALYSIS

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Transportation MarketVision

We will be the go-to firm when owners and contractors want a trusted partner for underground transportation projects.

We will see growing national recognition of our project leadership, technical expertise, and innovative solutions to challenging, complex problems.

Partners will say we are nimble, responsive, and great to work with: we have the best talent committed to achieving our clients’ goals.

LA METRO TBM

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HELPFULTo achieving the objective

HARMFULTo achieving the objective

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STRENGTHS

Technical Strengths

Tunnels• Bored tunnels/segmental lining systems• Cut-and-cover structures, retained cuts

and fills• SEM tunnels/caverns/mined stations/

cross passages• Tunnel widening/expansion• New/rehab • Waterproofing systems/ice shields

Tunnel inspection, structural condition assessment

Structural • Portal design• Station structures• Support of excavation• Foundation design

Waterproofing systems/ice shields

Temporary works/SOE

Working in live-track environment

Capabilities• Stormwater control/TESC• Site/civil engineering• Utility design • Geotechnical engineering/GDR, GBR• Instrumentation monitoring design/

settlement monitoring• Constructability review• Architectural Management• Construction Management• Scheduling/estimating

WEAKNESSES

Not a full-service transportation firm offering full menu of system components (transit, rail, road); specifically, we lack

• Systems, signaling / communication / CCTV

• MEP (bringing in house?)• Track design• Traction power• Noise/vibration• HVAC (small fans)• Station circulation• Fire, life, safety (bring in-house?)• Lighting• Vertical transport• Planning• Environmental documentation• Traffic engineering• Roadway/Pavement design• Tunnel system inspections• Transportation Planning • Drainage design/hydraulic analysis• Environmental compliance/permitting

Limited number of certified inspectors

Limited number of project managers with transit, Alternative Delivery experience

Not getting ahead of the jobs with clients: reactive rather than proactive

Insufficient depth of resources: limited capacity to manage specialty subs with specialty disciplines

Lack of sustainability experience and accreditation

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Performance/Project Delivery Strengths

Alternative Delivery: DB, CMAR, Progressive DB

Leveraging national technical, structural, and geotechnical expertise, lessons learned to every project

Market niche, specialists: MJ engineers focused exclusively on UG

Not a mega firm

• Flat, flexible, responsive: no hierarchical levels of decision-making/risk committees

• Reputation for innovation, solving especially complex design/construction challenges

Design to accommodate restraints in densely populated urban areas: public safety/mitigate impacts

• Muck handling• Tight tolerances

Risk Management

Design from a contractor’s perspective: years of experience as contractor’s engineer

Excellent reputation with some contractors and consultants

Working in COVID environment: successful collaboration using virtual tools

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OPPORTUNITIES

• Regular highway tunnel inspections: 2015 FHWA regs

• Transit systems/RR tunnel inspections: adopting FHWA regs

• Roles on CMAR teams• Increasing Alternative Project Delivery • Assist owners in developing DB

procurement guidelines• Class I RR long-term capital programs• Ventilation (big fans)• Different roles on DB: PMOC oversight;

expand into transportation market• Support planning/feasibility studies where

tunnel is an option: develop relationships with planners

• Develop strategic relationships in new locations targeting well-placed firms, minority firms; specialty subs that could lead to work (strategic “partners” on the ground to help us be proactive in new locations)

• Leverage experience from North Link to serve as prime

• Look outside of traditional projects to support other built environment projects (e.g., underpass under existing buildings, pedestrian tunnels)

• Expand relationships with new DB contractors out of traditional relationships

• Strategic hires for folks to better position us for transportation (i.e., grow internal expertise to effectively manage specialty subs)

• Ancillary structures to transportation projects: build relationships to pursue different nontraditional work; look for opportunities for facilities ancillary to our traditional work within other greater transportation projects

THREATS

Not recognized as a transportation firm (transit, rail, or road)

Unacceptable, increasing limits of liability?

Teaming opportunities diminishing: • Consolidation: big firm A/E competitors

one-stop shopping (including tunneling) with extensive network of local offices (e.g., WSP acquired Golden Engineering)

• Traditional DB contractor teaming partners diminishing: developing in-house engineering capability (e.g., Kiewit)

• Medium/smaller firms (e.g., Brierly, Schnabel) providing tunnel expertise to large A/E firms; DBE goals

Politics a role in project awards

Local markets/experience bias: barriers to new work

DB tender design multiplier: risk/reward

Funding for projects

Ridership patterns: after COVID continued reduced ridership impacting funding for new transportation/expansion projects

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Water Market Vision

We are a preferred firm for design and construction management of water conveyance tunnels, including design of pressure tunnels, assessment and rehabilitation of aging aqueducts, and design and implementation of trenchless solutions.

We want owners, teaming partners, and contractors to recognize not only our depth of expertise but our staff’s willingness and ability to work with people to move projects forward to solve challenges through innovation in an efficient and collaborative manner.



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OPPORTUNITIES

Upcoming Existing or New Project Type Opportunities• Recycled water programs and technology• Transferring water between regions and

watersheds (long-term)• Sustainability (design and construction)• Houston or other locations for projects like

TARP (deep tunnels and reservoirs for flood and pollution control)

• Aging water conveyance networks and upcoming inspection, rehab, repair projects

• Marine applications (intakes, subaqueous pipelines)

Existing or New Technical Capability OpportunitiesWater Resources Division• Environmental compliance • Hydraulic modeling for basins • Water quality• Pipeline I&C • Pump station design • Welding for large-diameter pipes in wet

tunnels (both practical and code)Civil/Architecture groupNew Hydrogeology groupRisk analysis and allocationPipeline soil structure interaction modeling for design and existing hazards evaluations

THREATS

• Large firms no longer team up with us because they have their own expert groups/people

• Large firms we used to team up with (HDR, Wade Trim) see us as a competitor because of our increased services, so team up with us less frequently

• Smaller firms (such as Brierley Associates, Geodata, Noma, and JCK) provide tunnel/underground expertise

• Major water projects linger and become too large for us

• Texas has upcoming programs, and we are not present

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STRENGTHS

• Project and program management• Project controls and scheduling• Constructability and biddability reviews• Contracting/packaging• Estimating and scheduling• Geotechnical engineering • Engineering geology • Rock mechanics• Geotechnical contract documents (GBR, GDR,

GIR)• Excavation methods• TBM specifications and performance data

review • SOE/earth structures • Impacts to structures (CIAR) and geotechnical

instrumentation & monitoring• Ground improvement• Initial and final lining design (including

segmental lining)• Plugs/terminations• Backfill and mass stabilization • Grouting (pre-excavation, contact, and skin

grouting)• Seismic pipe modeling analysis• Seismic design and vulnerability analysis• Inspection (confined space and with ROV, AUV,

or manned), rehabilitation and repair design (tunnels, shafts, pipelines)

• Pipeline conveyance • Trenchless (microtunneling, HDD, auger boring,

DSPT)• Understanding client needs• Dedication and team spirit (including

cooperation between offices)• Ability to make decisions at the lower levels

WEAKNESSES

• Hydraulic controls (valves, air-vac, flow metering)

• Hydraulic analysis, including transients

• Segmented pipeline systems• Subsurface utility protection• Water facility operations and

maintenance• Distribution/reticulation small

pipe design • Underground water storage

design• Corrosion analysis• Understanding each other’s

capabilities within MJ UG• Limited number of large project

PMs• Not properly vetting teaming

partners (including DB)• Aging institutional knowledge

coupled with regional separation • Not being proactive in new

opportunities • Difficulty with staff retention • Challenges in working with and

mentoring young engineers because of COVID-19

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Wastewater Market Vision

To be the provider of choice for underground engineering services in the wastewater, CSO storage, and conveyance market. This means consistently providing outstanding service by working in collaborative partnership with an increasing number of clients so that they reach out to us for future opportunities to work together.



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STRENGTHS

• Willing to encourage innovation (e.g., composite structures, polymer concrete segments)

• Can lead multidisciplinary teams as a prime: have good understanding of how all disciplines work together; holistic understanding

• Nimble, with little bureaucracy• Truly work collaboratively as a firm • Understand the importance of working

collaboratively with clients

WEAKNESSES

• Not thoroughly multidisciplinary: no hydraulic modeling

• Spread thin: seller-doer model can limit BD and proposal work.

• Not enough PMs to manage when we are primes

• Burning out good PMs whom we do have

• Inconsistent design approaches by office/region: not enough communication across the firm

• Lack of knowledge of markets we do not serve

• Limited DBIA certifications• Can be perceived as costly in some

locations/with some clients• Lack of knowledge of what is

coming down the pike in markets we do serve due to limited scope

• Inability to sit leaders in new geographic locations

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OPPORTUNITIES

New Projects We are Aware of• Final design Pittsburgh CSO• Newtown Creek NY• Big Creek – Cleveland• North Side Interceptor, Akron OH• North Texas Municipal Water District• Milwaukee Metro Sewer District• Boston Water & Sewer Commission• Mont Lake CSO• Melbourne CSO• Philly???• Great Lakes Water Authority• Ellicott City• Toronto???

New Types of Projects• Small conveyance pipelines• Storage tanks

Current Teaming Partners• Tetratech• Kennedy Jenks• B&C• Greeley & Hansen• Wade Trim• Stantec• MWH Constructors• DLZ• Hazen• Barge Design• Gresham Smith• HDR• Brierley

Potential New Teaming Partners• Gannet Flemming• Need to find some more

THREATS

• Competition from other niche firms: Aldea, Brierley, JCK

• Competition from large vertically integrated firms: Stantec, HDR

• Existing programs coming to an end: Cleveland, DC Water

• Shift of some owners to be more litigious against designer

• Not enough knowledge sharing (e.g., drone capabilities)

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Claims & Construction Consulting PracticeVision

Be a respected and sought-after Claims and Construction Consulting Practice for clients and employees.

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HARMFULto achieving the objective

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STRENGTHS

• Diversity in client types (owner, contractor)• Schedule preparation (construction, design)• Schedule delay analysis• Claims preparation and analysis• Project advisory• Risk management• Cost estimating• Expert report preparation (concise,

objective/independent, graphics)• Entitlement analysis• Productivity analysis• Damages preparation and analysis• Expert testimony• Diversity of project types (vertical, heavy

civil, etc.)• SMEs available in-house or possibly

through referral• Proposed consultant assigned to project

(no bait and switch); ability to provide consistent client support

• Experience of principals• Constructability reviews

WEAKNESSES

• Conflicts from owners, contractors, engineers

• Competition from large “claims-only” firms such as Ankura, JS Held, HKA

• Marketing (BD) budgets not on par with large competitors (no booths at major conferences)

• Staff size• Staff level (all claims staff are

associate and above); limited ability to leverage work to appropriate staff level and mentor junior staff

• Internal SME levels of commitment

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HELPFULto achieving the objective

HARMFULto achieving the objective

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OPPORTUNITIES

• Internal marketing to Design, CM, PM staff• Direct communication with OR, CM, PM

clients in most offices across the country• External marketing with existing Design, OR,

PM clients• Potential claims work where Design, CM

pursuits not successful (third bite of apple)• Claims staff on OR, CM, PM org charts• Strategic new hires in various geographic

locations• COVID-19 raising new issues regarding

capital projects (direct PPE costs, labor productivity, material availability due to disrupted supply change, etc.)

THREATS

• Larger competitors offer higher compensation

• Internal staff do not fully understand the value of our Claims group (might be weakness since this is in our control)

• Difficulty hiring Claims staff (strategic/support); qualified candidates are hard to find or are too expensive

What’s Working � We offer strategic guidance, analysis, and advice at a high level. Clients have internal staff

to do more of the detailed work. We can leverage client staff or, if clients do not have the resources, we do have internal capabilities and can offer these.

� We provide high-quality evaluations—current staff are of a high quality and offer a high level of services. When MJ consultants are proposed for claims and consulting tasks, the proposed staff are assigned to the work. In contrast, other larger claims firms often propose certain staff then substitute them with others.

� MJ internally has diverse types of work to give staff opportunities other than claims if so desired. Plus, the claims clients and project types are diverse enough to keep things interesting. Skill sets can be applied to virtually any type of project. This also helps keep claims work interesting.

� Claims staff who have been in the design and construction fields all have technical backgrounds.

� We have internal SMEs to assist with technical issues. These tasks need to be more discrete to keep SMEs interested. We take SME input and turn it into claims-centric product.

� MJ has relationships with other firms (Design/CM-related) that present opportunities for claims assignments (Central Subway, CAHSR, Randall’s Island, etc.).

� We can utilize existing Claims staff to fulfill roles on Design/CM projects such as risk manager, change order manager, project scheduler, and claims analyst.

� The Claims group continues to evolve to meet the needs of projects and clients and the deliverables that go along with those types of services.

� We continue to offer expert testimony and provide services and work product for a litigation environment (all over Zoom). 70


What needs to change? � We need to strengthen our scheduling capabilities, especially at the lower staff levels.

� We need to seek out current staff with scheduling capabilities to assess what level of abilities they have.

� We need to develop staff (hiring), especially at the lower staff levels.

� We need a true rainmaker.

� We need to develop our experience giving testimony. Attorneys look to see who can testify when retaining consultants.

� We need to identify/develop a group leader to have regular group meetings to communicate and coordinate ongoing work and opportunities.

� We need to better educate MJ internal staff. A phased approach to consider: (1) we are here, here are some of the projects we have worked on; (2) then more detailed topic-specific training sessions that apply to Design/CM/PM work.

� We need to develop claims-related certifications/licenses and strengthen our continuing education efforts. These can be tied into business development.

What are the specific goals that the SWOT process has brought to light? � Educate internal staff regarding claims group capabilities and develop two training

sessions per year. Consider rolling out initial session to CM group (talk to Sarah Wilson), then roll out to larger Design/Design/Build group. Include Segments and other social media (Allison Halvorson) as a part of this.

� Each Claims staff member attends four local professional events per year (e.g., CMAA, ASCE) and attends one professional conference per year related to claims industry (COVID-19 dependent).

� Actively participate in one local organization (e.g., BSCES, Bar Assoc, CMAA, DBIA, CIM).

� Growth does not need to be geographic—if anywhere it would be in the central region.

– Hire one high-level rainmaker/testifying expert. – Hire two junior staff (associate and below).

� Identify current staff with claims-related capabilities (e.g., using Vision Competency Assessment) and interest in performing claims assignments.

� Pursue client development through internal staff client connections.

� Identify and respond to strategic RFPs from public owners.

� Identify opportunities through pursuits for design and CM where we were unsuccessful and track those projects through construction. (Be aware that these public owners may have existing task order contracts for claims.)

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mcmillen jacobs associates underground division strategic

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