PROGRAM MANAGEMENT SERVICES

Transcription

1 PROGRAM MANAGEMENT SERVICES

2 ABOUT FREESE AND NICHOLS, INC. Freese and Nichols is a client-focused, regionally based firm with national expertise. We meet client needs with responsiveness and flexibility. Dating back to our firm s founding in 1894, we have put relationships first clients, teaming partners and staff and seek long-term relationships, many of which are counted in decades, not years. Freese and Nichols provides a broad range of services to plan, design and manage public infrastructure projects. We help our clients through every stage of the project life cycle: planning, design, program management, funding procurement, regulatory compliance, construction management, and operations and maintenance. Our project teams are known for exceeding client expectations through innovative concepts and high-performing designs. Our services include: Architecture Program Management Coastal Services Stormwater Master Planning and Design Construction Services Structural Engineering Environmental Assessments and Remediation Transmission/Substation Engineering Facility Planning Transportation/Infrastructure Planning and Design Funding/Grant Applications Growth Management and Development Levee and Dam Evaluations and Design Mechanical, Electrical and Plumbing Engineering Oil and Gas Engineering 2 Urban Planning and Design Water and Wastewater Master Planning and Design Water and Wastewater Treatment Water Resources Planning and Facility Design A HISTORY OF PROGRAM MANAGEMENT FNI has provided program management since our founder arrived in Fort Worth, Texas, to manage the City s water delivery system in the mid-1890s. Since that time, we have worked with many municipalities, organizations and agencies, providing integrated program management to help our clients implement a complex series of related projects to meet their mission and objectives. Effective programs provide clients many benefits, including: organized effort for meeting overall needs and goals ability to leverage funding adherence to program budget expedited project timeline streamlined development of standards and processes integration of growth plan with delivery model In Engineering News-Record s 2016 list of top firms, FNI: Ranked No. 39 among Program Management Firms Ranked No. 64 among Construction Management-For-Fee Firms extension of client s staff and resources THROUGH OUR EXTENSIVE PROGRAM MANAGEMENT EXPERIENCE, FNI CONTRIBUTES: Coordination with regional authorities and agencies Scheduling, estimating, project and document controls Cutting-edge, cost-effective technology in project delivery Stakeholder engagement and communication management 3

3 OUR SERVICES FNI provides the following key services within our practice of Program Management: Program Management Planning and Development Project identification, development and ranking Preliminary schedules Funding assistance Program estimating/ budgeting Risk assessment Program and Project Controls Program scheduling Program budgeting Contract management Design management Cost management Right-of-way and easement acquisition Code and technical document reviews Permitting coordination 4 Environmental clearance Construction Management Web mapping/website development Full-time or parttime resident representatives Integrated work management system Construction materials testing Bid Phase Services Electronic bidding Advertisement and award Document distribution Bid tabulations Design Construction sequencing Utility coordination Commissioning Resource management Public Involvement Public meetings Alignment studies Website management Construction plans and specifications Groundbreaking events Ribbon cutting events Regulatory agency coordination Contractor outreach meetings Design standards development Media coordination Constructability reviews Stakeholder involvement CONSTRUCTION MANAGEMENT In addition to program management, FNI has more than a century of experience providing construction management and related services to public sector clients. Being part of a firm that provides architectural and engineering services, and having worked for decades as an extension of the Owner s staff, we understand the unique dynamics of working in a team environment with the Owner, designer and contractor. Our leadership approach recognizes the need for personal accountability to add value to the project, and our technical approach is based on using today s technology to enhance communication and collaboration while upholding tried and true construction management principles. We are experienced in alternate project delivery systems such as Design-Build and Construction Manager-at-Risk (CMAR) and offer an array of online tools for bid phase and construction project management. FNI has more than 40 employees dedicated to construction management and inspection of FNIdesigned and third-party-designed projects. Our construction management staff can provide services throughout the life of a project from design, through bid and construction, to postconstruction. Our goal is to deliver quality projects on time and within budget while minimizing the issues that are inherent to the construction process. 5

4 Client: Dallas/Fort Worth International Airport Program to renovate the four existing legacy terminals and address additional updates Paperless construction management using ipads reduced paper by 92 percent and saved more than $10 million Terminal Renewal and Improvement Program (TRIP), Dallas/Fort Worth International Airport In February of 2011, Dallas/Fort Worth International Airport began a $2.3 billion, seven-year program to renovate the four existing legacy terminals (A, B, C and E). The construction of these terminals began prior to the opening of the airport in 1974 and they have been expanded in sections and zones over the years. While the structural shell of the existing terminal was left largely intact, all of the systems and building infrastructure are being demolished and replaced. The resulting facilities will have a 30-year life cycle and will include all of the latest building systems technology and amenities. The Terminal Renewal and Improvement Program (TRIP) is expected to replace all terminal systems including electrical, plumbing, heating and cooling, security, conveyance, telecommunications, lighting, fire protections, and IT systems. These improvements will benefit the airport, airlines, tenants and passengers by enhancing operational efficiency, regulatory compliance, passenger processing, passenger amenities and aesthetic appearance. In 2014, this program was expanded to include a variety of additional projects, which increased the overall cost to almost $3.2 billion and extended the expected completion date. TRIP includes more than just re-lifing the four existing terminals. Five of the twelve existing terminal parking garages have been demolished and are being rebuilt as 6 modern, flat-plate structures with built-in advanced parking guidance systems. In June of 2015, the entire Terminal A garage was completed and opened to the public, increasing the overall parking capacity by 2,500 vehicles. The remaining terminal garages are being refurbished structurally and will have new lighting systems installed. A new DART station was constructed adjacent to Terminal A, which provides direct airport access to the Dallas mass transit system. A station for the TexRail system is underway adjacent to Terminal B to provide mass transit access from the western half of the metroplex. A campuswide energy management system will be installed to integrate each of the sophisticated building management systems installed at each terminal. TRIP is also facilitating the largest airport concessions redevelopment program that has ever been attempted. Almost every concessions space within these terminals will be rebuilt during the terminal reconstruction program. FNI is leading program management efforts for the TRIP. Our integrated management team is responsible for secondary planning, design management, construction management, commissioning, transition into operations, and public relations coordination. Our team manages all contract scopes, budgets and schedules, and produces a variety of progress reporting. We work closely with a wide variety of stakeholders to plan and execute this work as efficiently as possible. This program is currently scheduled to complete all authorized projects by early

5 Client: Dallas/Fort Worth International Airport Automated people mover system links all five of the airport s terminals; majority of the project was designed in 11 months FNI provided design and inspection services FNI also provided planning, traffic engineering, design and construction services for improvements to Terminal D 8 Skylink Automated People Mover and Terminal D Improvements, Dallas/Fort Worth International Airport DFW s Skylink Automated People Mover fundamentally transformed how the world s fourth largest airport operates. The $864-million state-of-the-art people mover linked all five of the airport s terminals using five miles of bridges and four 80,000-square-foot stations, constructed over active airfield operations. FNI, as part of a multi-consultant team, provided design and inspection services for this fast-track project. We supplied key design team members for structural, civil, mechanical, electrical and plumbing systems, as well as inspectors to expedite construction. Typically, the design of a project this size would take at least 30 months. The majority of the Skylink project was designed in only 11 months. The completed Skylink received the prestigious Judges Award for Design as part of the Texas Construction Best of 2004 Awards from Texas Construction magazine. FNI also provided planning, traffic engineering, design and construction services for improvements to Terminal D. The project included a multifunction interchange located on International Parkway south of Terminals C and D, an area that was experiencing unique traffic challenges. The project also included a number of service roads and bridges to connect various points around the airport. Design efforts included innovative retaining wall and bridge design, and 3-D renderings helped the project team visualize the results. The interchange, service roads and bridges were successfully constructed ahead of schedule. Client: Central Texas College Have worked with CTC since 1997 $88 million worth of projects and improvements Services provided include planning, feasibility studies, architecture, civil/mechanical, electrical, plumbing/ structural design, environmental services, and construction management Program Management IDIQ Contract, Central Texas College More than 40 projects worth more than $88 million have been implemented as a result of the FNI-developed land use and facilities master plan for Central Texas College (CTC) District. Beginning in 1997 and continuing today, FNI has provided full planning, architectural, engineering and construction phase services for CTC. Work has included new facilities as well as repair and renovation of existing buildings, building systems and site development. Each of the projects varied in size and scope, involved a large amount of study, discussion, planning and coordination between various consultants, contractors and equipment suppliers. Under an IDIQ agreement, FNI provides a full range of service types typically required under a multi-year, per-project facilities program, including, but not limited to, miscellaneous architectural design, pedestrian movement, code compliance, telecommunications, mechanical/electrical/plumbing engineering, fire protection, landscape, structural, civil, environmental/hazard assessment, monitoring, cost estimation and construction management/construction support. 9

6 Client: Parker County $110-million program including 30 separate projects Extensive stakeholder coordination Aggressive development schedule Transportation Bond Program, Parker County FNI planned Parker County s first-ever Transportation Bond Program (PCTBP) and was also selected to provide program design and construction management services. This $110-million program includes 36 separate projects focused on mitigating congestion, improving air quality and enhancing safety. FNI is performing construction management for the PCTBP, with a full-time construction manager and seven construction inspectors. The project requires significant coordination with the Texas Department of Transportation (TxDOT), North Central Texas Council of Governments (NCTCOG), Union Pacific Railroad and the three main cities in Parker County; Weatherford, Aledo and Springtown. The 30 projects included in the program range from adding a dedicated turn lane on a rural intersection to a new 6.5-mile bypass that will create the first quadrant of an outer loop around Weatherford. The projects also include signal lights, permits for work within state Right-of-Way, bridge construction, and multiple interchanges, including interchanges with IH 20 and SH 180. FNI is currently managing all schedules and budgets, subconsultants and utility coordination. 10 FNI was instrumental in leveraging the original bond program and attracting $35 million in additional state and federal funding by working with regional, state and federal officials. FNI coordinated meetings with the U.S. Department of Transportation and the Federal Highway Administration in Austin and Washington, D.C., to help expedite environmental clearances. FNI also assisted Parker County in applying for and receiving a transportation earmark for the Ric Williamson Memorial Highway/IH 20 interchange. To help manage schedules and budgets on this fast-tracked program, FNI implemented e-builder EnterpriseTM program management software. This software integrates all aspects of the project for purposes of cash flow, budget, forecasting, scheduling, reporting and much more. It also allows transparency for the County and provides current information at all times. 11

7 Clients: Tarrant Regional Water District and Dallas Water Utilities FNI is serving as Program Construction Manager working as an extension of the District s staff Integrates Envision sustainable design aspects Design of Segment 16 pipeline Design and construction management of Line J, Section 1 Design of storage reservoirs/cells 12 Integrated Pipeline Project; Tarrant Regional Water District, Dallas Water Utilities FNI is providing program management services for the Integrated Pipeline (IPL) Program working as an extension of the Tarrant Regional Water District (TRWD) staff. The system will transfer water from Lake Palestine for Dallas Water Utilities (DWU) and from Richland Chambers and Cedar Creek Reservoirs for Tarrant Regional Water District (TRWD) using shared pipelines, pump stations and balancing reservoirs. the project. Line J was recognized with an Envision Silver award for the design which incorporated sustainability measures in several aspects, including the use of local materials, recycling waste materials and measures to reduce the carbon impact during construction. FNI services provided to date include planning, engineering, environmental services and permitting for the proposed program, including the route study that identified the initial route for the pipeline and locations for pump stations and reservoirs. The project team also provided a program-wide hydraulic analysis for the pipeline and reservoirs, and developed standard details, specifications and design criteria manuals. FNI was also selected to design the 14-mile, 96-inch-diameter Pipeline Segment 16 and water storage reservoirs for the IPL system. Suction reservoirs will be constructed at two of the booster pump stations. These suction reservoirs include the initial construction of two 40 MG reservoir cells with provisions to add two additional 40 MG cells at a later date. The Midlothian terminal storage reservoir currently being constructed consists of three 150 MG cells. In addition, the Kennedale terminal storage reservoir is being expanded to include an additional 160 MG of storage. All of the reservoirs are constructed of earthen embankments lined with a layer of geonet composite and a 60 mil HDPE liner with a 9-inch overlay of soil cement. FNI performed the detailed design and provided construction management services for the Line J project, a two-mile section of 108-inch pipe designed to provide an interim increase in capacity until other portions of the program are constructed. This section of pipeline was constructed using a Construction Manager at Risk delivery system that allowed the IPL team to test pipe from four different pipe manufacturers, test alternate methods of backfill, and pilot a real-time as-built system of collecting GIS data for an asset management model during construction of FNI is providing construction management services during design, procurement and construction of the program working as an extension of the TRWD staff. FNI s construction managers are leading a team of program resident engineers and resident project representatives. Training of the resident project representatives from TRWD s operation staff help develop the capabilities of those who will operate and maintain the facilities when completed. FNI also developed standard procurement and contracting procedures for the program for both purchasing Owner-furnished equipment and constructing projects. 13

8 Client: Denton Municipal Electric CIP will improve substations and existing transmission lines Providing program management, ROW, property acquisition, construction phase, design and environmental services Used e-builder program management collaboration software and Partner Portal live GIS web map for seamless project communication 14 Electrical Transmission and Substation Upgrades, Denton Municipal Electric FNI is currently providing program management assistance to Denton Municipal Electric (DME) as part of their Capital Improvement Program (CIP). The approved CIP provides for the addition, expansion or reconstruction of several substations and upgrades to its existing 69kV transmission lines across their service areas to 138kV transmission. In addition to program and project management services, the FNI team will provide right-of-way and property acquisition services, construction phase services and miscellaneous engineering design and environmental services to augment DME s existing design teams. FNI assisted DME in documenting more than 20 internal business processes required to execute the various stages of the CIP projects from initial planning, site and route selection, public involvement, permitting, design, procurement, and construction. The processes were used to map interactions between the various project participants and stakeholders and formed the basis for detailed project plans and schedules. As part of FNI s program management assistance, FNI deployed a customized e-builder program management environment that supports the team with a web-based fully integrated document management, cost control, scheduling and collaboration platform. Team members can access project data through the e-builder platform from any Internet-connected computer or mobile device. FNI s Partner Portal, an interactive, live GIS web map, is also being used by the project team to visualize, track and communicate the status of easements and property acquisition, permits, and other geospatial data. The partner portal is accessible via the Internet by all project team members, ensuring that participants have access to current maps, easements, permits and other land-related data on an as-needed basis. 15

9 Client: Texas Central Partners 240-mile dedicated railway connecting Dallas and Houston FNI is on a team serving as Owner s Engineer Providing engineering support, environmental permitting, design and construction procurement, project controls, reviews, and construction management 16 High-Speed Rail Project, Texas Central Partners FNI is playing a key role in developing the first privately funded high-speed rail project in North America. The planned Texas Central High-Speed Railway will make it possible for tens of thousands of passengers a day to travel the 240 miles between Dallas and Houston in just 90 minutes. Using proven Japanese technology on dedicated grade-separated tracks, the trains will run at speeds in excess of 200 mph. Texas Central Partners, a private company, plans to develop the rail line by raising private funding without any public subsidies; service will begin as early as permitting, design-build contract development and program scheduling. The FNI team will continue as O-E throughout the design-build process. FNI is providing the following services: Program management Architecture Program scheduling Utility coordination Budget management Urban planning FNI is teamed with an international rail firm to be the Owner s Engineer (O-E) for the entire project. As O-E, FNI is working directly for Texas Central throughout the project to provide engineering support, design and construction procurement, project controls, reviews, and construction management. Station and facility planning Hydrology and hydraulics Third-party stakeholder coordination Geotechnical design Public involvement For the project s National Environmental Policy Act (NEPA) evaluation, FNI analyzed each alternative alignment with respect to economics, schedule and constructability. During the initial design phase, FNI will be involved with various aspects of design of the railway and associated facilities, as well as 404 Roadway planning Environmental permitting 17

10 Client: Houston Community College Managing $90 million of improvements Improvements include new parking garages, buildings and updates to existing buildings 18 Facilities Program Management, Houston Community College FNI was hired by Houston Community College to provide Program Management Services for the previously approved Houston Community College s $425-million facility. FNI is providing project management and construction phase services for $90 million of improvements to the Central and Northeast Campuses, including a new computer science teaching facility with a Cisco Networking Academy, renovations to a culinary teaching facility, and a new parking facility at each campus. The capital improvement program consists of building repairs and renovations, including the construction of the educational facilities. The program includes project initiation, planning, design phase, procurement, construction and closeout phases. Furthermore other major duties included preliminary and enabling design, construction phase services, budget control, design to budget overview, cost control, schedule review management and quality control. An additional task consisted of analyzing the project delivery methods and construction strategies that would be recommended to the client. Client: Kaufman County Bond program will fund transportation projects across the county and will support development of a countywide transportation plan Transportation Bond Program, Kaufman County FNI facilitated development of the Kaufman County Bond Program. The bond program will help provide funding to needed transportation projects throughout the county, including the cities of Forney, Terrell and Kaufman. FNI performed data gathering, conducted stakeholder meetings, evaluated and ranked the submitted projects and helped identify strategic funding possibilities. The Kaufman County Commissioners Court asked voters for approval for $56 million in County dollars to leverage with regional, state and federal funds to ultimately deliver 26 projects valued at more than $100 million. The bond program was approved by the voters in November FNI and our partner consultant were selected by Kaufman County to help in the management and implementation of the Transportation Bond Program. The purpose of this planning effort is to develop a countywide transportation plan that will be coordinated with other locally adopted planning documents by cities and towns in Kaufman County, adjacent Counties, TxDOT and that will also be reflected in the most current NCTCOG Regional Thoroughfare Plan. 19

11 Client: City of Rowlett $80 million CIP prioritized projects for improvements to physical infrastructure, facilities, roads and utilities Selected FNI to serve as the Program Manager Capital Improvement Program, City of Rowlett The City of Rowlett selected FNI as the Program Manager for implementing its aggressive $80 million CIP to replace and expand the City s infrastructure. The program consists of upgrading and improving streets, drainage, and water and sewer utilities throughout the City. The CIP prioritized the identified projects into yearly plans based on functional and project categories. FNI was tasked with coordinating the assigned designers and constructors, coordinating with the various Franchise Utilities, conducting public meetings and managing the construction phase of assigned projects. As part of the Program Management function, FNI furnished construction contract administration and resident representative services on numerous projects. Routine duties included project constructability reviews of projects designed by other firms; interfacing with and coordinating the activities of City inspection personnel on various projects; provision and coordination of resident representation services on selected projects; and overall control, coordination, scheduling, and payment for completed work on the projects included in the CIP program. FNI maintained a separate CIP program website, located on the City s homepage, accessible to both City staff and the public to keep all parties informed of the progress being made. 20 DOWNTOWN MAIN STREET AND FUNDING ASSISTANCE For the Downtown Main Street project, FNI worked with TxDOT and the Texas Historical Commission for review and approval as needed to secure Selective Traffic Enforcement Program (STEP) funds. At the time, the DART rail and North Texas Tollway Authority s George Bush Tollway was rapidly approaching Rowlett, and the City had strategically planned infrastructure and beautification projects to kick-start economic growth in the downtown area. Upon completing its planning efforts, the City of Rowlett hired FNI to kick off its downtown revitalization with the Main Street Reconstruction and Streetscape Improvement project. 21

12 Client: North Texas Municipal Water District $280 million project CMAR project delivery Design and construction completed in 25 months 48 miles of inch pipeline 240-MG earthen reservoir Extensive water treatment plant improvements 22 Lake Texoma-to-Wylie Pipeline and Water Treatment Plant Connection, North Texas Municipal Water District In 2009, the invasive zebra mussel was found in Lake Texoma, which is the source for approximately 25 percent of the raw water supply for the North Texas Municipal Water District (NTWMD). At the time, the water was pumped over the high point in the basin and discharged into a creek that flowed to Lake Lavon. However, the U.S. Army Corps of Engineers issued a directive to cease pumping operations to prevent the mussel from being transferred to a non-infested lake. Because the directive kept NTWMD from accessing its water, it initiated this project to bypass Lake Lavon and restore access to Lake Texoma. The project includes approximately 48 miles of 84-inch and 96-inch pipeline from the existing Lake Texoma outfall to NTWMD s water treatment plant in Wylie, Texas. The project also includes design of a 240-MG earthen balancing reservoir and modifications to the four existing water treatment plants to facilitate connection of the new system. This $280-million project had a total schedule of 25 months, and FNI performed the fast-track design in 13 months. The accelerated design was coupled with the CMAR delivery method to meet the required in-service date. Using a CMAR enabled the design to be tailored so that the equipment and work packages requiring the longest lead time could be executed prior to final design and avoid delays. The pipe material was pre-purchased through the CMAR and manufactured by two pipe companies using three production plants. The overall system is designed to transport 120 MGD of Lake Texoma water to Wylie; bring 70 MGD of future Lake Texoma water to a future pipeline and the NTMWD s north water treatment plant; carry 55 MGD of future Lake Jim Chapman water to Wylie; and facilitate an emergency scenario in which Lake Texoma water is combined with the NTMWD s East Fork system for a combined flow of 260 MGD to Wylie. The $62-million water treatment plant improvements consist of five 1- to 2-MG ground storage tanks; four mixing junction structures that combine three sources of raw water, associated piping and flow-control structures; and automation of the water treatment plants chemical feed systems. These structures and systems will allow the NTMWD to maintain a strict blending ratio between Lake Texoma water and its other raw water sources so that finished water quality is not impacted. 23

13 ROW, Permitting and GIS for Competitive Renewable Energy Zones, Oncor Electric Client: Oncor Electric FNI provided project management, management of right-of-way agents, scheduling, permitting, materials forecasting and reporting services to handle the volume of data represented in the CREZ projects Alternative project delivery was utilized with Construction Manager at Risk (CMAR) FNI provided right-of-way (ROW) coordination, permitting, and GIS coordination services for Oncor s Competitive Renewable Energy Zones (CREZ) projects. This project included more than 800 miles of transmission lines and had a short time frame for bringing the lines into operation. FNI provided project management, management of right-of-way agents, scheduling, permitting, materials forecasting and reporting services. Using a program management approach to this project allowed the team to help identify gaps in capabilities and other risks to the program before the work started. It also aided in developing the structure for individual project teams, defining workflows and establishing a communication and data management plan. ROW COORDINATION Several ROW agents were needed on each project to negotiate and purchase both permanent and temporary construction easements for the PUC-approved route. The ROW Coordinator acted as the interface between the field agents and management. Due to their complexity and length, each individual CREZ project required coordination between several disciplines, including engineering, surveying, geo-tech, GIS mapping, permitting and environmental. The ROW Coordinator s role developed into a project coordination role as it became necessary to have one individual to communicate information among disciplines to enable contractors on the same project to collaborate in an efficient manner. The ROW Coordinator provided status updates to each discipline involved. On a weekly basis, a status report was sent to the Oncor manager to summarize each project and highlight any necessary areas for intervention. PERMITTING COORDINATION Along the 800 miles of new transmission lines, easements were required for crossing roads, highways, other utilities, rivers and airports. The Permit Coordinator s role was to receive input from the ROW Coordinators as to where permits on a project would be necessary, and to work with TxDOT, BNSF Railway, United Pacific, Dallas Area Rapid Transit, the Texas General Land Office, the Federal Aviation Administration, and other entities to obtain the necessary permits, leases and/or agreements in time for construction of the transmission line. The Permit Coordinator prepared any necessary documentation for a request and ensured that permits remained valid during construction. GIS COORDINATION A GIS web map was used with Oncor s CREZ to view geographic data and to allow everyone to see the progress for projects on a live basis. The GIS Coordinator s role was to gather, validate and facilitate the loading of data for the GIS. This geospatial map allowed all project staff to view and track the status of ROW, permits, construction, engineering and easements as well as reports for all related information

14 PROJECT CONTROLS Project control at FNI goes beyond project management and analyzes the people, processes and tools needed to execute a project or program. These controls allow us to plan, manage and mitigate project elements such as cost, schedule and risk events. By developing a project strategy that incorporates planning and methods studies, we help project managers optimize future outcomes and gain a clear understanding of the finances, resources and risks required to reach it. Our project controls include: Scheduling, including development, updating and maintenance, and contractor schedule review for critical path analysis and float determination Cost estimation, cost engineering/control and value engineering, including reviewing costs proposed by the contractor and independent analysis of the costs Supplier performance measurement/oversight Pay Application review Change order, plan document and budget tracker review Change management control Risk management, including maintaining the risk register and risk analysis and assessment Stakeholder involvement Earned Value Management and Earned Schedule, including WBS, OBS and other breakdown structures Project closeout documentation Document control 26 Forensic assessment for required diagnosis of schedule and cost Owner verification and oversight MALCOLM BALDRIGE NATIONAL QUALITY AWARD In November 2010, FNI was named a recipient of the Malcolm Baldrige National Quality Award, becoming the first engineering/architecture firm to receive this national honor. The award affirms our 15-year quality journey to develop FNI into a Baldrige-class firm. The Baldrige award is the highest presidential honor given to U.S. organizations for performance excellence. It was established in 1987 to enhance the competitiveness of U.S. businesses in an ever-expanding, demanding global market. The Baldrige program promotes excellence in organizational performance, recognizes the achievements of U.S. organizations and publicizes successful performance strategies. For more information, visit: Pictured above: FNI CEO Bob Pence, FNI Chairman Emeritus Jim Nichols, FNI CFO Cindy Milrany, U.S. Congresswoman Kay Granger, Fort Worth Mayor Betsy Price, and FNI Vice President Lee Freese Baldrige by the Numbers 1,579 applicants 93 recipients 7 categories in Baldrige criteria 1 engineering/architecture firm receiving this honor: Freese and Nichols Project start-up, O&M Manual reviews and training coordination Warranty review and approval 27

15 MISSION Innovative approaches Practical results Outstanding service VISION Be the firm of choice for clients and employees GUIDING PRINCIPLES We are ethical We deliver quality We are responsive We add value We improve continuously We are innovative We develop professionally We respect others We appreciate our employees and clients We give back to our communities