Board-Run Committees for Continued Evolution

Several Board-run and other committees are dedicated to keeping our firm continuously evolving into our next century. Explore their roles below.

• Governance and Nominating Committee

  The Governance and Nominating Committee ensures that Freese and Nichols' governance systems and procedures are functioning well, and suggests improvements. They oversee efforts addressing corporate responsibility and sustainability, regularly assessing the impact of environmental and social issues on our firm. This committee also monitors our firm's reputation risk exposures, so that we may remain sustainable as we grow.

• Ownership Transition Committee

  The Ownership Transition Committee helps maintain a consistent refresh of our ownership base so that we have a long-lasting continuity of shareholders and future leaders of the firm. This committee reviews the modeling of anticipated purchases and divestitures of stock and makes recommendations to management and the Board on anticipated funding requirements. They also oversee the yearly nomination and election of new Principals and Associates.

• Audit Committee

  The Audit Committee helps ensure Freese and Nichols' financial stability and solvency by overseeing the annual independent audit and our relationship with our external auditor. This committee reviews internal controls and major financial risk exposures, and oversees the management of the company's investment activities.

• Executive Compensation and CEO Review Committee

  The Executive Compensation and CEO Review Committee reviews and evaluates compensation programs that impact the executive team. This committee sets goals for our CEO, conducts his or her yearly evaluation and determines his or her merit increase/bonus. This committee advocates for our firm's needs to maintain stability and growth, and ensures that the CEO's goals align with our mission, values, and strategic plan. Our current CEO, Brian Coltharp, has annual goals related to our Corporate Social Responsibility initiatives that maintain or improve our quality service, firm growth, recruiting, retention and leadership.

• Risk Management Committee

  While this committee is not Board-run, it was assembled to oversee several areas, including claims, insurance, conflict of interest, and licensing. This Risk Management Committee committee helps our teams to identify or work through any issues that may arise, helps maintain insurance requirements that meet our clients' needs and our standards for doing business, helps manage conflict of interest disclosures to ensure ethical business practices, and helps maintain proper licensing requirements for the states we work in. Additionally, this group helps maintain resources for collaborative project delivery at our firm, helping to foster a collaborative relationship between the owner, engineer and contractor for projects with increasing complexity.

Building Capacity Through

Professional Development

Our founder, Major John B. Hawley, was adamant about the value of education and building our staff capacity from within. Still an integral part of Freese and Nichols’ culture, professional development is highlighted by our first LEADS value: Learn Continuously.

Below are some of the ways we support our team’s professional development.

• Professional Organizations

  One way we support our staff is through their involvement and connectivity to their appropriate professional and technical organizations. Exposure to emerging trends and innovations through these organizations is valuable for both our clients, our communities and our employee’s careers. We pay for staff memberships (either half the cost of two memberships or the full cost of one) in national, state or local organizations related to their technical area.

• Technical Licenses, Registrations and Certifications

  From a capacity standpoint, we want to see our employees grow their proficiency and reputations as technical experts, both locally and nationally. Freese and Nichols supports this by paying for staff license, registration and certification fees, as well as the cost of study courses and materials and the continuing education that is required to maintain them. We allow time for staff to study for their exam with one paid day off, and reward them with a bonus when they pass.

  We feel that by supporting our teams in their continued technical growth, we are actively giving back to our our employees, our clients and our profession. Here are just a few examples of the types of licenses, certifications and registrations that we support: Licensed Professional Engineer (P.E.), Registered Architect (R.A.), American Institute of Certified Planners (AICP), Certified Construction Manager (CCM), Landscape Architect (RLA), Professional Geoscientist (PG), and Certified Public Accountant (CPA).

• Individual Development Plan (IDP)

  The Individual Development Plan (IDP) program began in 2002, and is another example of how we support our profession and our employee’s career goals. During the IDP review, an employee meets with his or her manager to mutually discuss and assess the employee’s career goals and development needs. Not only does this allow managers to look for ways that employee goals can align with overall organizational plans in the short-term, but it also provides an understanding of how an individual's goals can fit into the long-term vision that FNI has for its own future. This is a mutually beneficial program where the both employee and firm goals can be aligned and achieved.