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BUSINESS NEWS AECOM AWARDED U.S. NATIONWIDE PROGRAM MANAGEMENT SERVICES CONTRACT TO SUPPORT FEMA’S DISASTER RESILIENCE EFFORTS AECOM, the world’s trusted infrastructure consulting firm, today announced that the U.S. Department of Homeland Security’s Federal Emergency Management Agency has awarded AECOM a single- award professional services contract that has a one year base period with two one- year option periods that can be exercised at the government’s discretion to provide advisory and program management services to its four Consolidated Resource Centers in Winchester, Virginia; Denton, Texas; Sacramento, California, and Guaynabo, Puerto Rico. Under the contract, AECOM will support FEMA’s Public Assistance grant program which is focused on repairing and/or replacing damaged public infrastructure after catastrophic disasters. “The delivery of FEMA’s Public Assistance Program will allow state, tribal and local governments, and disaster relief
nonprofits to quickly respond and drive the recovery of communities impacted by major disasters,” said Lara Poloni, AECOM’s president. “This critical work ties directly into our Sustainable Legacies strategy, rooted in our commitment to deliver a better world. Our vision, world- class technical teams, and leadership in disaster resiliency uniquely positions us to bring this critical program to completion.” CRCs were established to improve the efficiency, precision, and transparency of FEMA’s Public Assistance Program. AECOM will support FEMA’s mission to validate, consolidate, collate, and review infrastructure projects, as well as provide technical support for Environmental Planning and Historical Preservation (EHP) and insurance. This critical work provides communities impacted from disasters with resources to recover more quickly. AECOM will also help FEMA meet and deliver their equity commitments, by providing critical disaster support to underserved communities.
“We’re proud AECOM has successfully interacted with FEMA for more than 40 years on community resiliency initiatives,” said Karl Jensen, executive vice president of AECOM’s National Governments business. “Leveraging our team of highly skilled technical staff, many who have dedicated their careers to supporting FEMA’s mission, AECOM is well positioned to enhance the delivery and processing of these federal grants to build better, stronger, more resilient infrastructure nationwide.” AECOM is the world’s trusted infrastructure consulting firm, delivering professional services throughout the project lifecycle – from advisory, planning, design and engineering to program and construction management. On projects spanning transportation, buildings, water, new energy, and the environment, public- and private-sector clients trust AECOM to solve their most complex challenges.
From a long-term perspective though, this way of thinking can cause tremendous harm for you, your team, and your company. Mastering the art of delegation allows you to take what has made you special and replicate it throughout the firm, providing a boost in three key ways: 1. Time. There aren’t enough hours in the day for you to do it all. Delegating work to others can help prevent your own burn out, and allows you to… 2. Focus. Delegating work that can be done by others will allow you to focus on the work where you provide unique value and contribution. As Michael Hyatt says in his book Free to Focus , “Delegation means focusing primarily on the work only you can do by transferring everything else to others who are more passionate about the work or proficient in the tasks.” Focusing on your unique areas of strength and value will ultimately facilitate… 3. Growth. If the people under your care are not growing in their skills and abilities, then you aren’t able to grow in yours, which could stifle the growth prospects of the whole firm. When talking about company growth, most firms focus heavily on the revenue portion of the equation, without sufficiently scrutinizing the development of talent required to perform on the increased revenue. Effective delegation throughout the firm is like a skeleton key that unlocks the firm’s ability to grow, individuals to develop their skills, and young managers to better balance their work and personal lives. So where to begin? Here are some tips to get you started:
■ If someone can do a task 80 percent as well as you can, hand it off immediately. Too often we hold out for perfection, but that’s an unrealistic framework. Trust the person to do the work, be patient as they work out the kinks of that last 20 percent, and be flexible on the execution; they might think of even better ways to do the task! ■ Teach the process so you can delegate the outcome. For someone performing a task for the first time, have the patience to walk them through your processes and check in at appropriate milestones along the way. While at first this can seem like micromanaging, once they understand what they’re doing and why your oversight can dial down, and they can take full responsibility for the outcomes. aspects of your job and role that are unique to you, focus your time and energy on those, and find ways to delegate the rest. You might enjoy designing in Revit, but there are likely several people in your firm capable of serving that function. Delegation is a classic example of something that is simple but not always easy. There is no time like the present to develop this skill for yourself, so that you can unlock the full potential of the firm and the talent in your charge. You’re great at what you do; finding ways to clone those traits in others is like the rising tide that lifts all boats. Good luck! ■ Know where you provide unique value. Identify the Morgan Stinson is chief operating officer at EEA Consulting Engineers. Contact him at morganstinson@eeace.com.
THE ZWEIG LETTER SEPTEMBER 30, 2024, ISSUE 1555
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