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CEO Mike Bontrager shares about our purposes values
View Our Open Positions

Our purposes and values are what define us

At Chatham, we have sought to build a company where our collective common bond around our purposes and values is obvious to our clients, partners, vendors and communities. Our purposes—the reasons for our existence—inspire us to the level of excellence for which we are known. And our values provide guardrails on our journey toward accomplishing our purposes.

Our Purposes

Since our founding, Chatham has embraced a multiple bottom line philosophy that can be best summed up in our company’s recognized five purposes. These purposes articulate why we exist:

Impact our communities and the world. Chatham seeks to combine our time, financial resources, and unique capabilities to better our communities and address global problems.

Impact Chathamites. Chatham seeks to create a vibrant culture in which Chathamites develop and thrive both professionally and personally.

Impact our clients. Chatham seeks to earn each client’s trust and partner with them for mutual success.

Impact markets. Chatham seeks to make the markets we serve fair, safe, and transparent.

Impact purpose-oriented investors. Chatham seeks to provide strong, long-term financial returns to current and future generations of investors who steward our purposes, values, and culture.

Act with honesty and integrity. We strive to align our thoughts, speech and actions so that we do what is right, just and fair, even when no one is looking. We will be honest with each other, with our clients and with ourselves, regardless of the consequences.

Respect each individual. We want to treat each other with respect and dignity. We strive to serve our fellow team members and help them achieve their full potential. We respect that a person’s life outside of work is important.

Do excellent work. We strive to do the best work possible. We believe that good is the enemy of great and will not be satisfied with mediocrity.

Work together. Individual success is best achieved through team success and a focus on ‘we’ rather than ‘me’. We work to accomplish great things together and share information freely.

Build long-term relationships. We always invest in our relationships with our clients, business partners and team members with a long-term perspective in mind. Recognizing that trust is a critical element to any long-term relationship, we seek to earn and develop it with others.

These purposes are the reasons Chatham exists and provide the inspiration for building an organization of like-minded individuals who are driven in both thought and action toward making a difference.

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Charles Hughes
Urban Policy Infrastructure Transportation


Many roads, bridges, sewers, pipelines, and other infrastructure need repair. New facilities should also be built where economic and social conditions warrant. Yet even where money is not an obstacle, the reviews that are required by the National Environmental Policy Act (NEPA) can be a significant source of delay. The average time to complete a final Environmental Impact Statement (EIS), for example, was 5.1 years in 2016. Only 16% of them were completed in two years or less.

Lengthy reviews introduce uncertainty, add to the costs, and threaten the viability of infrastructure projects. Meanwhile, existing facilities continue to deteriorate as proposed upgrades or replacements wind their way through federal and state regulatory bodies. The problem is long-standing, and Congress has taken a number of steps over the last several years to streamline the process.

This paper assesses their effectiveness and proposes some additional changes, including:

With the implementation of these recommendations, federal agency resources would be freed to deal with the complex projects that require more comprehensive review, reducing the time for projects that pass muster to begin.


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Home / Journal of Customer Behaviour , Volume 10,Number 3
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Source: Journal of Customer Behaviour , Volume 10,Number 3, Autumn 2011, pp. 271-289(19)

Publisher: Westburn Publishers Ltd


The concept of identification, stemming from social identity and organisational identification theories, has been primarily used to describe the deep and meaningful relationships consumers form with companies; however it has recently been applied in a consumer-brand relationship context. Drawing on previous work on relationship marketing, branding and consumer-company identification, this paper suggests that consumer-brand identification is positively related to consumer-brand relationship quality. Furthermore, a conceptual framework is developed, integrating variables that influence consumer-brand identification and relationship quality, and exploring the existence of common antecedents to the two constructs. Several implications of the proposed framework for future academic research as well as for managerial practice are suggested.
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