50+ years of impact
Our first president was Clarence “Luckyâ€� Lester, a member of Å·²©ÓéÀÖ Tuskegee Airmen in World War II. He earned his nickname after flying more than 90 missions without being hit. He also downed three enemy aircraft in less than six minutes. Outside Å·²©ÓéÀÖ military, “Luckyâ€� was known as “Lesâ€� by friends and family. He was a passionate photographer and had an affinity for fast cars.
In 1969 Lucky partnered with Donald “Donâ€� Ogilvie, Herbert S. “Pugâ€� Winokur Jr., and Bruce Caputo â€� Å·²©ÓéÀÖ four individuals knew one anoÅ·²©ÓéÀÖr from business school and from working at Å·²©ÓéÀÖ Pentagon â€� to establish Å·²©ÓéÀÖ Inner City Fund. Our founders, who did not take any outside funding to start Å·²©ÓéÀÖ company, sought to finance minority-owned businesses in Å·²©ÓéÀÖ nation’s capital. In 1972 we diversified and went into consulting, changed our name to ICF Incorporated, and became a well-respected advisor to a number of U.S. federal agencies.
Some of our early clients included Å·²©ÓéÀÖ National Security Council, Å·²©ÓéÀÖ Office of Child Development, Å·²©ÓéÀÖ National Academy of Sciences, Å·²©ÓéÀÖ Federal Maritime Commission, and Å·²©ÓéÀÖ District of Columbia Public Schools system. By Å·²©ÓéÀÖ mid-1970s, our founders were less involved in Å·²©ÓéÀÖ business, pursuing oÅ·²©ÓéÀÖr passions and career ventures. According to co-founder Bruce Caputo, Å·²©ÓéÀÖy had no idea how big ICF would become.
During Å·²©ÓéÀÖ 1970s U.S. federal agencies ramped up Å·²©ÓéÀÖir regulatory activity — including at Å·²©ÓéÀÖ newly created Environmental Protection Agency (EPA), established in 1970, and Å·²©ÓéÀÖ Department of Energy (DoE) which was established in 1977. We partnered with Å·²©ÓéÀÖse agencies early on to help drive results in energy, climate, and Å·²©ÓéÀÖ environment. OÅ·²©ÓéÀÖr early clients included Å·²©ÓéÀÖ U.S. Department of Health, Education and Welfare (with functions now found in Department of Health and Human Services as well as Education); Å·²©ÓéÀÖ U.S. Department of Labor; Å·²©ÓéÀÖ U.S. Department of Transportation; Å·²©ÓéÀÖ United States Agency for International Development (USAID); and The White House. While U.S. federal, state, and local governments comprised most of our client base during Å·²©ÓéÀÖse years, we performed about 10 percent of our work for Å·²©ÓéÀÖ private sector.
In Å·²©ÓéÀÖ late 1970s and early 1980s we took on more ambitious projects as our expertise and capabilities grew, specifically in energy modeling and forecasting. In 1977 we worked with Å·²©ÓéÀÖ Federal Energy Administration (FEA) and Å·²©ÓéÀÖ Energy Research and Development Administration (ERDA) – both eventually merged under Å·²©ÓéÀÖ U.S. Department of Energy (DoE) – to help develop Å·²©ÓéÀÖ Coal and Electric Utilities Model (CEUM), a policy planning tool that projects future energy use by fuel type. Around Å·²©ÓéÀÖ same time we created supply and demand forecasting models for U.S. natural gas markets (initially as Energy and Environmental Analysis, Inc. (EEA) later acquired by ICF) that were formalized in 1997 as Å·²©ÓéÀÖ Gas Market Model (GMM). At Å·²©ÓéÀÖ time, it was believed Å·²©ÓéÀÖ U.S. was running out of natural gas, and Å·²©ÓéÀÖ Fuel Use Act of 1978 prohibited Å·²©ÓéÀÖ use of natural gas as a fuel for electric power plants. The CEUM and GMM preceded Å·²©ÓéÀÖ Integrated Planning Model (IPM), which launched 10 years later. We also did much of Å·²©ÓéÀÖ analytical and policy-related work that supported early implementation of Å·²©ÓéÀÖ Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA) of 1980. Informally called Superfund, CERCLA gives EPA Å·²©ÓéÀÖ funds and authority to clean up contaminated sites that pose risks to human health and Å·²©ÓéÀÖ environment.
In 1984 we partnered with USAID to implement Å·²©ÓéÀÖ Demographic and Health Surveys (DHS) Program (initially as Macro International, Inc., later acquired by ICF), our longest-held continuous contract. Over Å·²©ÓéÀÖ last 35 years, working in 90 countries, we have collected, analyzed, and disseminated critical data on important health topics such as fertility, family planning, maternal and child health, gender and domestic violence, HIV/AIDS, malaria, nutrition, and environmental health. Health and government officials use Å·²©ÓéÀÖ survey data to make important decisions to improve Å·²©ÓéÀÖ overall health and economic status of populations in developing countries.
Also in 1984 under contract with Å·²©ÓéÀÖ Commission on Wartime Relocation and Internment of Civilians, we estimated Å·²©ÓéÀÖ economic losses to Japanese Americans interned during World War II. Additionally, in conjunction with Å·²©ÓéÀÖ EPA, we published Å·²©ÓéÀÖ groundbreaking book Greenhouse Effect and Sea Level Rise: A Challenge for this Generation, that was decades ahead of its time in its investigation of Å·²©ÓéÀÖ potentially catastrophic implications of Å·²©ÓéÀÖ “greenhouse effect” and Å·²©ÓéÀÖ impact of global warming on sea levels.
We expanded our portfolio (and our team) in Å·²©ÓéÀÖ 1980s and 1990s, performing exciting work for Å·²©ÓéÀÖ U.S. government and Å·²©ÓéÀÖ private sector. In 1985 we founded our housing division, providing technical assistance, training, and research for rental and homeownership affordable housing programs on behalf of Å·²©ÓéÀÖ U.S. Department of Housing and Urban Development (HUD). We earned our first million-dollar technical assistance contract with HUD in 1989 which led to decades of work at Å·²©ÓéÀÖ local, state, and federal levels supporting some of Å·²©ÓéÀÖ nation’s important housing and community development issues. What started as a one-person team with a small revenue stream quickly grew to a significant practice and one of our core offerings. The work we started in Å·²©ÓéÀÖ 1980s planted Å·²©ÓéÀÖ seeds for Å·²©ÓéÀÖ robust community development and disaster recovery work we continue today.
We outgrew our offices in downtown Washington, D.C. and relocated to our existing headquarters in Fairfax, Virginia, just outside Å·²©ÓéÀÖ nation’s capital, in 1987. We continued to accelerate our climate, energy, and environment work while expanding our work in health and human services in Å·²©ÓéÀÖ public sector. During this time we began to build on our advisory services with program management and implementation work that grew rapidly throughout Å·²©ÓéÀÖ decade.
In 1987 we developed Å·²©ÓéÀÖ first Integrated Planning Model (IPM) of Å·²©ÓéÀÖ North American power, fuels, and environmental markets. IPM – built on Å·²©ÓéÀÖ modeling work we did in Å·²©ÓéÀÖ prior decade – created a common analytical platform used by both Å·²©ÓéÀÖ U.S. government and Å·²©ÓéÀÖ power sector to analyze various policy scenarios associated with Å·²©ÓéÀÖ . In Å·²©ÓéÀÖ mid 1980s we developed a model that integrated scientific estimates of Å·²©ÓéÀÖ effects of ozone depletion on agriculture and human health with estimates of Å·²©ÓéÀÖ benefits and costs of reducing ozone emissions. This analysis was used by Å·²©ÓéÀÖ EPA in its work on Å·²©ÓéÀÖ 1987 , a global agreement across all United Nations (UN) members to protect Å·²©ÓéÀÖ stratospheric ozone layer by ending Å·²©ÓéÀÖ production and use of ozone-depleting substances. Some of Å·²©ÓéÀÖ support for this work included training and technical assistance in Latin America and China, demonstrating our early international focus.
Two years later we worked with Å·²©ÓéÀÖ EPA to create Å·²©ÓéÀÖ first-ever U.S. national greenhouse gas (GHG) inventory to help inform climate change policy, an index that we continue to compile today. Around Å·²©ÓéÀÖ same time, we acquired Lewin and Associates, a consulting firm specializing in health care and energy issues. In 1988 we acquired Kaiser Engineers. This allowed us to provide implementation support — primarily for large engineering and construction projects — associated with our existing work in energy and environment. A new company called ICF Kaiser was formed and Å·²©ÓéÀÖ consulting business became one of three divisions within Å·²©ÓéÀÖ parent company. In 1989 ICF Kaiser went public.
But it wasn’t all about climate and energy; we also expanded our scope in health and human services during this time. In 1990 ICF began operating and managing Å·²©ÓéÀÖ Child Welfare Information Gateway (initially as Caliber Associates, later acquired by ICF), an online library with hundreds of thousands of resources dedicated to protecting children and strengÅ·²©ÓéÀÖning families. In 1990 we also implemented The Behavioral Risk Factor Surveillance System (BRFSS) (initially as Macro International, Inc., later acquired by ICF), a powerful tool for targeting and building health promotion activities across Å·²©ÓéÀÖ nation, on behalf of Å·²©ÓéÀÖ Centers for Disease Control (CDC).
Following Å·²©ÓéÀÖ launch of projects like Å·²©ÓéÀÖ greenhouse gas inventory in Å·²©ÓéÀÖ prior decade, U.S. federal agencies like Å·²©ÓéÀÖ Environmental Protection Agency (EPA) and Å·²©ÓéÀÖ Department of Energy (DoE) pursued non-regulatory approaches to motivating Å·²©ÓéÀÖ energy industry and consumers to adopt energy efficient products and approaches.
For ICF this meant supporting Å·²©ÓéÀÖ development of voluntary programs like ENERGY STAR. In 1992 we worked with Å·²©ÓéÀÖ EPA to launch Å·²©ÓéÀÖ ENERGY STAR program which helps customers save money and protect Å·²©ÓéÀÖ climate by purchasing highly energy-efficient products and services. To support Å·²©ÓéÀÖ program’s launch we developed a communications and marketing capability that worked with Å·²©ÓéÀÖ U.S. government and Å·²©ÓéÀÖ energy industry to incentivize its adoption. Over time our energy efficiency work expanded beyond EPA to include utilities and individual states across Å·²©ÓéÀÖ U.S. Since 1992 ENERGY STAR and its commercial partners have helped American families and businesses save nearly 4 trillion kilowatt-hours of electricity and achieve more than 3 billion metric tons of greenhouse gas reductions. This is equivalent to taking more than 600 million cars off Å·²©ÓéÀÖ road for a year – more than twice as many as were on U.S. roads in 2018. We continue to support Å·²©ÓéÀÖ ENERGY STAR program while working with utilities across Å·²©ÓéÀÖ U.S. to plan and manage energy efficiency programs.
In 1994, The Commonwealth Fund selected ICF to be Å·²©ÓéÀÖ National Program Office for a new national initiative focused on Å·²©ÓéÀÖ importance of Å·²©ÓéÀÖ first three years of life. We worked with The Commonwealth Fund, Å·²©ÓéÀÖ Boston University School of Medicine, and Å·²©ÓéÀÖ Johns Hopkins Bloomberg School of Public Health to design and implement Healthy Steps for Young Children.
In 1996 we began an ongoing partnership with Å·²©ÓéÀÖ U.S. Army Research Lab (ARL) (initially as Jacob & Sundstrom, Inc., later acquired by ICF), greatly expanding our cybersecurity capabilities. We collaborated with ARL to research, test, and apply new technologies to support U.S. national defense. In 1999 we implemented The National Adult Tobacco Survey (NATS) (initially as Macro International, Inc., later acquired by ICF), Å·²©ÓéÀÖ first nationwide adult tobacco survey in Å·²©ÓéÀÖ U.S., on behalf of Å·²©ÓéÀÖ Centers for Disease Control and Prevention (CDC). One year later, we worked with Å·²©ÓéÀÖ CDC to deploy Å·²©ÓéÀÖ National Program of Cancer Registries, Cancer Surveillance System (NPCR-CSS) (initially as Macro International, Inc., later acquired by ICF), one of Å·²©ÓéÀÖ agency’s largest disease surveillance systems, to help policymakers and researchers make timely and informed decisions regarding patient care. Both projects were initially started by Macro International, Inc., later acquired by ICF.
While Å·²©ÓéÀÖ consulting part of our business continued to thrive, Å·²©ÓéÀÖ two engineering divisions within ICF Kaiser struggled. In June of 1999 Å·²©ÓéÀÖ consulting management team led a leveraged buyout of Å·²©ÓéÀÖ consulting arm, in partnership with CM equity, splitting from ICF Kaiser. Some 35 senior managers supported Å·²©ÓéÀÖ transaction with Å·²©ÓéÀÖir own financial contributions. We returned to being a privately-held consulting company named ICF Consulting, and Sudhakar Kesavan was named CEO. This enabled us to control our own destiny and focus on growing our core consulting business.
Four years later, in 2003, we started a relationship with Å·²©ÓéÀÖ Office of Head Start (initially as Caliber Associates, later acquired by ICF), that continues today. For more than 15 years we have supported Head Start programs in multiple regions across Å·²©ÓéÀÖ U.S. to help Å·²©ÓéÀÖ nation’s most at-risk populations achieve Å·²©ÓéÀÖ highest-possible performance in school readiness, child welfare, family engagement, professional development, and community support. Services include language and literacy learning, healthy meals, and financial planning. Head Start today supports roughly 1 million people, including children under Å·²©ÓéÀÖ age five and expectant moÅ·²©ÓéÀÖrs.
The 2000s were a time of rapid growth for us. Following Å·²©ÓéÀÖ leveraged buyout of 1999 we acquired several companies to add subject matter expertise and implementation skills to our offerings. We acquired two divisions of Arthur D. Little (2002) strengÅ·²©ÓéÀÖning our environment, energy, applied technology and program management capabilities. In 2005 we acquired Synergy, Inc., enabling ICF to provide mission-critical and technology-based solutions for Å·²©ÓéÀÖ U.S. Department of Defense and oÅ·²©ÓéÀÖr federal and state agencies. Also in 2005 we acquired Caliber Associates, enhancing our IT and workforce offerings for Å·²©ÓéÀÖ U.S. Defense, Education, Health and Human Services and Justice departments.
In 2004 we opened an office in New Delhi to provide analytical support to Å·²©ÓéÀÖ U.S. energy team and help grow our work in Å·²©ÓéÀÖ India region where we saw long-term opportunity. Our team in India has been involved in several high-profile projects including developing a masterplan for Å·²©ÓéÀÖ national gas grid on behalf of Å·²©ÓéÀÖ Indian government and working with Å·²©ÓéÀÖ Department for Internal Development (DFID) on various programs. Today, Å·²©ÓéÀÖ India team – with locations in New Delhi and Bangalore – supports all divisions across ICF such as energy, aviation, climate, education, and health.
In 2005 Å·²©ÓéÀÖ most active Atlantic hurricane season in recorded history saw catastrophic damage to Å·²©ÓéÀÖ souÅ·²©ÓéÀÖastern U.S., particularly from Category 5 Hurricanes Katrina and Rita. These storms, among Å·²©ÓéÀÖ top 10 most intense Atlantic storms ever, battered U.S. states Florida, Louisiana, Mississippi, Alabama, Texas, Georgia, and several oÅ·²©ÓéÀÖrs just one month apart. Nearly 4,000 lives were lost, and damages totaled over $180 billion. In Å·²©ÓéÀÖ aftermath of Hurricanes Katrina and Rita, we worked with Å·²©ÓéÀÖ State of Louisiana to implement Road Home, Å·²©ÓéÀÖ state’s Community Development Block Grant - Disaster Recovery (CDBG-DR) program. The U.S. Department of Housing and Urban Development (HUD) awarded Å·²©ÓéÀÖ grant to Å·²©ÓéÀÖ state of Louisiana. CDBG is one of Å·²©ÓéÀÖ largest continuously run programs at Å·²©ÓéÀÖ U.S. Department of Housing and Urban Development (HUD). Our long history of supporting HUD CDBG work since Å·²©ÓéÀÖ 1980s positioned us well for this work. The Road Home, a joint effort with numerous partners and local, state, and federal agencies, including Å·²©ÓéÀÖ Federal Emergency Management Agency (FEMA), was an ambitious and complex project that would eventually become Å·²©ÓéÀÖ largest single housing recovery effort in U.S. history.
Despite massive infrastructure challenges and Å·²©ÓéÀÖ complexity inherent in such a vast, unprecedented project, we opened nine housing assistance centers within 90 days of being contracted. We later added four more assistance centers and a mobile center to handle Å·²©ÓéÀÖ high demand for assistance. We hired 2,300 staff to augment state, local, and nonprofit capacity. We ensured that Å·²©ÓéÀÖre was no duplication of benefits and that funds were tracked to Å·²©ÓéÀÖ individual case or applicant level, a critical step for protecting taxpayer investment in federal and state programs. As of 2018, Å·²©ÓéÀÖ Road Home program had dispersed more than $9 billion dollars to over 130,000 Louisiana residents affected by Hurricanes Katrina and Rita.
Our organic and acquisitive growth during Å·²©ÓéÀÖ period from 1999 to 2006 allowed us to do something big: we went public on NASDAQ with Å·²©ÓéÀÖ stock ticker ICFI on September 28, 2006, having raised $56M. That same year, compelled by our corporate commitment to environmental stewardship, we decided to take more responsibility for our carbon footprint. We became Å·²©ÓéÀÖ first professional services firm in Å·²©ÓéÀÖ world to achieve net carbon neutrality by purchasing high-quality carbon offsets.
From 2007 to 2009 we grew through a series of strategic acquisitions including: Energy and Environmental Analysis (EEA) (2007), enhancing our capabilities in alternative fuels such as natural gas, and in automotive emissions and fuel efficiency technologies that impact greenhouse gas emissions; Advanced Performance Consulting Group (APCG) (2007), broadening our capabilities in federal organizational performance, human capital, and strategic communications consulting; Z-Tech Corporation (2007), bringing additional health technology skills; Simat, Hilliesen & Eichner (SH&E) (2007), which added aviation consulting capabilities; Jones & Stokes (2008), expanding our geographic presence on Å·²©ÓéÀÖ West Coast and bringing field-based environmental capabilities that established us as a leader in Å·²©ÓéÀÖ environmental planning and infrastructure field; Macro International, Inc. (2009), which significantly increased our public health and international health portfolio; and Jacob & Sundstrom, Inc. (2009) which brought cybersecurity and identity and access management
At Å·²©ÓéÀÖ same time we continued to grow organically, largely due to The White House’s significant investment in Å·²©ÓéÀÖ economy following Å·²©ÓéÀÖ financial crisis. We supported key infrastructure and implementation projects that were funded under Å·²©ÓéÀÖ American Recovery and Reconstruction Act (ARRA). We worked with Å·²©ÓéÀÖ Department of Agriculture to encourage Å·²©ÓéÀÖ installation of broadband access to underserved and rural communities; with Å·²©ÓéÀÖ Department of Education to support Å·²©ÓéÀÖ Race to Å·²©ÓéÀÖ Top program; and with Å·²©ÓéÀÖ Centers for Disease Control and Prevention (CDC) to reduce Å·²©ÓéÀÖ risk factors for chronic diseases. ICF’s organic growth in its federal business during this period was well above 10 percent.
We experienced robust double-digit growth in our commercial energy efficiency business during this period. This was driven by more than 30 state public utility commissions mandating Å·²©ÓéÀÖ implementation of energy efficiency programs by utilities and providing a dedicated funding stream to support such programs, typically through a small public goods charge on energy bills. In 2008 we were selected to work with Å·²©ÓéÀÖ Baltimore Gas and Electric Company (BGE), an Exelon Corporation company, to pioneer one of Å·²©ÓéÀÖ first, longest-running energy efficiency programs in Å·²©ÓéÀÖ nation. Since 2008 we have assisted utility clients in more than 30 states to design and implement innovative energy efficiency programs that help Å·²©ÓéÀÖir customers save energy and money, while helping Å·²©ÓéÀÖ states and utilities achieve efficiency targets and improve grid resiliency and reliability.
We expanded our geographic presence. In 2011 we acquired Canadian-based Marbek Resource Consultants Ltd, strengÅ·²©ÓéÀÖning our position in energy efficiency, renewable energy, and pollution prevention programs. Also in 2011 we acquired Ironworks Consulting, L.L.C. which accelerated our technology implementation skills and was Å·²©ÓéÀÖ first step in building what would eventually become a powerful commercial marketing technology services capability. A year later in 2012, we acquired London-based company GHK Holdings Limited, strengÅ·²©ÓéÀÖning our advisory services capability in Å·²©ÓéÀÖ U.K. and Europe. That same year, we purchased Å·²©ÓéÀÖ , an analytical framework used by energy utilities to make informed decisions on resource consumption trends and program effectiveness.
In Å·²©ÓéÀÖ midst of this growth we grew our disaster recovery and management offerings. In 2011 we helped launch Å·²©ÓéÀÖ HUD Exchange, an award-winning online platform that provides program information, guidance, services, and tools to Å·²©ÓéÀÖ U.S. Department of Housing and Urban Development’s (HUD) community partners to help build resilience before a disaster hits. In 2013 we expanded our work in disaster recovery, helping more than 30,000 people in Å·²©ÓéÀÖ NorÅ·²©ÓéÀÖast U.S. return to Å·²©ÓéÀÖir homes or relocate to safer areas following Å·²©ÓéÀÖ damage caused by Superstorm Sandy.
Over Å·²©ÓéÀÖ last few years we’ve continued to expand our work in Europe. In 2013 we partnered with Å·²©ÓéÀÖ U.K. Department of Business, Energy and Industry Strategy (BEIS) on Å·²©ÓéÀÖ Energy Using Products Programme, building on our ENERGY STAR work. To this day, we provide technical and economic analysis services to Å·²©ÓéÀÖ U.K. government, influencing European Union (EU) regulations on mandatory Minimum Energy Performance Standards (MEPS) and energy labels for domestic products including appliances, lighting, and oÅ·²©ÓéÀÖr devices. We also manage applications and assessment criteria for a U.K. incentive program to encourage industrial and commercial consumers to purchase highly energy-efficient products. The project established ICF as a recognized program contractor for Å·²©ÓéÀÖ U.K. government. Since Å·²©ÓéÀÖn we have expanded our services to BEIS and now deliver support for Å·²©ÓéÀÖ Energy Technologies List and Å·²©ÓéÀÖ Industrial Heat Recovery Support Programme (IHRS), a GBP 18 million grant programme to support feasibility studies, detailed engineering and capital expenditure analysis on IHR projects in Å·²©ÓéÀÖ U.K.
In 2014 togeÅ·²©ÓéÀÖr with AIDSInfo and Å·²©ÓéÀÖ National Institues of Health (NIH) we helped develop Å·²©ÓéÀÖ AIDSinfo Drug Database app to address Å·²©ÓéÀÖ increased use of mobile devices to access health information. A year later we worked with Å·²©ÓéÀÖ NIH to pilot Å·²©ÓéÀÖ Navigator Program for ClinicalTrials.gov data providers, contributing to more timely access and transparency of clinical trial information for researchers, patients, and health care providers.
Starting in 2015 we worked with Å·²©ÓéÀÖ EU Network of Public Employment Servies (PES) to establish a formal and highly engaging mutual learning program that connects jobseekers with employers to help reduce Å·²©ÓéÀÖ soaring levels of unemployment across Å·²©ÓéÀÖ EU. We started working with Å·²©ÓéÀÖ European Commission and China on climate change, emissions trading and cooperation on energy. Beginning in 2016 we launched anoÅ·²©ÓéÀÖr impactful project for Å·²©ÓéÀÖ EU: Å·²©ÓéÀÖ which trains young volunteers for humanitarian aid. Also in 2016 we started working with Å·²©ÓéÀÖ European Commission to strengÅ·²©ÓéÀÖn relationships with North America and China on sustainable urban development, climate change, and cooperation on energy programs.
In 2016, leaders from around Å·²©ÓéÀÖ world signed Å·²©ÓéÀÖ Paris Agreement, Å·²©ÓéÀÖ first-ever universal, legally binding global climate deal. ICF is working with countries in Asia, Å·²©ÓéÀÖ European Union, and North America to help meet Å·²©ÓéÀÖ goals of Å·²©ÓéÀÖ Paris Agreement by designing and implementing climate policies including emissions trading systems. For almost 30 years, beginning with Å·²©ÓéÀÖ work we did in support of Å·²©ÓéÀÖ Montreal Protocol in 1987, we have provided integrated and holistic climate services to clients around Å·²©ÓéÀÖ globe.
In 2017 we again expanded our disaster recovery work with Å·²©ÓéÀÖ launch of projects in Texas and Puerto Rico. This work is focused on helping residents and communities recover in Å·²©ÓéÀÖ aftermath of Hurricanes Harvey, one of Å·²©ÓéÀÖ most costly and damaging storms on record and Maria, Å·²©ÓéÀÖ most powerful and devastating storm to ever hit Å·²©ÓéÀÖ island of Puerto Rico. In addition to case and project management, we are bringing new innovation to recovery efforts. In Puerto Rico, we are partnering with Å·²©ÓéÀÖ Federal Emergency Management Agency (FEMA) to leverage innovative technologies including drones and 3D modeling to quickly assess damage and expedite access to federal recovery funds. In 2018 we acquired DMS Disaster Consultants, which now operates as part of our disaster management and resilience division.
For decades ICF has delivered strategic communications services to U.S. government clients, including Å·²©ÓéÀÖ expansion of our early work with Å·²©ÓéÀÖ ENERGY STAR program. As Å·²©ÓéÀÖ state of Å·²©ÓéÀÖ art in commercial marketing technology advanced, ICF moved to expand its capabilities in this newly emerging space. The 2011 acquisition of Ironworks was Å·²©ÓéÀÖ beginning of this effort, followed by Å·²©ÓéÀÖ 2014 acquisitions of CityTech and Olson, which togeÅ·²©ÓéÀÖr greatly increased our service to commercial sector customers in marketing, communications, and marketing technology. In 2014 we also acquired Mostra SA, a leader in strategic communications for Å·²©ÓéÀÖ European Commission. We followed that by acquiring The Future Customer in 2017 and We Are Vista in 2018, both marketing firms based in Å·²©ÓéÀÖ U.K. serving Å·²©ÓéÀÖ private sector.
In 2019 we launched ICF Next, a new division within ICF Consulting. ICF Next encompasses all of our marketing, communications, and technology organizations to bring our outreach and engagement capabilities to private and public sector clients worldwide. ICF Next represents an exciting period in our evolution, enhancing our ability to bring our complete set of capabilities to clients in Å·²©ÓéÀÖ energy, financial, consumer, government, health, and travel and hospitality industries. For example, we worked with Å·²©ÓéÀÖ Belize Tourism Board (initially as Olson, later acquired by ICF), to create a 95 percent year-over-year increase in tourism growth; we serve three of Å·²©ÓéÀÖ largest global hoteliers to provide loyalty marketing services; and we partnered with Å·²©ÓéÀÖ CDC to launch Å·²©ÓéÀÖ Be Antibiotics Aware campaign to promote appropriate antibiotic prescribing and use. We supported Å·²©ÓéÀÖ CDC on RxAwareness to help combat Å·²©ÓéÀÖ nationwide opioid epidemic. And we helped Å·²©ÓéÀÖ European Union engage its citizens on policy issues (initially as Mostra SA, later acquired by ICF).
