King County Commission on Governance:
Report and Recommendations

OVERVIEW:
Research, policy analysis, strategic business planning, public outreach and facilitation of a Council-appointed citizen Commission. The Commission studied and made recommendations regarding the County’s lines of business, funding, and governance structure, given the County’s cyclical and structural funding shortfalls.

OUTCOME: The Commission’s report was adopted unanimously by the Council and multiple components were implemented. The Council issued a report on its progress the following year.

Report of the King County Sheriff’s
Blue Ribbon Panel

OVERVIEW:
Management of an Expert Review Panel convened to address employee misconduct and discipline issues in the Sheriff’s Office, following a series of investigative reports in the Seattle Post-Intelligencer.

PROCESS AND ANALYSIS:
We conducted confidential interviews with deputies, performed a nationwide best practices analysis of police accountability systems, interviewed national leaders on police accountability, conducted a strategic situation assessment, and developed a framework for Panel recommendations. Panel meetings were televised and covered by the media, making discussion of sensitive issues an ongoing challenge.

PUBLIC OUTREACH:
We designed and facilitated public meetings, developed content and layout for the Panel’s website, prepared email and mailing list processes for citizens to contact the Panel, and coordinated media coverage for the Panel.

OUTCOME:
The Panel reached consensus on their report, including 43 findings, six major recommendations, and 36 implementing actions. The Sheriff’s website details implementation status of the recommendations.

City of Seattle Families & Education Levy:
Citizens Advisory Committee Final Recommendations

OVERVIEW:
Management and facilitation of a 43-member Citizen Advisory Committee appointed by the Mayor to achieve consensus on a renewed Families & Education Levy, which was expiring.

PROCESS AND PRODUCTS:
Working with the CAC, we developed policy principles, a vision and analysis of the current Levy funding, and recommendations for performance outcomes for the renewed Levy.

PUBLIC OUTREACH:
We designed, managed, and facilitated a broad-based community outreach program, with a Citywide community forum, small group meetings for community groups, and a brochure and survey translated into 10 languages. More than 40,000 surveys were distributed; we managed the tabulation of responses and data analysis.

OUTCOME:
The Committee achieved a robust consensus on their recommendations. The Committee’s Levy renewal proposal was endorsed without change by the Mayor’s Office and the City Council, and was approved by citizens in a September 2004 ballot measure.

Downtown Parks Renaissance: A Strategy to Revitalize Seattle’s Public Spaces

OVERVIEW:
Facilitation of a citizen Task Force, in collaboration with Parks staff and the Downtown Seattle Association. The Task Force developed a vision, strategic situation assessment, and recommendations for an interconnected system of unique parks and downtown public spaces.

PRODUCTS:
We crafted a final report, with a graphic identity, project logo, map, and tagline. We also prepared a folio-a succinct executive summary handout that summarized the vision and key recommendations.

IMAGINE SNOHOMISH: Promoting
Vitality and Preserving Character

OVERVIEW:
Development of a Citywide strategic plan to guide and align the City’s investments, budget priorities, and staffing decisions. Facilitation of a 19-member Community Advisory Committee, community forums and a Council retreat. Council was engaged and supportive throughout the process.

ANALYSIS AND PROCESS:
We prepared economic and demographic profiles, market trends analysis, a fiscal sustainability analysis, facilitated Advisory Committee’s meetings, designed and facilitated two very successful community meetings, and prepared the Strategic Action Plan.

OUTCOME:
In January 2007, the City Council unanimously adopted the Plan. The Council also agreed to align its annual budget process and appropriations with the Strategic Plan, thereby establishing a long-term framework for strategic City investments and new ways of conducting City business.

University of Washington Information School Strategic Plan: Vision in Action 2007-2012

OVERVIEW AND ROLE:
We served as a strategic advisor, process designer, and facilitator to the Information School’s Dean and Associate Dean of Administration.

PROCESS AND WORK:
Working in close collaboration with a staff and faculty Strategic Planning Group and a project management team, we helped craft the School’s first Strategic Plan. The School undertook a year-long, comprehensive, and inclusive strategic planning process, fully involving the whole iSchool community. We advised the team on SWOT interviews, designed, and facilitated a 70-person all-school retreat, collaborated on Plan content and wording, and designed the layout of the final Strategic Plan.

OUTCOME:
The whole community came together to support, endorse, and celebrate the final Plan. The School has an action-oriented Plan with an Implementation Timeline to help propel it forward to achieve its vision and guide its next chapter of success and growth.

Broadway Economic Vitality Action Agenda 2006-08: A Strategy for an Economically Vital, Livable, Unique Urban Community

OVERVIEW:
Design and facilitation of a community task force appointed by the Mayor to develop an action strategy to revitalize Seattle’s Broadway neighborhood business district.

OUTCOMES:
We developed a comprehensive Economic Vitality Plan for the district, which led to re-formation of the Capitol Hill Chamber of Commerce and a two-year City investment strategy for the area. We were asked to continue working with the group once the Plan was completed, helping community leaders to develop systems and build capacity.

OUTCOMES:
The City and community are actively working together to improve the district. A “Clean Sweep” event brought out energetic volunteers, and the business community sponsored equipment and publicity. Businesses have contributed cash and office space for the new Chamber, which has new staff, logo, and a website.

In 2006, we prepared a Strategic Economic Development Vision and Action Agenda, endorsed by the County Executive and adopted by the County Council. The Plan focuses on primary job creation and brings together three County departments—Economic Development, Public Works, and Planning and Land Services—to work on infrastructure development, planning policies, and regulatory improvements to make Pierce County a great place to do business.

PRODUCTS AND OUTCOMES:
In Phase 1, we interviewed 75 business leaders and stakeholders, and recommended organizational and office location changes for the County’s Economic Development Division. Recommendations were implemented in 2004.

Inventory and Evaluation of the State’s Public Infrastructure Programs and Funding

OVERVIEW:
In response to a legislative proviso, we inventoried and comprehensively evaluated the State’s programs and funding mechanisms for making infrastructure investments at the local government level.

PRODUCTS AND OUTCOMES:
We conducted a national best practices review; interviewed more than 150 stakeholders including grantees, legislators, and agency staff; crafted strategic maps, schematics, and flow charts to characterize and assess the current system; and prepared a systemic analysis of Washington’s policies, programs, and practices. The final report—with recommendations on strategic framework and policy direction; management systems and processes; and organizational structure—is the basis for ongoing policy discussions within the State.

Washington State Parks and Recreation Commission: Capital Budget Development, Execution, and Monitoring Process

OVERVIEW:
In response to legislative questions about the efficiency and effectiveness of capital budget processes in various State agencies, we conducted a systemic analysis and issued recommendations for improvements to the agency’s capital planning process.

PRODUCTS AND OUTCOMES:
We identified, mapped, and evaluated the current capital budgeting process, assessing how its processes relate to models of best practices nationally. We analyzed how the current system is operating from an outcomes perspective, and how agency processes fit within the larger State budget system. Based on our 2006 report and recommendations, the legislature asked the agency to prepare a 2007 Implementation Plan. We are working with Parks on that Plan, assisting with a statewide agency planning effort.