Following our much-discussed economic benefit analysis of Seattle's new Central Library, we were asked by the Friends of the San Francisco Public Library to conduct a similar study for San Francisco. Our Benefit Study assesses both the quantitative and qualitative value of library services to the San Francisco community. Going beyond the traditional analysis of direct benefits, the study identified the indirect benefits accruing to the community by the ongoing presence and operations of the Library, considering such factors as urban redevelopment, community space, and the City's image and identity. The report quantifies the return on taxpayer investment and discusses the challenges and complexities involved in appropriately estimating the economic value of the Library system.

In 2003 we worked with Port staff and Commissioners to create the organization's 2004-06 Strategic Plan. The Plan involved development of a new planning framework; interviews with Port managers regarding strategic issues, opportunities, and challenges; design and facilitation of a senior staff strategic planning retreat; and development of updated strategic goals and objectives. For the 2008-11 Plan, we facilitated a staff workshop and Commission retreat, helped update and streamline the Port's mission statement, designed and facilitated a public outreach process, and led development of a new Plan, which was adopted by the Commission in September 2007.

In response to 2007 legislative direction, the Department of Community, Trade and Economic Development (CTED) commissioned several case studies to assess potential new ways for the State's counties to operate within their current financial constraints. We conducted comparative case studies on selected Washington counties, to evaluate potential cost savings, customer service improvements, and business efficiencies gained by the consolidation of certain functions or positions. The study also involved the conduct of best practices research on various interlocal agreements to determine factors that facilitate or hinder effective cooperative service provisions between counties.

In response to a 2007 legislative mandate, we worked with the Office of Financial Management (OFM) and other agency staff and stakeholders to comprehensively assess the State's current leased facilities planning and management practices, and to develop new agency plans, roles, and processes. The Implementation Plan provides a strategic framework and action plan for the new system. It delineates a new a Statewide leased facilities strategic planning process, defines a new oversight role for OFM, and details specific actions, agency roles, responsibilities, and reporting protocols to meet the requirements of SHB 2366, enacted by the 2007 Legislature.

We developed a 20-year financial model to assess the potential fiscal impacts to the City of SeaTac associated with annexing King County's unincorporated North Highline area. The analysis included an assessment of long-term revenue streams and the incremental operating and capital costs of extending City services, including potential impacts to the fire department and police services contracted with King County Sheriff's Office.

Given that the City's Downtown Strategic Plan was adopted in 2001, it was time for a comprehensive update. We worked with the City to design a new Downtown Advisory Committee (DAC), and worked in close coordination with the DAC, Kirkland Downtown Association, Kirkland Chamber of Commerce, and downtown property owners to identify the district's strategic needs, assets, challenges, and opportunities. The project involved a holistic situation assessment including: analysis of the downtown retail, commercial and housing market; focus group and stakeholder interviews; facilitation of a community meeting; preparation of strategic communications materials; and briefings to the City Council.