A Sampling of our clients
Ohio Association of Community Health Centers
By interviewing over 60 medical and administrative staff and facilitating a two-day planning retreat, we produced a three-year strategic plan with action planning for its implementation.
City of West Hollywood, California
This vibrant community recognized that its management team was approaching retirement simultaneously; we designed and imple-mented a leadership development program for over 60 city staff to ensure management succession.
When a major donor gave funds for a forward-looking institution, we designed a strategic planning process to define the Center for Sustainable Horticulture. To expand our view into the future, we added sessions with tomorrow’s clients: fourth and seventh grade students.
City of Mason, Ohio Fire Department
This Fire Department sat on the threshold of a new identity: a new Chief and command staff, new roles for firefighters, in a rapidly-growing city; we helped them define “the Mason Fire Department Way” with staff development to support the concept.
Our strategic planning process led to the reinvention and restructuring of a 30-year-old organization into two distinct regional corporations: BizCap and The Housing Source.
Public Retirement Alternatives
Partnering with the Carillon Group of Raymond James, we have established voluntary early retirement incentive/severance programs which allow local public jurisdictions to "rightsize" without the pain associated with reductions in staffing.
City of Fairborn, Ohio
The City of Fairborn had no demarcated Economic Development staff or programming. At their request, we created a comprehensive economic development strategic plan which established both and has been deemed a success.
City of Lima, Ohio Utilities
Lima, Ohio’s Department of Utilities needed a new management model for the 21st century to reflect fundamental changes in the industry. We partnered with Brown & Caldwell, the largest environmental engineering consulting firm in the US, to create and implement the model.
Oregon District Business Association
Eighteen stakeholders, including community organizations and business leaders, collaborated to create a strategic business plan facilitated by us; the business district recast itself as the Oregon Arts District.
Village of Waynesville, Ohio
In a compact community dominated by the retail antique business, many hats are worn by individuals of a small village staff. We created an inventory of Village services and defined staff responsibilities to maximize limited resources.
Jefferson Township General Levy Campaign
We were asked to create and manage a levy campaign for a township which had not passed a general tax levy in over 30 years, divided by competing urban and rural priorities. Alas, by the narrowest of margins ever, we did not succeed.
Preservation Dayton, Inc.
Over six months, with a 12-member planning team plus community stakeholder sessions, PDI reinvented itself as a major project development entity.
We brought together the Board of Park Commissioners and the Park District staff to craft a renewable strategic plan which balances preservation of open space with stewardship of public funding.
Metropolitan Sewer District of Greater Cincinnati
After creating a strategic plan, and to achieve compliance with the Clean Water Act, this complex and technically sophisticated jurisdiction asked our help in developing cross-department task teams to implement that Plan.
City of Dublin, Ohio
In a two-year role as the lead for organization development within a growing, cutting-edge community, we facilitated an eight-year Strategic Plan developed by 21-member executive team.
Wright State University Medical School Department of Community Health
We conducted a visioning retreat for the medical and administrative staffs of this community-based medical institution, to define the mission and future destination goals of its programs.
City of Monroe, Ohio
Uniting elected and community leadership with internal staff, we created an eight-year strategic plan which formed the basis for a rebranding effort as a '21st Century Community'.
Butler Township [Ohio] Strategic Plan
Townships can be difficult jurisdictions to define; often they are merely “what’s left”. To better define this strategic plan, we pulled numerous key stakeholders from outside entities, and added over sixty community participants.
The Little Art Theatre
We helped a group of local leaders strategically plan the restoration and revival of a community treasure as “the best place to watch a movie, together.”
Downtown Miamisburg, Inc.
We frequently push clients to “redraw the circle” when choosing who is involved in strategic planning; by expanding the circle, new partnerships emerge. This Plan included additional stakeholders who added support and value to its strategies.
Sinclair Community College Criminal Justice Training Academy
As a foundation for their efforts to achieve accreditation, we helped the Academy establish their mission and the definition of what it takes to be a “good cop” in today’s society.
Montgomery County Office of Emergency Management EMA Advisory Board
In a post-9/11 world, fifty area Fire and Police chiefs considered Homeland Security issues as they wrestle with budgetary and societal pressures.
Sigma Phi Epsilon Fraternity [University of Dayton]
The stereotype of college fraternities might not be long term thinking, but SFE recognized the need for visioning, goal setting and planned officer transition for its success. Twenty college-age members plus other stakeholders participated.
City of trotwood fire levy
We facilitated community awareness sessions in support of the fire levy campaign, which was successful in this urban/suburban/rural community facing significant economic challenges.
Affiliate Society of Scientists and Engineers
Their Annual Conference was devoted to our "Successful Lifelong Learning" workshop. The Conference Chair said it was “such a unique and refreshing topic that it made this conference a great success; in baseball terms you hit a grand slam.”
Five Rivers MetroParks
We were asked to design and facilitate a community input process which would ask various sectors of the community how we create initiatives which support the goal of “No Child Left Inside”?
Community Improvement Corporation of Greenville, Ohio
There were unclear boundaries among the Darke County Chamber of Commerce, the Greenville CIC, and other community entities for economic and community development. By bringing the players together we were able to craft a strategic plan which defined CIC roles and responsibilities.
BHDP designs innovative and inspiring workplace environments that improve work processes and positively affect the behaviors of their clients. We facilitated their off-site executive retreat which they used as a basis for strategic planning.
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