Page 126 - 2022 Annual Report 2022 01.18 0528
P. 126

MUNICIPAL FY 2023 STRATEGIC INITIATIVES
               As the municipal sector reviews our five-year strategic objectives, we will continue to make strides on
               prior years’ goals that have been completed or partially executed, however our key areas of focus for
               fiscal year 2023 are as follows:

               GOAL 1   BUSINESS DEVELOPMENT EFFORTS
               Review options to grow practice by 10%. Utilizing the Blue Ocean strategy system, we are reviewing
               potential revenue streams from new sources within our existing submarkets and building typologies.

               •   New submarkets: Mixed use projects featuring fire service components has been an ongoing pursuit
                   for the Reston team.

               •   New typology/product offering: In the fire service sector, have been coordinating efforts to meet
                   new demands for combined space needs analysis and project location studies. Traditionally, these
                   location studies have taken place from several months to as much as a year in advance of our space
                   needs studies. To beat our competition to the pursuit, we’ve been teaming with IFCA Consulting to
                   provide a joint service product to clients. Thus far, we have won three projects using this approach.
                        Objective 1     Create “Market Development Plans” for several initiatives.

                                       •   A team is working on developing marketing collateral and SWOT analysis
                                          for a county level initiative.
                                       •   Referendum Process: A cross market and cross offices team has been
                                          meeting to discuss marketing collateral and how regions handle
                                          referenda.
                        Objective 2    Review option for new funding sources beyond municipalities. For example,
                                       State funded projects such as CDB, as well as counties for court projects, etc.

                                       •   County and State level funding
                                       •   Continued CDB relationship building
                                       •   Continued developer led projects
                        Objective 3    Review current strategies for Texas market: Fort Worth and Austin

                                       •   We are reviewing candidates for a public safety subject matter expert.
                                       •   Ongoing Texas marketing specific bi-weekly meetings
                                       •   An 18 month recreation plan for the Texas market is being developed
               GOAL 2   THOUGHT LEADERSHIP AND SUBJECT MATTER EXPERTISE
               Implement more aggressive approach to subject matter expertise strategies.

                        Objective 1    Subject Matter Expertise at Conferences
                                       •   National:
                                          •   Continue to speak at AAJ, IACP conferences the police market.
                                          •   Continue to speak at the Fire Station Style, Fiero Conferences.
                                              Additional opportunities as they arise. Develop content for Park and
                                              Recreation speaking opportunities.




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