Spurred by Greenbrier Parkway development, the intersection of three counties along the Interstate corridor is on the cusp of tremendous population growth. Located within a 10 mile radius of the city of Decatur, the aforementioned Greenbrier development is comprised primarily of industrial factories including manufacturing behemoths Mazda-Toyota, Polaris, and GE Aviation. New job creation from factory recruitment to the park is estimated to be a boon for local economies. The Chamber of Commerce estimates that by 2030 about 20,000 new jobs will have been created. To capitalize on this growth the local school system commissioned a strategic communications plan to improve public perception of Decatur-area schools.

As a matter of course municipalities and school systems are vested in seeking new rooftops and subsequent tax revenue. A public relations campaign to build public awareness, excitement, enthusiasm and support for Decatur City Schools was sought to boost morale of internal and external audiences, and recruit new residents to the city and public schools. 

The school system comprises seventeen schools with about 8,800 students and 550 teachers. The city is fortuitously located near the burgeoning Greenbrier Industrial Park. With factory jobs and blue collar roots in the DNA of the old port town, the traditions and culture of the city best position the locale to recruit new residents seeking jobs in manufacturing.

From primary research conducted, which included one-on-one interviews, field observation, school tours, and analyzing responses to the ‘Climate & Culture Survey’, a comprehensive three-year strategic plan was crafted for the client.

With ten exquisite seasons in the books, a beloved chamber music festival wanted a blueprint to accomplish their goals for the next five to ten years. With devoted fans who returned to the festival year-after-year, and with nearly all sold-out concerts, increasing attendance was not necessarily a driving factor. Instead, first and foremost, their goals lay in expanding a different aspect of their festival. During the course of a week of strategic planning it became clear the chamber music festival's founders had ambitions above and beyond ticket reservations. The nonprofit wished to reach out to new segments of listeners who may not have the opportunity to experience classical music. Along with this goal the group wished to uplift underrepresented and diverse artists by giving them a paid opportunity to serve in an artistic capacity with the festival by programming concerts.

In addition to a social justice component the founders of the nonprofit also committed to forming a Foundation Board to aid with the sustainability of the organization. This panel would help undertake a capital campaign for a building to be used as a music hall and conservatory. Fundraising to build the hall is scheduled to run from 2025-2027, with the facility opening in 2029 to coincide with the twentieth season.