Recent Projects
The team crafted a plan that engaged the local CAS center leadership in program development and established sustainable center budgets. Within days after project completion, CAS jump-started implementation of our recommendations.
The team developed a brand positioning document, including mission and values, and a statement summarizing that position for key audiences such as donors, parents, students and school personnel.
Informed by Community Partners’ research and expertise on best practices as well as interviews with DVCC Board members regarding the strengths, weaknesses, opportunities, and threats the team provided an opportunity to clarify the roles and responsibilities of the Board and to strengthen the alignment among Board members and between the Board and the Executive Director.
In a series of working sessions with the client task force, goals and criteria for ideas were chosen and ranked, relevant examples at several other nonprofits were studied, opportunities identified for Fellowship Place were evaluated, and execution guidance based on experience elsewhere was discussed.
In a structured, two-hour session, the Community Partners team brainstormed ways of increasing visitor traffic and identified steps to broaden the awareness of – and deepen interest in – Franklin Street Works among people likely to be interested in their exhibitions, leading to an increase in visitors and community support.
A four-person Community Partners team used Google Survey to identify target audiences and ran surveys among visitors of other area attractions to develop a marketing plan focusing on different tactical approaches for different market segments.
In two working sessions, we examined the primary types of private funds sources that support educational initiatives in their communities, some examples from public sources, their likely interests and motivations, and messages about the Matthew Gaffney Foundation that might appeal to those sources.
03/13/2021
Partners helped position the organization for the next three to five years to ensure they can not only maintain the current level of support to their participants but also ensure room to grow their impact within the community.
In two working sessions with a committee of the board and its senior staff, the Community Partners team profiled the kinds of organizations that support educational initiatives in their communities along with current examples.
The team interviewed key employees to understand their roles and responsibilities, work processes, supporting data and systems, as well as constraints and bottlenecks. The team assessed current processes and staffing levels and identified opportunities to simplify and improve processes. The team recommended a structure that provided the needed functional abilities, facilitated key processes, leveraged employee abilities and experience, and provided better workload balance.