Understand the starting point
Review your current plan, programs, finances, and operating context. Hear from the board, staff, and other people whose knowledge the decisions require.
Consulting services / Strategy & planning
Give your strategy a direction people can act on.
Choose the priorities that deserve your attention, the commitments your resources can support, and the steps that will move the work forward.
When this support helps
Start with the situation you face.
Your organization is setting a new direction, responding to change, or trying to turn an existing plan into everyday decisions.
Questions we can work through
- Which needs and opportunities should guide our next decisions?
- What can we responsibly commit to with the people and resources we have?
- What will we stop, postpone, or change to make room?
What we do
A working process, shaped around your organization.
Make the choices
Facilitate conversations about priorities, tradeoffs, and the assumptions behind them. Connect the choices to your mission and the communities you serve.
Plan the follow-through
Translate agreed priorities into actions, owners, resource needs, and review dates. Choose a few useful measures rather than a reporting burden your team cannot maintain.
What you receive
A practical strategy and an implementation plan your board and staff can use.
Your written proposal names the deliverables we will produce together. Depending on the focus, they can include:
- A focused set of strategic priorities and the reasoning behind them
- An implementation plan with owners, milestones, and resource needs
- Agreed progress measures and a schedule for reviewing the plan
- A record of commitments to stop, simplify, or postpone
How we review progress
Look for changes you can recognize in the work.
We agree on the goals and review points before we begin. These are examples of what you may choose to examine together.
- People can explain the priorities and the choices behind them.
- Each agreed action has an owner and a realistic next step.
- The board and staff know when they will review progress and reconsider assumptions.
Related questions
The issue may cross more than one area.
- Program design and evaluation
- Revenue and resource decisions
- Membership and stakeholder engagement
We can address connected questions in one defined project, with a scope that reflects the work your organization needs.
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Let’s talk about what would help.
Start with a complimentary conversation about your organization, your leadership, and the work you want to strengthen.