The goal of this engagement was to clarify roles and responsibilities between EPIC’s staff and its highly engaged volunteer Board. We helped EPIC develop consensus around action priorities and assign items to volunteers and staffers as appropriate.
We helped this organization, which is headquartered in Washington, DC but has operations in Thailand and Cambodia, set up an organizational structure that would enable management decisions to be made at appropriate locations and levels.
The College of William and Mary charged us with finding a sustainable funding and management model for AidData, a transparency-promoting database that was developed jointly with Brigham Young University and Development Gateway. We developed a financial, governance and management structure that allowed for smoother collaboration among these organizations and has enabled AidData to grow and thrive.
CGS was formed in 2003 from the merger of two membership organizations. CNPS was engaged to facilitate the transition, in particular the adoption of the new name, which had to be approved by majority vote of the memberships of both organizations. We implemented an inclusive process to develop the new name and logo, and initiated an effective internal communication program to generate buy-in for the change. Later, in 2010, we helped CGS plan for the next phase of its growth.
Originally funded through philanthropic grants, USA Football was seeking to become more sustainable by diversifying its revenue base. We developed a 6-year plan, which included the launching of marketable programs and services, expansion of the donor base and cultivation of corporate sponsorships, to help USA Football become stronger and more self-reliant.