We developed an innovative marketing strategy designed to boost participation in CHC’s workplace giving programs and to distinguish them from similar federations in the healthcare space. The centerpiece of the strategy were newly developed “giving and learning” programs which would be more attractive to younger employees, particularly in DC’s flourishing Tech sector.
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.
This community-based provider of leadership and empowerment programs for young girls asked us to help it find a path to financial sustainability. We presented the Board with two strategies, one that required a repositioning of Community Bridges to attract local philanthropic funds and the other which called for it to charge service fees to supplement philanthropic funds.