TWG’s first assignment was assisting the former President/CEO and the board in refining a recently completed, but not yet approved,
Strategic Plan
.
We refocused the plan so the organization's people, programs, and resources would yield short-term impacts and spark dramatic, long-term, and measurable results. We showed how poverty-mitigating strategies consonant with Children’s Aid’s own unique strengths could be delivered at a much more effective cost per individual/family.
Our second project examined the
governance strategy
for CA's new charter school. We recommended enhancements to create effective oversight, keeping the school's board within state mandates related to, for example, community representation and monthly meetings. We also demonstrated how the school could raise significant funding for both annual operating needs and key special purpose needs.
TWG’s third project focused on CA’s
fundraising office
.
We evaluated its performance and proposed a comprehensive reorganization strategy to:
- Manage the office’s disparate functions in a more effective and efficient way, and
- Light the path ahead as CA sought to generate dramatically more fundraising revenue.
Collaborating with the Development Team, we carefully audited each program and event to discern the most productive initiatives, those initiatives worth re-imagining, and those programs that had outlived their purpose. We also helped the former Director to re-align the development staff, with performance–based assignments specific to each member of the team.
These projects – re-setting the strategic plan, re-shaping the school’s governance strategy, and re-organizing the development office – built an even stronger foundation for the organization, enabling Children’s Aid to
“be there every step of the way.”
