At the heart of every organization are its mission–its core purpose and statement of the change it seeks to make in the world–and values–the core principles and commitments that support a strong organizational culture and guide behavior, decision making, and resource allocation.   It’s considered “good hygiene” to periodically review your mission and values to make sure that they reflect what you do well, what the world needs you to do, and how you go about doing it. 

I have worked with dozens of nonprofits and foundations to design and facilitate interactive retreats and meetings that enable productive conversation, decision making, and team building. Sometimes these meetings are part of larger processes; other times they are stand-alone events.  We will work together to make sure your meeting is clear in its objectives, has an agenda designed to achieve the objectives, encourages interaction and input from all participants, results in decisions, and is fun. 

Strategic plans, no matter how well considered or thoughtfully written, are not written in stone and do not come with a crystal ball.  Things change–internally and externally, for better or worse–and we need to be able to adapt.  Scenario planning is a way to anticipate changes that affect your ability to implement your strategy, often related to the funding environment.  What do we know will happen?  What do we think might happen?  How can we prepare as best as possible so we’re not caught flat-footed when change does occur? 

I have helped nonprofits and foundations articulate their theory of change—the change they want to see and how they go about making it happen—and translate that vision into clear, actionable logic models. These models connect goals, activities, and outcomes in a way that demonstrates how impact is achieved. By making the pathway to results visible, they help organizations align strategies, measure success, and tell a compelling story to funders and stakeholders.

Sometimes, a full strategic planning process isn’t necessary or possible, but a team might want to take a step back to reflect on the quality, effectiveness, or relevance of a program, a broader strategy, or even the organization itself. An assessment process includes consulting with stakeholders, synthesizing their feedback, and identifying steps to build on strengths and address challenges. It can position a team for a more comprehensive planning process, or just serve as   

The challenge was understanding the most effective elements of the program and where there might be areas to improve upon the program and increase our impact. We asked Anne to meet with us, interview stakeholders, review key documents and author a review of the program.

The world is a complex place that is changing at an ever-rapid pace.  A useful external scan documents key trends in issue areas, shifts in public and private funding, competitive dynamics, relevant public policy developments, and emerging opportunities for innovation, collaboration, or coalition building. They can be a powerful tool for gaining a clearer understanding of your operating environment and the myriad factors shaping your work.  Once the information has been synthesized, we can consider the implications so you have a clearer understanding of external forces and insights that inform strategy and strengthen your ability to adapt and thrive.

I have developed and facilitated interactive workshops exploring various facets of organizational capacity building.  Topics have included:

• Writing (or rewriting) a mission statement

• Fundamentals of good governance  

• Scenario planning

• Many others!