Background: Strategic Planning for The US Coast Guard Academy, established in New London, CT in 1932. The USCGA provides instruction and advising to over 1,700 cadets annually in nine major areas of study. Its main source of revenue is federal funding through an annual DHS appropriations bill, followed by alumni giving
Case Study: Virtual Event – Planning, Production, and Management Overview/Situation for Virtual Event: Transferring a beloved, high-end, luncheon gala to a virtual event came with many associated risks for The National Association of Italian American Women (NOIAW). Located in New York City, this national membership organization was founded in 1980
We conducted a strategic assessment of the Foundation’s philanthropic opportunity by auditing and assessing the Foundation’s internal administration and governance of fund development and the attitude, perception and beliefs about the college and philanthropy with key stakeholders. With that knowledge in hand, we identified strategic opportunities to generate the revenue needed to meet their objectives, and delivered findings for review and discussion by the foundation board that identified and outlined strengths; areas of opportunity for both short term and long term results.
Our work with the Goodspeed Musicals included the development of a campaign strategy and plan including donor identification, as well as office and board structure enhancements for capital campaign success. During our engagement, training was developed and delivered to board members to create strategies for donor engagement and outreach. We worked closely with Goodspeed’s leadership to create a marketing and communications strategy and collateral materials and created reporting mechanisms to track donor solicitations, pledges, and gift acknowledgment. With the leadership and board members, several lead donors were identified and working with and alongside the Goodspeed team, guiding them through the cultivation and solicitation process with a donor.
Our engagement with Gifts of Love was threefold: to lead the board through a vision and destination setting project in order to establish clear strategy and actions in business model and operations; to lead the organization in the short term with the placement of an Interim Executive Director, and to guide the board through and facilitate the process of recruitment of a full time permanent Executive Director.
Connecticut Public enriches people’s lives through high-quality, non-commercial, educational programming through public broadcasting. Since its first debut over five decades ago, it has evolved from a single television broadcasting network to the multi-platform news, talk shows, and entertainment programming it offers today, reaching a growing audience of one million viewers and listeners each week.