Consulting Case Studies

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• » Building a Learning Organization

  Training and development programs in the retail business unit of a large national bank were fragmented and delivered inconsistent messaging from one level to another…

• » Strategic Research

  To provide strategic direction for the potential promotion of a mutual insurance association and its member companies via a large scale marketing/branding campaign…

• » Transformational Change

  This 30-year old charitable organization was in a significant deficit position and their Executive Director role had been vacant for over a year…

Coaching Case Studies

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• » Coaching Case Study

  Coming Soon!

Transformational Change

The Client:

Organization: Prison Fellowship Canada, Toronto, ON
Sector: Not-for-Profit

The Challenge:

This 30-year old charitable organization was in a significant deficit position and their Executive Director role had been vacant for over a year. The board members were divided on whether an internal Program Director should move into the senior role or whether an external candidate should be brought in. Volunteer groups across Canada operated independently and were suspicious of ‘head office’ directives, which meant that service delivery was inconsistent in content and quality. Key stakeholders such as prison chaplains and Corrections Canada did not see this organization as interested in partnering and donors were increasing discouraged by lack of communication.

The Approach:

• Spent the first 3 months on a ‘listening tour’, interviewing volunteers across Canada, prison chaplains, inmates and families of inmates, donors, other charities and churches with prison programs, as well as staff and board members
• Compiled summary report of key issues based on external and internal assessments
• Worked with board, staff, volunteer leaders and key stakeholders in a series of strategic planning meetings and retreats to establish an updated mandate (Mission, Values, and Vision for the next 3 years), and Strategic Directions
• Worked with Program staff to articulate Operational Plans with measurable goals and objectives in order to refocus programming and fulfill the 3-year Vision
• Developed and implemented resource development and marketing plans
• Launched board recruitment and development process

The Results Delivered:

• The new mandate, strategic directions and operational plans focussed the energies of board, staff and volunteers. Re-framed programming focus to families of inmates and reintegrating ex-offenders, and emphasis on volunteer training assured more consistent program delivery, attracted qualified staff and volunteers and raised the organization’s profile with key stakeholders
• Donor confidence increased (e.g. one donor moved from $30,000 to $150,000)
• Board reflected diverse, well-qualified and informed membership, board governance policies were established and well-functioning committees were in place