Intense competition, funding challenges and increasing demand for services faced by non-profit organizations is placing intense pressure to adapt and be innovative in order to properly serve constituents.
Framework is engaged to assist with achieving consensus on strategic directions, developing distinctive market positions, identifying and implementing clear, achievable actions, elevating the performance of Boards and renewing governance models, aligning programs and services to the strategic direction and diversifying revenue strategies.
- Foundations
- Corporate Community Investment Strategies
- Children, Youth & Families
- Seniors
- Special Populations
- Violence and Abuse
- Health and Wellness
- Social Enterprise
Framework Partners’ Involvement
Calgary Philharmonic Orchestra
Bankruptcy Restructuring
Framework led the restructuring of one of Canada’s leading symphony orchestras. Central to the success of the orchestra’s restart was a renewed strategic direction and a precedent-setting business model; a negotiated and signed three-year collective agreement with the musicians; the restoration of trust between musicians, Board and staff; complete Board restructuring and re-branding; significant market repositioning; and, infusion of $1.5 million in working capital. Framework received the Award of Distinction in the 2003 National Post Awards for Business in the Arts for Innovative Arts/Business Partnerships.
As a result of Framework’s guidance, the project lead (Framework Principal Donna Finley) was asked to step in as interim CEO of the CPO. Donna was able to successfully transition the transformation project into an organization netting $1M+ each year while successfully recruiting a permanent replacement
As of 2011 the CPO had posted a surplus for its’ ninth consecutive year since this project was completed.
United Way of Calgary and Area
Strategic Renewal based on Community Consultation
Designed and managed a process for successfully leading the Board and senior management team through a multi-phase initiative to define a new organizational vision and strategic direction based on extensive community input. This work has been published as the base case in a textbook co-authored by Donna for Masters’ level social services learners and professionals entitled “Strategic Planning in Social Services Organizations: A Practical Guide”, Canadian Scholar’s Press, May 2001.
Individual Donor Segmentation and Strategy
Led the Board, staff and key volunteer committee in developing a conceptual model of donor segments based on differentiated needs and motivations for giving, which was verified through a donor survey (of over 6,000 members) and analysis of giving trends; developed the strategy for improving donor satisfaction and growing potentially new donor markets; and initiated the realignment of services to better meet the evolving needs of targeted donors.
Momentum
Strategic Planning
Building on the organization’s previous strategic plan, facilitated a strategic planning process with Board and staff to renew the organization’s five year strategic plan. Efforts focused on gaining a common understanding of the environment the organization operates in, confirming Momentum’s mission, vision and guiding values; clarifying implementation strategies; and positioning the organization for long term sustainable growth.