Our client, a major corporation with multiple entities and significant name recognition, had consolidated its grantmaking into one corporate foundation several years ago. The foundation was donating significant funds annually, but the organization’s leadership felt that there was a larger impact that could be made. They brought in Wachs Strategies to:
Wachs Strategies scoped out a several month project timeline that would allow for enough time for thorough review of current processes, research into other similarly structured entities programs, multiple interviews with internal and external stakeholders, and development of a potential path forward for the company and the foundation.
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This client came to Wachs Strategies requesting support in running a strategic planning process for the organization. Their previous strategic planning process had been an onerous task, and the executive team was clear they needed a new approach this time.
Wachs Strategies was retained by a volunteer board that had founded a new organization and recognized that they would be limited in what they could achieve with their reliance on volunteers.
Our clients, two major nonprofits, were the co-owners of a technology product that addressed a previously unmet need in its community. However, neither nonprofit had a strategic focus on technology or were fully staffed to run a technology product. Given these realities, they needed to assess what the most feasible plan for the future could look like for the product, including a cost-benefit scenario, to determine next steps.
