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NESC Case Histories |
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Board Retreat for
Broad-Park Development Corporation
It was widely respected for its skill in purchasing, renovating and managing low-cost housing in Hartford, Connecticut’s, diverse communities. Still, the Broad-Park Development Corporation of Hartford was troubled. Its executives wanted more clarity for its mission and a better sense of priority for its goals. For this it turned to NESC which, after initial discussions, suggested strongly that Broad-Park needed a Strategic Plan.
The first step was an NESC-led planning retreat with Broad-Park’s dozen-member Board and four key staffers. To prepare for the retreat, NESC reviewed all committee minutes and background on staff and financial matters. At the retreat, NESC Consultants assessed the strengths, weaknesses, opportunities and threats facing Broad-Park and then triggered an intense dissection of Broad-Park’s existing Mission Statement.
The resulting discussions elicited a broad range of views and revealed new insights about what exactly Broad-Park is and what should be the driving force as it moved forward. Though a Vision Statement, needed for setting three to five year goals, was not finalized at the retreat, members left with a clear understanding of just what had to be resolved at future meetings.
A second retreat continued the process, taking the broadly defined goals through further deep analysis and lively discussions about priorities. Said Broad-Park Executive Director Romulo E. Samaniego later: “It was an enlightening experience for everyone, because it allowed us to develop a vision statement and fine tune our mission.” Ultimately, the retreat distilled three primary goals, from a list of dozens, to be reviewed with staff department heads.
From the retreats, its study of Broad-Park documents and discussions with Broad-Park staffers, NESC produced a report outlining seven specific recommendations. These gave Broad-Park what it had sought: A map for sorting objectives and a precise process for reaching its goals.
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Thrift Shop Upgrade for
Junior League of Long Island |
Increasing revenues at their thrift or gift shops is something that many non-profits sensibly seek. And helping them do this is something for which NESC is particularly qualified, since many NESC Consultants have very distinguished retailing backgrounds.
Thus there was nothing unusual about the challenge offered when the Junior League of Long Island asked NESC to review its Thrift Shop operations. NESC began by interviewing JL staff, shop managers and JL sustaining members, probing their attitudes on volunteering their time or donating merchandise. Then the NESC team reviewed five years of financial statements and examined staff policies and procedures. After that, the team several times visited the shop to see how the merchandise is displayed and priced.
The NESC verdict was not pretty.
Though the Thrift Shop was financially sound, the Shop’s actual operation was at best mediocre. The NESC team found problems with merchandise display and pricing consistency. What made matters worse, merchandise donations were not being processed promptly, resulting in overcrowded storage areas.
The NESC report recommended solutions and improvements and set objectives. The report also urged strongly that the Junior League’s financial reporting be made more accurate and useful by separating JL overall expenses from Thrift Shop outlays. Without this, stressed the report, JL could not know how much money was actually being earned by the Shop.
All of this made sense to the Junior League. Said its past co-Chair Caroline Chamberlain: The report “gave us a sound plan to streamline operations and improve our revenues in the coming years.” |
A Marketing Plan to Win
The Queens Library Some Well-Earned Respect |
It is not part of the famous New York Public Library system. But that’s what most people seemed to think. Rather, it is a top-flight library in its own right, fiercely independent, with a very distinguished history. Indeed, it rightfully boasts the highest circulation of any library system in America.
It is the Queens Borough Public Library. And it decided that it was about time it got some respect.
For this it turned to NESC for, among other things, a marketing plan. The plan’s goal would be to “brand” the library name in a way that would correct erroneous public perceptions. NESC also was asked to identify ways to boost library income from non-governmental sources.
During its extensive assignment, NESC Consultants researched the library’s operations and the environment in which it operates. They interviewed many library and development staffers and sampled New Yorkers for attitudes about the library. The result was a fulsome NESC Plan: A detailed analysis and branding recommendations to give the library more focused direction and to fine-tune the library’s name and logo, to differentiate it in the public’s mind.
In addition, the NESC plan recommended revising the library’s reporting structure to reduce the number of staffers reporting directly to the Executive Director. It also recommended creation of a new marketing vice president to be responsible for strategic and tactical aspects of internal and external communications.
Pleased by NESC’s recommendations, the Library then asked for NESC’s help in recruiting the new senior marketing executive to execute the NESC plan. Said Thomas Galante, Queens Library Executive Director: “Through their comprehensive analytical approach, NESC’s experienced consultants gave our Library a strong planning foundation for future marketing and branding initiatives.”
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A Membership Growth Plan for
The Municipal Art Society |
For more than a century, The Municipal Art Society has enriched the culture and physical design of New York City. It played a key role in saving Grand Central Terminal and Radio City Music Hall and in staging the “Tribute in Light” as a memorial to the World Trade Center. The Society, moreover, enjoyed wide respect for its integrity – and for its clout. When it spoke, or suggested, or cajoled or, at times, protested, New York officials, media and business and cultural leaders took notice.
Still, the Society felt that it had a problem. It believed that the size of its membership did not accurately reflect the Society’s formidable role in the city. Clearly membership should be and could be greater. In seeking help with this, Society executives called on NESC.
After initial meetings with the Society, NESC assembled a team of three experienced Consultants. They probed the underlying issues through numerous interviews and discussions inside and outside the Society and conducted a focus group to gauge internal and external perceptions of the Society. From this investigation, the NESC team produced a marketing plan. Its immodest goal: To more than double membership.
Says Jean Tatge, the Society’s Vice President for Development and External Affairs: “It was wonderful having these high-powered professionals help us develop a membership strategy. They really opened our eyes to new ways of growing our base. Their final report does not gather dust on a shelf – we refer to it constantly. |
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Selected from more than 1,000 client projects over the past three decades, these Case Histories and scores more like them tell the story of how NESC Consultants – former senior executives and professionals – have mobilized their skills and experience to help nonprofits.
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Grow
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Operate more efficiently
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Meet sudden challenges and exploit new opportunities
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Deliver services more effectively
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Raise Money and identify new donors
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Recruit new Board Members
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Brand themselves and raise public awareness of their services
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55 West 39th Street. 12th Floor. NY, NY 10018. 212-269-1234, ext 116. questions@nesc.org. Copyright 2006.