Here are some examples of how MPS has helped our clients with Strategic Design, Organizational Development, Portfolio Analysis, and Facilitation. What will your success story look like?
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The Wealth Reclamation Academy of Practitioners (WRAP) is a network of “Resource Mobilizers,” dedicated to facilitating more equitable practices of resource and wealth distribution across the nonprofit sector and beyond. With a passion for social justice, inclusivity, and solidarity, WRAP promotes a culture of growing thriving communities through healthy asset stewardship and relationship-building. The MPS team worked alongside WRAP liaison Veronica Garcia, who serves as the Lead Organizer and Governance Team Member.
Beginning in summer 2021, MPS consultants collaborated with WRAP over the course of six months. Stakeholder interviews identified key areas where gaps of knowledge existed. One primary barrier to success was receiving sufficient survey responses, as well as distributing the survey widely enough to collect responses from a broad range of participants.
Project deliverables included developing a survey analysis action plan, generating survey questions, and producing a final survey report that highlighted takeaways. The action plan outlined the scope, roles, and timeframe of the project. MPS’ initial entry into better understanding the mission of WRAP involved an organizational review of materials and conversations with WRAP stakeholders. The survey was then used as a tool to clarify areas of growth and gather information on familiarity of and engagement with WRAP. The WRAP liaison worked diligently to ensure an extensive reach of the general audience was conducted to engage meaningful survey responses that would enrich WRAP’s organizational success.
The project culminated in a final report that was submitted in December 2021. The survey yielded 103 responses, many of which offered insightful participant feedback. Survey data analysis contributed to a more global understanding of how stakeholders utilize WRAP’s services and interact with resource mobilization within their communities. WRAP leadership is now tasked with reviewing the findings in more detail and reaching out for any other support that MPS may be able to provide.
RE:Her, or Regarding Her Food, is a nonprofit based in Los Angeles striving to empower female restaurateurs by facilitating opportunities of connection, access, and professional growth. Its nine founding members started the organization in November 2020, given the detrimental effects of the COVID-19 pandemic on the food and beverage restaurant industry.
Following exploratory calls to determine where support would be most useful, the team landed on the focus of strategic planning. RE:Her was facing significant growth and managing many volunteers but could benefit from guidance around clarifying scope and prioritization of efforts.
The MPS team provided a framework for identifying next steps while keeping strategy at the forefront. The collaboration consisted of four MPS consultants and three staff from RE:Her, who were founding members. Through stakeholder interviews—many of which were with other founding members—and strategic planning sessions, the team gained insights into the direction and goals of the nonprofit. MPS consultants developed a short survey, reported results, and produced a final report that may be distributed to the rest of RE:Her leadership.
RE:Her’s enthusiasm and ambition allowed for productive group discussions and realistic outcomes in the form of a written plan for advancing forward. While no follow-up is scheduled at this time, the MPS consultants were grateful to partner with RE:Her during such a pivotal time of the organization’s expansion. MPS Human Capital and Operations Manager Julianna Driskel shares, “It’s uncommon to have a pro bono client push for results and be so specific and communicative in their needs. They were fantastic to work with, and the overall success of their organization comes as no surprise given how easy and creative they were to work with.”
CHAI Collaborative Ensemble is a Chicago-based collective of musicians dedicated to honoring history, advocating for new works, and engaging with communities through performances of mixed vocal and instrumental chamber music.
In 2019-2020, CHAI’s ticket revenue consisted of only 16% of their total income, even though their concerts were often packed. The goal of this project was to better understand CHAI’s customer base and how to engage them in digital performances during the COVID-19 pandemic, as well as translate digital participation into face-to-face engagement after it is safe to attend concerts.
The MPS team worked with CHAI to review organizational materials and successful event strategies used in the past to gain a more thorough understanding of their organization, stakeholders, and customer base. Additionally, the team researched best practices that have already been developed by music performance nonprofits during Covid-19.
To better understand CHAI’s customer base, Team MPS analyzed affinity organizations in the Chicago area that share a similar audience demographic and operating model. The goal was to develop a survey that would confirm or challenge preconceived assumptions about CHAI’s audience profile, preferences, and performance needs, while providing actionable insights for CHAI leadership.
After the initial research, MPS drew up a project plan, with specific actions to develop and distribute the survey to CHAI stakeholders, analyze the survey results, and provide appropriate recommendations for enhanced engagement with their customers and community.
The team worked with CHAI leadership to help them craft a survey that would yield useful information. Together they implemented a targeted marketing plan to make sure they would receive a meaningful number of responses. A short (10-minute) survey, was sent to over 250 members of CHAI’s customers over the holidays at the end of 2020.
Upon survey close, MPS analyzed the results and briefed CHAI leadership on outcomes, developing specific recommendations to increase audience engagement and concert attendance for virtual and future in-person events.
Based on the enthusiastic response from the surveys, CHAI is doing more audience outreach on social platforms, soliciting after-performance feedback, and generally engaging more directly with their audiences.
MPS will work with CHAI Collaborative Ensemble in the future to continue to brainstorm effective marketing strategies to capitalize on this engagement, and advise on an outreach cadence that will keep their audience excited and in anticipation of “what’s next!”
The Snow Leopard Trust is a nonprofit that works to protect the endangered cat through community-based conservation projects that are based on an improved scientific understanding of snow leopard behavior, needs, habitats and threats.
The Snow Leopard Trust wanted to create a memorable 40th anniversary event that not only celebrated its achievements, but also could be leveraged to increase stakeholder engagement and development opportunities. An effective event would set the Trust up to expand donor outreach, network with zoos and other organizations, and encourage social media response.
Team MPS conducted a series of stakeholder interviews to gain a better overview of the organization, its member and donor base, affiliates, and target audiences. Probing conversations with Trust employees, field staff, and board members allowed the MPS team to gain a more in-depth comprehension of the Trust’s capabilities and resources, as well as their goals and vision for the 40th anniversary event. The team used the information they gathered to construct a draft of a strategic plan and presented this model “mini-plan” to the client to elicit further organizational information and feedback.
Concurrent with this effort, team members researched and analyzed industry best practices for major events and anniversaries, particularly in the nonprofit sector. They compiled this additional information, tailoring it to the Trust’s 40th anniversary, and passed it on to the client, along with recommendations across multiple areas including best practices for event communications, branding, social media engagement, marketing, sales, and stakeholder engagement.
Building on the initial plan and best practices findings, as well as targeted follow-up interviews with key stakeholders, the team was able to shape the mini plan into a comprehensive strategic plan. Team MPS presented a final review to the stakeholders and facilitated a discussion of the plan. Together they hammered out a detailed outline of how the Trust could create an anniversary event that will achieve its goals and objectives. They also identified key performance indicators that could be used to measure the event’s success.
The Snow Leopard Trust has a workable roadmap for planning and executing its 40th anniversary event that will achieve maximum results. The team’s recommendations allow the Trust to make full use of its existing resources and partnerships to attain the stated goals and objectives.
MPS will follow up with the Trust to validate the results of the anniversary event and determine what further activities they can undertake to build on the event’s success.
Meals on Wheels Chicago is a nonprofit organization dedicated to bringing nutritious meals to Chicago seniors and individuals with disabilities.
Meals on Wheels (MOW) sought to better understand their individual donors’ giving trends so they could tailor their fundraising messaging and processes to optimize giving, as well as target potential new donors.
For the first phase of the project, the MPS team, conducted market research to identify donor trends of similar nonprofits. They gathered data on demographics and communication strategies to identify key themes around motivation, loyalty and perception of return on investment.
Based on the results of this research, the MPS team moved on to Phase Two: providing guidance to MOW for conducting a survey of their donors and potential donors in order to draw up accurate and meaningful profiles. Questions were designed to elicit information regarding the age, financial bracket, and other demographic data of the participants; communication preferences; motivation for donating; and how the participants currently engaged with the organization. This information helped the MPS team identify optimum outreach opportunities for current and potential donors.
For the final phase of the project, the MPS team provided metrics based on analysis of the survey results, and recommended marketing and communications strategies for Meals on Wheels Chicago to begin implementing immediately. Additionally, the MPS team provided recommendations for future marketing and communication strategies, as well as a revamped and more effective website design.
Meals on Wheels Chicago now has useful qualitative and quantitative analysis, based on the donor profiles provided by the MPS team, along with a to-do list of actionable items. They have already moved forward on the recommended website improvement. MPS will follow up to determine the measurable impact of the team’s recommendations, such as enhanced donor experience and response to fundraising efforts.
Imagination Stage is a well-established nonprofit that empowers all young people to discover their voice and identity through performing arts education and professional theatre.
MPS Assists played an integral role in Imagination Stage’s efforts to better understand their donor base and improve marketing and marketing strategy to expand and develop this constituency.
Imagination Stage (IStage) sought a better understanding of its donor constituents, specifically their motivations for giving, attitudes toward return on investment (ROI), and how best to facilitate and develop fundraising. They also wanted to better understand the business landscape for Theatre for Young Artists (TYA), best practices for marketing and solicitation, and develop new outreach material for donor engagement.
The MPS team deployed eight surveys tailored to respondents across two separate segments (Low Dollar Donors and seven levels of Members). To best serve the needs of IStage Marketing and Development Departments, the questions were designed to elicit actionable business and marketing intelligence, and build on previous work MPS has done in similar market research. Questions covered demographics (“What is your household income?”), membership (“Which benefits have you been enjoying?”), customer experience (“Have you been satisfied with your experience with Imagination Stage?”), and giving (“What is the most convenient method of giving for you?”)
The survey findings demonstrated differences in demographics and donor preference between Low Dollar Donors and Members: The latter were more affluent, had fewer and younger children, and were more involved in the theatre, more receptive to IStage’s programming and mission. The findings provided a holistic view of the organization’s constituency, and set up a context for future marketing and solicitation campaigns.
MPS collected and analyzed the data to identify themes and trends, and presented a summary of the findings, along with recommendations. We also provided market analysis and comparative analysis work vis-à-vis IStage’s branding, website (particularly the donation and giving pages), and email solicitations to donors and prospective donors. This was done by examining and assessing websites and solicitation practices employed by ten other nonprofits in the TYA space, and then appraising the marketing efforts of Imagination Stage. The studies revealed areas for improvement with respect to design and content, particularly on IStage’s website.
An MPS consultant provided in-depth analysis of IStage’s materials, in addition to actionable recommendations for improvement of content, both from a design and branding perspective, and with regards to effective donor solicitation.
Building on this effort, the consultant also provided the client with two marketing samples to send to donors and prospective donors: a double-sided, full-page trifold brochure, and a double-sided, post card. The materials were created in Adobe InDesign, using existing images and logos provided by IStage’s Marketing and Developing Departments, along with content and design from the consultant.
The project concluded with a debrief presentation on the collective work, including a summary of the survey work, and a more in-depth discussion of the design and market analysis work.
Imagination Stage has actionable quantitative and qualitative business intelligence that they will use to better understand their constituency, both donors and prospective donors; improve their website, webpages, and email solicitations; and refine their marketing and branding to their donor base via digital and print media. MPS will follow up with Imagination Stage to ascertain whether fundraising efforts have improved following market research, analysis, and design efforts.
Since 1970, the Shakespeare Theatre Company (STC) has presented world-class stage productions in Washington, DC. The company’s mission is to ignite a dialogue that connects the universality of classic works to our shared human experience in the modern world.
MPS Assists played an integral role in STC’s ability to navigate a post COVID-19 world by collecting information from our subscribers and donors to help inform decisions as we look toward the future.
The Shakespeare Theatre Company (STC) sought to better understand its ticket buyer and donor constituents, specifically their preferences and why they choose to patronize STC. This became more crucial than ever with the COVID-19 pandemic, which is severely affecting the live entertainment industry and the services they provide.
The MPS team deployed ten surveys tailored to respondents across three separate segments – Low Dollar Donors, Subscribers, and eight levels of Members. To effectively meet the needs of STC Marketing and Development Departments, the questions were designed to elicit actionable business intelligence, and build on previous work MPS had done with the client. They covered Demographics (“What is your household income?”), membership (“What benefits have you been using?”), COVID-19 (“What pandemic safeguards would you like to see?” What about alternatives to in-person theatre attendance?), and customer experience (“Have you been satisfied with your theatre experience?”). After collecting and analyzing the data to identify themes and trends, the team presented a summary of the findings, along with recommendations to STC.
The final analysis revealed notable trends. Regardless of segment or age, constituents expressed appreciation for the theatre’s quality and a particular attachment to Shakespeare’s works. Almost all respondents wanted mandatory masks, deep cleaning, and social distancing in response to COVID-19. Alternative theater experiences that were well-received by respondents included remote shows and video programming, virtual mock trials, distanced play readings, and outdoor events. In terms of membership, higher-level donors preferred activities and benefits that involve greater interaction with the theatre.
Imagination Stage was founded as BAPA (Bethesda Academy of Performing Arts) in 1979 in response to the urgent need for arts education for young people. Today it is a full-spectrum arts education organization, with professional productions as well as classes and workshops for ages 1 to 18. Its mission is to empower all young people to discover their voice and identity through performing arts education and professional theater.
They provided an outside look and expertise that helped us shape the future of the organization.
We very much enjoyed working with MPS. The final product really helped us gather information that informed our season and strategic planning.
Imagination Stage has diverse funding streams that can be broken down into arts education, professional theater productions, retail, and workshops. Ticket sales has traditionally made up 30% of earned revenue. Over the past three years, however, ticket sales for families has decreased 10%. The goal of this project was to better understand this decrease, and provide recommendations to improve sales.
In an effort to better understand their constituents and determine potential areas for improvement, the MPS Consultant Team worked closely with the Marketing & Communications Department at Imagination Stage to identify target audiences and develop customer surveys. Together they built two surveys – one for current customers, and one for potential customers – to identify barriers to ticket sales.
The MPS Team collected and analyzed the data to identify themes and trends, and presented a final summary of the survey data, along with recommendations to the Imagination Stage team.
The report highlighted barriers to theater attendance, as well as programming and logistical preferences of target families. Barriers included busy weekends, and an erroneous assumption that ticket prices were higher than they actually were. The MPS team was able to make solid recommendations for Imagination Stage’s future plans. They suggested staging productions with historical topics; emphasizing low ticket prices in their marketing outreach; and holding shows at times that are optimally convenient for their audience. The project wrapped up just before Imagination Stage’s annual strategic planning process began, so they were able to incorporate the suggestions in their 2020-2021 plans.
Since 1970, the Shakespeare Theatre Company (STC) has presented world-class stage productions in Washington, DC. The company’s mission is to ignite a dialogue that connects the universality of classic works to our shared human experience in the modern world.
MPS Assists did very valuable assessment work for STC that was quickly and effectively put together and completed.
The artistic director of STC, the renowned Michael Kahn, who has been with the company for years, will be retiring at the end of the 2018-2019 season. With the change in leadership, come many challenges for the company’s many stakeholders – the board, the audience, the patrons, and the staff. STC wanted to assess stakeholder attitudes about the upcoming change in leadership, and gather relevant input for a strategic plan going forward.
In an effort to better understand their constituents and areas for improvement, the MPS Consultant Team worked closely with the Strategic Planning, and Marketing & Communications Departments at STC to identify the target audiences and develop custom surveys. Together they built out a survey on Survey Monkey that identified potential pain points related to strategic planning. The MPS Team, Marci Owens and Ira Casteel, developed and refined the survey with the STC team, and sent it to 5,000-7,000 stakeholders, who fell into two groups: buyers and donors. The MPS Team collected and analyzed the data through the survey platform to identify themes and trends. Finally our consultants developed recommendations based on the data to help identify strategic planning ideas for STC. There was a follow on project to help Shakespeare Theater Company present the recommendations for their upcoming strategic planning sessions to the STC board. The first phase of this project lasted approximately ten weeks and led into Phase Two, which addressed the need for a larger stakeholder group (75,000+). The MPS Consultant Team remained in direct contact with our STC counterparts via conference calls and email exchanges, and encouraged them to reach out to the MPS Community Engagement Manager (CEM). The MPS consultants scheduled a final session with the STC team to finalize project closeout.
The final analysis highlights the commonalities and differences between the two stakeholder groups, and provides valuable statistics and clarifies current attitudes that will be useful for shaping STC’s future direction. Using this information, MPS consultants were able to make solid recommendations, which the Shakespeare Theatre Company is currently pursuing.
Points of Light (POL) is the world’s largest organization dedicated to volunteer service, mobilizing people to take action on the causes they care about through innovative programs, events and campaigns.
MPS [consultants] provided us with end-to-end project support…to provide a project management framework that is customized to our organization’s needs, not a one-size fits all solution. As a result of their thoughtful work to get to know our organization, its people and its nuances, we now have a solution that has buy-in across levels and departments [as well as] a product that is sustainable and will have impact for years to come.
POL is a large and diverse organization. The nonprofit surveyed its staff and discovered there was a lack of project management skill-sets, as well as conflicting management practices between departments. This impacted POL’s ability to effectively perform its mission of promoting and encouraging volunteer services. For example: • Not all projects were set up the same way • Resources were not always allocated appropriately • Documentation was not standardized across projects • The Asana management tool was not used by all projects
MPS consultants conducted interviews with 12 key stakeholders from various departments at POL to determine what core elements of project management were needed by their leadership and staff. They looked at the concepts, processes, tools and roles of project management as well as the Asana tool that POL selected as the management tool. A list of project management processes and knowledge areas were discussed, and POL verified which areas would be most beneficial for MPS to develop into a Project Management Framework for POL. MPS created a Framework that consisted of the following: • Project Management and Asana Guidance documents • Glossary of terms • 12 Project Management templates – including a Project Charter template, a Close-out template, and everything in between • 2 Project Management plan documents: a Cost Management Plan and a Stakeholder and Communications Management Plan This framework can be used by POL as a basis for each project, allowing them to standardize processes and documentation across all projects.
POL identified four projects to serve as a pilot cohort, launching at the end of January 2019. The cohort will formally use the new tools (Asana and the templates) end-to-end. Additionally, POL implemented the change measure recommendation (a survey of users) to establish a baseline of project management effectiveness to compare against at a later date. July, 2019 follow-up: POL is using the new tools and framework on nine cross-functional projects, and has started incorporating the tools and framework into trainings for current and new staff. The overall consensus is that there is an increased discipline in the running and execution of projects; documents are readily available, and stored in the same location. The teams are strong supporters of the new processes, and a clear culture shift has been observed. Survey results: At the end of December, 2018, and then again in July, 2019, an in-person survey was conducted with the group on the original project team, along with individuals who are now using the materials. Two baseline statements were posited: a. I currently work on one cross functional and I am not clear on my role and responsibilities. i. December 2018: 58% agreed ii. July 2019: 12% agreed b. We do NOT plan and coordinate our projects before we start working on it. i. December 2018: 80% agreed ii. July 2019: 35% agreed Another follow-up survey will be conducted in early 2020.
Friendship Place finds permanent solutions for families and individuals on the brink of, or currently experiencing, homelessness in the DC region. Through its programs and services, such as housing services, Veterans outreach, job placement, and free clinic offerings, Friendship Place empowers those in difficult circumstances to rebuild their lives and reconnect with their community.
MPS Assists is comprised of a wonderful team of professionals who bring fresh, new ideas that enable nonprofits to thrive.
To meet fiscal needs for 2019, Friendship Place was looking for ways to develop new avenues of funding and new partnerships to supplement existing relationships with local donor organizations, especially with upcoming large-scale fundraising events, including an annual fundraising walk held each November. Friendship Place’s fundraising goal for the final three quarters of Fiscal Year 2019 and the first quarter of Fiscal Year 2020 was $200,000.
MPS consultants kicked off the project with a basic environmental scan to better define the audience and types of organizations that Friendship Place was already targeting, as well as those they should target, but had not yet identified. This phase focused on reaching out to current corporate donors and inquiring about the communication practices of Friendship Place, how much donors typically give, when they give, and other relevant information. This scan provided a baseline context for Friendship Place to develop a new framework for corporate fundraising. The MPS team then conducted market research to determine best practices for corporate fundraising in the nonprofit space, with a focus on maintaining partnerships with current corporate organizations. The MPS team was able to identify specific organizations that Friendship Place might target to build more in-depth relationships. MPS helped Friendship Place draw up a survey for existing donors and volunteers to identify additional connections to potential corporate fundraising targets. MPS consultants provided recommendations to expand corporate fundraising and gain a competitive edge in securing funds. This included methods and timing of outreach: communicating as soon as potential organizations are identified and initiating real dialogue. The MPS team also identified several businesses, located in the vicinity of new state-of-the-art shelters slated to open in the District of Columbia, that might be interested in partnering with Friendship Place. Finally, our consultants created communications materials for Friendship Place to use when reaching out to potential corporate donors.
Friendship Place was equipped with a strategy, action plan, and supporting resources for their corporate fundraising. They reported early positive feedback from their revamped outreach plan.
New York City Department of Sanitation is the largest sanitation department in the world.
[MPS’ work] was extremely helpful and [the] team was delightful. We are moving forward with a social media campaign as a result.
The NYC Department of Sanitation had undertaken efforts to improve employee morale but found they had challenges getting their messaging to resonate with employees. Before moving ahead with further efforts, DSNY was interested in market research to determine the motivators of NYC sanitation workers. This included identifying a platform and methodology for gathering input from a geographically dispersed team, without the advantage of being fully connected virtually via email or social media.
MPS consultants met with a team selected by the Client to understand the factors surrounding employee morale and communications. Following this, MPS researched and recommended the best tools to gather the necessary data points, and developed a methodology to guide this data-gathering. After DSNY selected a survey platform, MPS consultants conducted a social media scan to establish a baseline of where to focus future improvements, and developed content for the survey and outreach communications to maximize responses. Once approved by DSNY, MPS uploaded the survey content into the platform and managed email distribution of the survey, while coordinating with DSNY on results they obtained through on-site surveys. Finally, MPS consolidated and analyzed the results, and developed recommendations to help DSNY act on this feedback.
MPS consultants presented 10 high-priority takeaways and recommendations to DSNY based on analysis of over 1100 survey responses. As part of this presentation, MPS also provided a breakdown of quantitative data and categorized qualitative responses to help DSNY understand responses and trends according to demographics of the respondents.
The Grange is a family, community organization with its roots in agriculture. Founded in 1867, the Grange was formed as a national organization with a local focus. Members are given the opportunity to learn and grow to their full potential as citizens and leaders.
MPS Assists’ service to us was invaluable in making us prioritize all the projects we have on our plate and uniting our staff members into a team to work toward the same priorities. The staff was extremely pleased with the session and felt it was “priceless” to help us focus on the big picture goals and how we can work together to improve our programs.
Understanding the annual objectives, and prioritizing workload and activities to annual strategic goals to ensure project completion and balanced use of staff resources.
MPS conducted an environmental scan for the headquarters staff, with interviews and an online organizational diagnostic, to determine the current state of projects, workload and credibility of the planning process. We used the results to design and lead a collaborative working session to validate objectives, refine expected outcomes, estimate risk of completion and prioritize outcomes for the year. Through this process the team was able to refine their strategic goals and performance measures, eliminating objectives that were not able to be successful or that could not be provided sufficient resources.
Reduced annual plan to 27 key objectives for achieving success in 2018, and identified a risk profile for each of the top quartile of objectives having the most impact. This empowered the team to allocate work on achieving those most valuable objectives.
First Book’s mission is to provide access to affordable quality educational resources (books, sports equipment, winter coats, snacks, etc.) to children in need. Through its member network of more than 400,000 educators, First Book reaches an average of three million children ever year.
We had a positive experience with the [MPS Consultants]. We gave them a pretty undefined and messy project, and they were really patient and persistent. The tracker we finally landed on together is already proving to be useful. Another great MPS pro bono case!
In the aftermath of a series of natural disasters in the fall of 2017, including Hurricanes Harvey, Irma, and Maria, and a California wildfire, First Book stood ready to help teachers and families restock all the school supplies they lost to the disaster. A sense of urgency prevailed, as communities hoped to re-open their schools as soon as possible after the disasters to foster a sense of normalcy, hope, and inspiration. With each developing disaster, the scope of these efforts was expanding at a rapid pace, from California to Puerto Rico. First Book’s partner organizations, however, supported only specific areas instead of the overarching effort. With so many rapid changes and shifts, First Book found it very difficult to keep track of all of the simultaneous operations and the major donors.
MPS consultants came in swiftly to help guide the planning and process documentation so First Book could keep track of all the different work streams, stakeholders, timelines, and other processes. All of these efforts were being managed on the fly, in response to each unpredicted disaster. MPS consultants were able to observe, absorb, and document the ongoing critical processes in order to better prepare First Book for their current efforts as well as for future efforts.
MPS consultants documented several processes and contingency plans that proved very useful for the remainder of the school year. They also were able to provide recommendations to modify the processes in the future, depending on the situation. For example, action plans were created for occasions when there is an unexpected disaster or four disasters back to back, as they experienced in 2017. MPS consultants were also able to create and develop a tracker to help First Book follow tasks and items through a workflow. The tracker was broken down into different types of data. For example, First Book could track by donors, by location, by natural disaster, and by type of donation. This provided useful information, and served as an excellent tool for producing reports, letters, and media postings.
Education Pioneers recruits, connects, and advances professionals from diverse backgrounds to solve problems from outside of the classroom so students and teachers succeed inside of the classroom.
The quality of reports produced by MPS went above and beyond the Evaluation Team’s expectations! If the opportunity presents itself again, the Programming Team at Education Pioneers would certainly seek out the expertise of MPS Assists!
Evaluating and improving a series of Leadership Workshops that Education Pioneer fellows are required to attend, on topics, issues, and policy critical to transforming education.
The MPS team reviewed Education Pioneers’ workshop content, evaluated the post-workshop questionnaire, and analyzed survey results. Using qualitative and quantitative methods, the team analyzed data collected from each workshop across the United States, and compiled insights both at the city and national levels. To better understand the fellowship experience and the unique methodology Education Pioneers uses, some members of the team attended an EP Change Management workshop in DC, and met some of the summer fellows.
The final delivery was a Survey Analysis Action Plan for the workshops. It laid out a consistent and easy-to-replicate approach to workshop evaluation, clear roles and responsibilities, and manageable timelines for the staff to follow.
Public Allies is a national movement committed to advancing social justice and equity by engaging and activating the leadership of all young people.
The wonderful balance between content and process in your workshop design was engaging and effective. MPS’ knowledge and competency pushed our understanding of ourselves and our group.
Providing tools to Public Allies DC Ally apprentices to increase their self-awareness and understanding of group dynamics.
MPS developed and delivered a half-day Myers Briggs Type Indicator (MBTI) leadership training and workshop to 30 Public Allies apprentices and emerging leaders.
Participants raised their level of understanding about differences in personal preferences and left with a commitment to adapt and work better with individuals whose communication styles are different than their own.
A female mentoring program established to encourage young ladies by giving them a positive outlook on life through adult female mentoring, lectures, workshops, physical activity and practical application.
Thank you MPS Assists for your professionalism and passion for nonprofit work. We cannot wait to implement the awesome communications strategy that you developed for us!
Developing a sound brand image based on consistent and clear messaging to critical stakeholders.
MPS conducted essential stakeholder mapping to identify target audiences and then crafted a communications plan and key messages tailored to each audience aligned with the organization’s validated mission.
MPS helped P.E.A.R.L.S document their organizational mission, vision, and goals, while also providing them with a communications toolkit to make outreach more manageable and ensure a consistent message is portrayed.
MPS bridged a gap in skills-based volunteer service by developing a replicable plan and tools for helping nonprofits understand the project management component of scoping and seeing a project through to the end.
Developing a new way of recruiting that would match skilled volunteers with Points of Light’s nonprofit partners.
MPS consulted with Points of Light to define and implement a pilot program, Coach2Action, which utilized a specialized recruitment method for engaging project management volunteers through the Project Management Institute (PMI). The pilot involved establishing a project management maturity framework, and coordinating the training and engagement of the project coaches.
30 nonprofits were paired with 60 trained project coaches from the PMI community. MPS worked with project coaches throughout the process to provide guidance and collect lessons learned which will be used to improve future iterations of the Coach2Action program.
A U.S. trade association of futures commission merchants.
FIA was representing a rapidly-changing demographic of members and needed to baseline their membership’s interest areas and perception of the value they provided. They also needed guidance on specific activities and strategies which would better communicate their value to their members.
MPS designed an in-depth survey, which was sent to FIA’s entire membership, and analyzed the results. We provided data points and feedback from members to FIA Leadership to support recommendations needed for their ongoing member strategies.
800 surveys were completed, resulting in over 70,000 data points. MPS prepared a master report, with recommendations, and individual briefing slides and high-level recommendations for seven member areas, with five member demographic segments. The results were used to make decisions for future communication strategies and member-focused services.
City Parks Foundation makes parks vibrant centers of community through sports, arts, community building, and environmental education programs for New Yorkers.
MPS Assists’ service to us was invaluable in making us prioritize all the projects we have on our plate and uniting our staff members into a team to work toward the same priorities. The staff was extremely pleased with the session and felt it was “priceless” to help us focus on the big picture goals and how we can work together to improve our programs.
Design and facilitate a purposeful, interactive, and informative two-day Staff Retreat for the PfP organization
The MPS Team conducted interviews with PfP leaders to identify objectives and outcomes which were used to build a meeting agenda for an annual staff retreat. MPS consultants facilitated the two-day retreat which included professional development training to improve staff ability to collaborate with others, manage and facilitate effective meetings, communicate essential information, and apply project management principles to work activities.
Design and facilitation of a tailored and effective retreat for PfP staff which provided them with essential information they hadn’t received before, and a clear sense of ways to apply the skills learned throughout the two days.
M Powered Strategies provided TBB with significantly more feedback and insight into our work than we could have expected! Their recommendations continue to guide our strategic planning.
Identifying the best approach for successfully pairing skilled refugees with international corporations experiencing a skills gap.
MPS researched nearly 100 organizations within the private, government, and nonprofit sectors, and conducted 30 interviews to gather key insights on the market.
Creation of a clear vision and an actionable plan to achieve the program’s first successful pilot.
Each interaction was thorough, well-planned and professional. MPS helped Points of Light’s Military Initiative’s team build a strategy during a critical and transitory time. The end result was a well-thought-out and cohesive plan that involves sound strategy, realistic goals, and next steps.
Realignment of the work in the Veteran and Military space to correspond with trends in the volunteerism and Veteran-engagement markets.
MPS planned and led workshops to define MI’s values, mission, vision, customer value proposition, strategic goals, objectives, and programmatic initiatives.
Creation of a comprehensive strategic plan addressing the organization’s approach to stabilizing and scaling the division’s work while meeting financial, customer, organizational, and business needs.
Working with M Powered was a fabulous experience! They helped us quickly define a scope of work – developing a Strategic Plan for our MUS portfolio. The process went so smoothly and efficiently… the final Strategic Plan, along with all supporting materials, is top-notch.
Prioritizing and aligning activities to strategic goals to ensure big-picture results focused on long-term program growth and expansion.
MPS conducted an environmental scan for the MUS division and used the analysis results to lead collaborative working sessions with the team to refine their mission, vision, strategic goals, and performance measures.
| Creation of a three-year strategic plan with prioritized short-term projects mapped out over the 12 quarters, including recommendations for maximizing internal and external resource assignment. |
