charts a path to long-term viability through CSR’s strategic planning process.
"We are thankful for the way you 'got' our garden and how you've invested in helping [us] to succeed wildly!"
The organization was in a search for a new executive director after the recent departure of a previous short-tenured director.
The board of directors is large and does not reflect the makeup of the community that the organization serves.
While the organization had been relatively successful in its capital campaign (raising approximately $8MM of a $10MM goal) the annual unrestricted giving was not at a level to sustain the organization
The organization’s business model was not sustainable, relying in recent years on one-time sources of revenue (e.g., COVID relief funds), a multi-year unrestricted pledge from a donor, and drawing from reserves to balance the budget
The lack of a secured premises and ability to charge for admissions limited revenue generation and the ability to grow memberships and events.
There was limited awareness of the organization within the community .
Strengthen staff and board capacity by implementing robust recruitment, onboarding, and professional development opportunities
Position the organization with the infrastructure for long-term financial stability
Revise the garden master plan for compatibility with financial objectives
Increase the visibility of the organization’s services and impact in the region, and diversify its audiences and customer base
Establish and implement, across the organization, all-encompassing policies and procedures
Develop a seasonally repeatable suite of events (e.g. fall festival, holiday lights show, welcoming spring) responsive to community needs, wants, and desires and which generate net positive revenue
At A Glance
Total Revenue Projection
"CSR helped us develop a transformational vision for the future of the organization, and was great at laying out a plan making that into a reality, with steps to how to make that happen."
- President, Board Chair
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