Synthesis Partnership Edit Name
Organization joined Fri, Dec 05, 2008 at 02:52AM UTC last seen Thu, Mar 17, 2016 at 09:07PM UTC
Synthesis Partnership has advised nonprofit organizations since 1995 on strategy, planning, and organizational development and change. The foundation of our approach to any assignment is attentive listening to the situation, needs, culture and aspirations of the client and designing a planning process that will work for them.
Our clients include educational, cultural and arts institutions, health care, environmental and social service organizations, and national associations. They have included a spectrum of sizes (no staff to hundreds of staff; budgets from less than six figures to nine), maturities (start-ups to well over a century old) and experience (organizations new to planning and organizations with extensive history and experience of planning). This diversity of clients and projects has given us experience and tools that we bring to each new assignment. Our breadth of understanding of nonprofit sectors and issues helps us to ask the right questions and explore the relevant concerns to assure integrated explorations and solutions.
For additional information about Synthesis Partnership, our approach and case studies of our work, and to sign up for our periodic e-letter, visit our web site, www.synthesispartnership.com
Organization type Consultant Edit Type
Wed, May 14, 2014 at 1pm EDT / 10am PDT
No matter how rewarding a planning process is in cultivating your stakeholders, focusing your board and staff, and developing your organization, and no matter how promising the goals and objectives of your plan, strategic planning cannot be successful unless it drives action. A bit of wisdom from the business... (continued)
Wed, Mar 19, 2014 at 1pm EDT / 10am PDT
Strategic planning should be a means not only to produce a strategy, but also to engage and cultivate stakeholders, develop leadership, and generate new energy, commitment and consensus around mission. Its primary product is not a written plan, but strategic thinking within the organization, which is... (continued)
Strategic planning fails for various reasons:
- tedious, time-consuming process
- obvious, vague, or unmeasurable actions
- ignored once plan is written (or plan never quite finished)
- adds tasks to an already over-stretched staff
- results not visible to stakeholders
- does not advance... (continued)
The missions of many nonprofits focus on pushing for social change or preparing people to adapt to the larger forces of change around them. Other nonprofits preserve and share a cultural heritage in the face of change. Organizational change in its various forms, however, can be much less familiar and manageable.
Facilities are an extraordinarily expensive solution to any need. If you need to build—or think you might—there are ways to reduce your costs, your risks and your stress, and increase the benefits you will derive from your new or renovated facility.
We use the term integrated planning to describe a composite of planning activities that together provide the structure, direction and guidance needed by an organization. While the composite will vary in different situations, an understanding of the principles and framework for integrated planning will help to make each of the... (continued)
Focused intently on the services they provide, non-profit organizations are often unaware of the substantial asset they have in their brand identity. Not just a function of retailing consumer products, brand identity can offer reinforcement of mission, operating stability, and increased revenue, tying together diverse... (continued)
If the truly important things are qualitative, how can the real value of what we do be measured in any meaningful way? Quantitative measures are not a substitute for qualitative goals, but when developed and used thoughtfully, they are essential tools to assist in reaching them.
Here’s my claim: a mission statement is a fundamental tool of strategy, focus, marketing, and identity. It provides the shortest route to your goal… for the simple reason that without it you don't really know (collectively) what your goal is.
Before launching any substantial facility project, nonprofit boards and CEOs should have a clear sense of the entire process so that they can seize opportunities and avoid pitfalls.
This webinar touches on the critical information a board and CEO need to have to increase quality and value in the conception, design and... (continued)
Nonprofit boards have been defined as ineffective groups of effective people. What does it take to energize and get the most out of a board?
This work is licensed under a Creative Commons Attribution-NonCommercial 3.0 United States License.
The Sharing Entity offering such Paid Content hereby grants You a nonexclusive, personal, noncommercial, non-sublicenseable, non-transferable, limited right and license to view, use, display and adapt for... (continued)
An institution facing or creating change must attend to many kinds of
planning. Integrating all planning efforts prevents uncoordinated —or even
conflicting—results. Enormous gains can be made when all areas of planning
are developed in an integrated sequence, with a regular cycle of strategic,
business and program... (continued)
Sam Frank founded Synthesis Partnership to advise non-profit organizations in strategy, planning and organizational development. The largest share of his practice is devoted strategic planning, but he also works with clients on board governance, change management, facility, program and business planning, and training.
In 2009 he co-founded Nonprofit Webinars and... (continued)