perspectives a newsletter for the clients and friends of TCC Group

strategies to achieve social impact Winter 2005

tcc group

Over the past year, during our25th anniversary, TCC Grouppracticed what we preach: weengaged in a strategic plan-ning effort. We examined thechanging environment for funders and nonprofits, theneeds of our clients, and ourinternal capacity to addressthese needs. Among otherthings, our new plan focuseson how we will improve inknowledge management, technology, and professionaldevelopment. We aim to pro-vide even more effective services to our clients.

Since our last strategic plan-ning effort four years ago, TCCGroup has grown significantly.We have served over 300clients during this period, andwe have increased our staffsize by over 30 percent. Lastyear, we welcomed seven newindividuals with a diverserange of previous work experi-ence at The Ford Foundation,Morgan Stanley, The Universityof Pennsylvania, thePhiladelphia Department ofHuman Services, theInternational RescueCommittee, and NorthernCalifornia Grantmakers,among others. (See "We HaveGrown!" on page 6.)

What does a nonprofit need to succeed in today'sincreasingly competitive and rapidly changingenvironment, evermore demanding of account-ability? Look behind the curtains of an effectivenonprofit, and chances are you'll find a leader whohas created an environ-ment in which continu-ous learning about howthe organization isresponding to the needsof the community is apriority.

Take Josh Elkin, forexample. Rabbi Elkin isthe founding executivedirector of thePartnership forExcellence in JewishEducation (PEJE), anational funding partner-ship and managementassistance provider dedi-cated to strengtheningJewish day school edu-cation in North America,with an operating budgetof approximately $4.6 million and a grantmakingbudget of $1.5 million. In its first five years, PEJEexperienced tremendous success and rapidgrowth. The organization was successful in bring-ing in new funders to the partnership. PEJE's staffwere widely regarded in the field for their dedica-tion, intelligence, and responsiveness to their con-stituents. Increasingly, the day school communitylooked to PEJE as a leader and innovator. The organization was busy, vital, and dynamic, due inlarge part to Rabbi Elkin's leadership.

So far, this story sounds like a nonprofit execu-tive's dream, and in many ways, PEJE was in anenviable position. But as the five-year anniversary

approached, it also became clear that staff -including Rabbi Elkin - were stretched thin. In aneffort to be responsive to the community, PEJEwas trying to meet too many constituent needs. Asa result, the programs were becoming unfocused,

and staff were at riskfor burning out. Staffwere also sensing thatPEJE's initial grant-making program, thecornerstone of its pro-gramming, was becom-ing less relevant toconstituents, and thatthey might need toreassess their overallstrategy.

Under the leadership of Rabbi Elkin and theboard of directors,PEJE decided to take astep back and assesswhere the organizationhad been over the pastfive years, figure outwhat it wanted to do

over the next five, and determine how it would getthere. The organization engaged in a comprehen-sive strategic planning process that looked closelyat what the organization had learned about theneeds of day schools, clarified its own uniquestrengths and capacities, and carefully assessedother trends within the day school movement. Theend result was a strategic plan focused around aclear mission and vision and a set of coherent,interrelated goals that made explicit what PEJEwould and wouldn't be doing over the next severalyears. The board approved the plan and agreed tomake the investment necessary to guarantee its successful implementation.

Everyday Leaders: Building the Adaptive Capacity of Nonprofit Organizations Anne Sherman

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PEJE Executive Director Rabbi Josh Elkin

CEO’s Message

Today, PEJE is engaged in a smaller set of activi-ties, and its grantmaking program has beenredesigned: it is capturing the lessons learnedthrough a knowledge management system andprogram evaluation. It is a stronger organizationand is poised to be more effective because itsleadership realized the need to reflect, challenge,listen, and, ultimately, change. Moreover, this hap-pened at a time when it wasn't absolutely neces-sary, and arguably, things were going fairly well.Due to the shared vision of its professional andvolunteer leadership, PEJE was proactive in deter-mining its future, rather than responding to aninternal crisis or dramatic external event.

PEJE exemplifies a growing trend in organizationaldevelopment: the belief that aconsistently successful non-profit is one that is aware of andresponsive to its external envi-ronment, regularly assesses theeffectiveness of the entire orga-nization, consistently evaluatesits programs, uses evaluationdata to improve services, andplans ahead. In short, it's anorganization that knows theimportance of knowledge anduses it to understand the past,manage the present, and planfor the future. The term coinedto describe this approach to attaining organiza-tional effectiveness is adaptive capacity. Anecdotalevidence suggests that many nonprofits that havedeveloped high levels of adaptive capacity sharean important characteristic: leaders–staff andboard–who have made adaptive capacity part ofthe way they do business.

What DDoes AAdaptive CCapacity MMean?

In a 2002 study of management support and field-building organizations in the nonprofit sector, ateam of TCC Group consultants, led by PaulConnolly and Peter York, identified four dimensionsof organizational capacity considered to be criticalto overall effectiveness. They are:

1. AAddaappttiivvee CCaappaacciittyy: the ability to monitor,assess, respond to, and stimulate internal andexternal changes. It also involves being proac-tive and generative by playing an advocacyrole and trying to shape the environment aswell.1 Assessment, planning, and evaluationare typical activities.

2. LLeeaaddeerrsshhiipp CCaappaacciittyy: the ability of all organi-zational leaders to inspire, prioritize, makedecisions, provide direction, and innovate, all in an effort to achieve the organizationalmission.

3. MMaannaaggeemmeenntt CCaappaacciittyy: the ability to ensurethe effective and efficient use of organization-al resources–quality of staff supervision,appropriate use of technology, or effectiveinternal communications.

4. TTeecchhnniiccaall CCaappaacciittyy: the ability to implementall of the key organizational and programmaticfunctions. Are programs as effective as they

might be? Is the right number ofappropriately trained staff inplace?

Adaptive capacity is perhapsthe least familiar of these fourdimensions. What exactly is it,and why does it matter?

Adaptive capacity refers to anorganization's ability to under-stand what's going on, bothinside and outside the organiza-tion; to learn from this informa-tion; and to respond and plan

appropriately. This sounds great, but how does itrelate to a struggling nonprofit, or even one that'sdoing moderately well? Adaptive capacity is rele-vant–in fact, it's essential–because, as PeterSenge notes in The Fifth Discipline (1990), it leadsto results. Few, if any, nonprofits today can affordto ignore the pressure to be accountable andresults-oriented, and the way to get results andachieve excellence is through learning, creativity,flexibility, and willingness to change, in short,through adaptive capacity.

Organizations demonstrating adaptive capacityaren't ones where information, ideas, and learningare guarded by a few at the top. Rather, staff andvolunteers are encouraged, or even expected, to becritical consumers of information and contributeto the organization's continual improvement. Someexamples include:

• Built-in systems for continuously evaluatingthe quality and impact of programs and ser-vices and using the data to improve effective-ness.

In 2004, my colleaguespublished several pieceson employee involvement,governance, capacitybuilding, and strategicplanning. I encourage youto visit our website(www.tccgrp.com) toaccess these valuableresources. Please join ourdistribution list to startreceiving our future publications via email.

Tragedies, like the recenttsunami disaster, remindus all of our interdepen-dence and the criticalimportance of sharedcommitment. At TCCGroup we are recommit-ting our efforts to thisend. We look forward withanticipation to 2005 andthe new challenges it willbring. We are eager tohear how we might assistyour organization.

John E. Riggan

CEO’s Message (con’t)

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A day school supported by PEJE

1 This definition of adaptive capacity builds on earlier work by Christine Letts, William Ryan, and Allen Grossman, High PerformanceNonprofit Organizations: Managing Upstream for Greater Impact (1999), and Carl Sussman, "Building Adaptive Capacity: The Questfor Improved Organizational Performance," February 2003.

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• Formal assessment of organizational strengthsand weaknesses on an ongoing basis.

• Executive directors who maintain strong rela-tionships with colleagues in the community tokeep abreast of opportunities, to follow trends,and to be an important voice around issues ofinterest to the organization.

• Regularly conducted strategic planningprocesses that don't involve only senior staffand board members, but also include input fromprogram and administrative staff, other volun-teers, and clients or customers.

For every nonprofit or foundation leader who alreadypractices this type of leadership, there are dozensmore who would like to but are wondering, How canI possibly think about assessment or planning whenthere are two proposals due tomorrow and the pro-gram director just resigned? TCC Group has workedwith many organizations in building their adaptivecapacity, and we have learned that to build it, strongleadership is absolutely critical.

Adaptive LLeadership

“Leadership is doing. It isn't just thinking greatthoughts; it isn't just charisma; it isn't play-acting. It is doing.” –Peter F. Drucker, Managing the Nonprofit Organization

When we think about strong nonprofit leaders, whatcomes to mind? Reflection, planning, evaluation?Probably not. More likely, we think of dynamic,charismatic visionaries who inspire staff, volunteers,donors, and the general public to become part of an exciting journey. To be sure, this type of leadership is critical for a nonprofit organization,particularly early on. It may not be enough, however, to ensure long-term sustainability andeffectiveness. The adaptive leader is more likely tocreate a strong organization that supports the mission and programs.

Note that the "adaptive leader" may not be a singleindividual within an organization. While most organi-zations have one board chair and one CEO, adaptiveleaders frequently are surrounded by others in theorganization–both at board and staff levels–whoshare the commitment to anticipate and plan forchange and rely on information to help them makegood decisions. Because knowledge, improvement,and innovation are shared values, adaptive leaderstend to build leadership teams whose members can

challenge each other. Together, they build an organizational culture that embraces learning andcontinuous improvement.

Charismatic leaders may be born and not made, butit is possible for any leader to deliberately buildadaptive leadership capacity into an organization.Strategies include:• Stay cconnected tto tthe ooutside wworld. Strong organiza-

tions don't operate in a vacuum. Their leaders arewell known and highly regarded among colleaguesand others, like funders or local policy makers,and they know how to use their networks to giveand get relevant information about their operatingenvironments. They know when and how to collab-orate with other organizations, and when they arebetter off going it alone.

• Make ssure tthere's aan oorganizational vvision. A clearvision that's linked to the organization's missionand is understood and supported by key stake-holders helps determine what kind of data is need-ed. All activities should be in support of the visionand the mission.

• Engage iin iinformed sstrategic pplanning. Adaptive lead-ers realize the power of data and know how to useit to conduct high-impact strategic planningprocesses. Assessment based on good informa-tion about internal operations, program effective-ness, and the external environment is an impor-tant part of effective strategic planning. Performongoing assessments of their operations, systemsand overall effectiveness and use this informationfor the purposes of strategic planning. Highlyadaptive organizations also bring program evalua-tion data and findings to the planning table. As apart of any strategic planning process, effectiveorganizations also reach out to people in the com-munity to understand what types of changes haveoccurred that could affect their ability to achievetheir mission, as well as formally assess theirclients' needs on an ongoing basis. All of theseadaptive strategies should be deployed for anystrategic planning process.

• Build aa tteam oof lleaders. Adaptive leaders understandthe importance of creating an organization thatcan function effectively without them. An organi-zation with a team of leaders–staff and boardmembers–that shares an orientation to adaptivecapacity building is more likely to anticipate andprevent crises than one that relies heavily on anindividual.

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Chantell Johnson, SeniorConsultant at the firm, ison the Host Committee ofthe Alliance for NonprofitManagement's conferencein Chicago July 14-17.

Susan Misra, Consultant, ison the Steering Committeefor Border Crossers, anorganization that bringstogether elementary schoolchildren to learn aboutracism and how to work to cross borders in theircommunities.

Cara Cipollone has joinedthe Steering Committee ofEmerging Practitioners inPhilanthropy, an affinitygroup of the Council onFoundations that strives to support and strengthenthe next generation ofgrantmakers.

Staff Updates

Chicago875 North Michigan AvenueSuite 3930Chicago, IL 60611-1803phone: 312.642.2249fax: 312.642.2259

New York50 East 42nd Street19th FloorNew York, NY 10017phone: 212.949.0990fax: 212.949.1672

PhiladelphiaOne Penn CenterSuite 1550Philadelphia, PA 19103phone: 215.568.0399fax: 215.568.2619

Websitewww.tccgrp.com

Emailinfo@tccgrp.com

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Contact a TCC office

« continued from page 3

• Surround yyourself wwith ppeople wwho llook aat tthe wworld aalittle ddifferently. Effective leaders recognize boththeir strengths and their shortcomings. Thecharismatic leader, for example, may never cometo embrace her inner evaluator, but she canaccept that evaluation is important to long-termsuccess and hire a senior manager who trulyunderstands the concept.

• Learn tto llove eevaluation. For many nonprofit execu-tives, evaluation is a burden imposed by fundersfor accountability purposes and a distractionfrom other, more important, activities. Whatabout evaluation as a way to increase impact?Evaluation where learning is the primary focusregards data collection and interpretation asstrategies that allow a wide group of stakehold-ers to better understand program quality andprogress toward achieving outcomes. There aremany ways to build evaluative learning process-es into an organization (for concrete suggestionson how to go about this, see TCC Group's brief-ing paper Learning As We Go: Making EvaluationWork for Everyone, available at www.tccgrp.com).

Concluding TThoughts

Seem overwhelming? Don't despair! Anyone whowants to build the adaptive capacity of their non-profit can do it. Begin with small steps. Here aresome tips for getting started:

• What are you most proud of in your nonprofit?What have you and your colleagues built thatcould be of value to others? What do you suspectcould be strengthened or improved? Think aboutthe legacy of your organization, and how informa-tion can help to build it.

• Think of one or two respected colleagues whohave used information from evaluation or plan-ning processes. Talk to them about why theystarted these initiatives and how they got themoff the ground. What did they learn? What wasmost valuable to them? What would they do differently?

• Identify a few board or senior staff members whoseem to have an interest in planning or evalua-tion. Get their ideas about what kind of datawould be helpful for them in decision making.Maybe you could conduct a simple board assess-ment on an annual basis, or have volunteers fol-low up with a small sample of clients to ask themabout the impact of the services they havereceived?

• Build in times for staff to discuss importantissues outside of the organization that haveimplications for your work. Is there importantnew research on the type of services you eitherprovide or fund? Is the policy environment chang-ing in ways that will have an impact on importantfunding streams? Are staff seeing dramaticchanges in the issues that clients are presenting?Find natural opportunities to build in times to discuss these changes, like staff meetings orbrown-bag lunches, and make sure that you leavetime to think about the implications or possibleaction steps.

• Funders play a critical role. Capacity buildingrequires time, which in turn, requires money.Grantmakers should think about how their fund-ing guidelines do (or don’t) support adaptivecapacity building and consider ways to directlyencourage or support the ongoing learning anddevelopment of their grantees.

Charismatic Leader Adaptive Leader• Owner of vision • Implementer of the vision

• Attracts followers through strength of personality and ability tocommunicate vision

• Attracts followers through ability to communicate vision andplan to achieve it by using key information to make the case

• Likes change; prefers action to planning • Embraces change after considering the data and related implications

• Does not need much data to make decisions, comfortable making decisions intuitively

• Builds a culture of learning by using information collected through assessment and evaluation to increase program quality;shares data with staff and board; more inclined toward collectivedecision making

• Is the star of the organization • Nurtures future leadership by creating a deep bench of futureleaders who value information-based decision making

• Is well connected and well known in the field • Collaborates effectively and builds strong peer networks

• May not seek staff or board with differing or complementarystrengths

• Is self-aware and seeks out staff and board who will examineinformation and challenge assumptions and decisions

A team of TCC consultants recentlyassisted The FFree LLibrary oof PPhiladelphia andits 50 branches to improvetheir efficiency and effec-tiveness through a com-prehensive strategic plan-ning process. The finalreport included findingsfrom a series of interviewsand discussion groups, aswell as research on gener-al trends in the operationof urban library systems.

TCC is conducting astrategic review of theCoca-CCola FFoundation. The work includesinterviewing key managers, performingpeer company research, and making rec-ommendations for program strategy andgrantmaking operations.

The NNew EEngland FFoundation ffor tthe AArts hasretained TCC to design and conduct anevaluation of the Online CulturalMarketplace.

The firm recently developed a plan for ThePhiladelphia ZZoo to evaluate its organiza-tional effectiveness. This comprehensiveevaluation included a mission-based logicmodel approach and extensive input frompatrons and staff.

TCC was hired by the Surdna FFoundation toprepare a report on the state of philan-thropy in general and on trends andissues in the fields in which Surdnafunds, including the environment, com-munity revitalization, effective citizenry,arts, the nonprofit sector.

The NNational FFoundation fforTeaching EEntrepreneurship(NFTE), a drop-out pre-vention and academicimprovement program forat-risk youth, hasengaged TCC Group todevelop an outcomesassessment system.

TCC Group was hired toassist the Tremaine FFoundation in defining anew direction for its learning disabilitygrantmaking and to identify and assessthe capacity of organizations that mightbe keys to success in this area.

We are conducting an evaluation of theConrad NN. HHilton FFoundation's Humanitarian

Prize Program. TheFoundation is using thisevaluation to assess itsown internal operationsrelated to the prize, aswell as develop a betterunderstanding of theimage of the prize in thefield and its impact onrecipient organizations.

TCC is working with theIndependence CCommunityFoundation to conduct a

feasibility study, testing the idea of devel-oping a community foundation inBrooklyn.

A team of TCC consultants is leading astrategic planning effortfor the Henry HH. KKesslerFoundation that includes aneeds assessment in thefield of the physically dis-abled in New Jersey andongoing planning assis-tance.

TCC is helping thePhoenix-based Valley oof ttheSun UUnited WWay prepare adetailed business plan thatwill help the organization implement itscommunity impact agenda.

TCC Group is facilitating a communitybuilding process to develop an educationand workforce development plan for

Martinsville and HenryCounties in Virginia. Ourconsultants are workingcollaboratively with HarvestFoundation staff, govern-ment officials, and keystakeholders in the com-munities.

TCC is continuing to workwith the Annie EE. CCaseyFoundation on developingand piloting a demonstra-

tion project of an outreach strategy inselected cities where there is philan-thropic interest in place-based invest-ment for the benefit of disadvantagedchildren and families.

Goldman SSachs CCharitable SServices GGroupseeks to develop a new strategic programwith a focus on capacity building as apart of its Corporate Giving program.Goldman Sachs engaged TCC Group todevelop the framework for the program,gain consensus and participation withinthe firm, and develop overall recommen-dations for the program.

TCC is now providing day-to-day adminis-tration and in-house management for theOhrstrom FFoundation and the Dickler FFamilyFoundation. Our services include develop-ment and maintenance of administrativesystems; soliciting, reviewing, and recom-mending proposals; managing and moni-toring grants; and bookkeeping and finan-cial reporting.

TCC has been hired to assist GreenpointManufacturing aand DDesignCenter, an economic devel-opment organization, torethink its mission and pro-grams to help it respondappropriately to majorchanges in its operatingenvironment.

TCC facilitated a processthat engaged Howard HHughesMedical IInstitute staff andprogram directors to deter-

mine the goals and strategies for its peerevaluation cluster process, and buildstaff evaluation skills. TCC is conductingfurther research to assess how the PilotProject program directors have improvedtheir use of evaluation since their partici-pation in the process.

TCC Group is working with New YYork CCareson a comprehensive planning processthat will explore options for programmaticgrowth, target opportunities to developfundraising efforts, and improve externalcommunications.

Seedco, a national community develop-ment operating intermediary, hired TCCto assess the organization and advise onhow it can better fulfill its mission.

We are conducting a strategic planningprocess for the international developmentorganization, World NNeighbors. The planningprocess is helping to set a new directionunder the leadership of its new CEO.

perspectives Winter 2005

Current and recent work5

The firm welcomes the following new staff. Ourentire team is shown in the photo below.

Marcus LLittles, Consultant, was aProgram Associate in theCommunity and ResourceDevelopment Unit at The FordFoundation in New York.

Jared RRaynor, Consultant, previously worked for theInternational RescueCommittee in Azerbaijan and specializes in programevaluations.

Ashley SSnowdon, Consultant, has recent work experience at Northern CaliforniaGrantmakers.

Ana RRamos-HHernandez,Consultant, has extensiveexperience in surveying, datacollection, and quantitativeand qualitative analysis.

The firm welcomes EvanKultangwatana, a recentWesleyan University gradu-ate, as Research Associate.

BOARD OF DIRECTORS

John RigganChairman and CEO

Richard MittenthalPresident and COO

Paul ConnollySenior Vice President

Shelly KesslerVice President and CFO

Thomas W. Knowlton Vice President

PROFESSIONAL STAFF

Carol O’Connor GalloDirector of Administration

Lois ChiericoDirector of Finance

Peter YorkDirector of Evaluation

Laura Colin KleinSenior Consultant

Chantell JohnsonSenior Consultant

Sally MunemitsuSenior Consultant

Jennifer AversJudy BarciIrene Bostick Janice BrownCara Cipollone Ashley DelBiancoDeShele DorseyEvan KultangwatanaMarcus LittlesJulie MalloySusan MisraAna Ramos-HernandezJared RaynorSheila ScottAnne ShermanAndrew SmithAshley Snowdon

AFFILIATES

Flynn Bucy, PhDMarcelle Hinand CadyThomas H. FoxM. Patricia HovenShelby Miller Tom Stephens

perspectives Winter 2005

We’ve grown

Our team

6

BBaacckk rrooww: Evan Kultangwatana, Sheila Scott, Marcus Littles, Richard Mittenthal, John Riggan, Julie Malloy, Jared Raynor, Thomas Knowlton.

MMiiddddllee rrooww:: Ashley DelBianco, Ashley Snowdon, Judy Barci, Laura Colin Klein, Janice Brown, Shelly Kessler, Ana Ramos-Hernandez, Sally Munemitsu, Lois Chierico, Carol Gallo, Andrew Smith, Cara Cipollone.

FFrroonntt rrooww: Aracely Ruiz, Chantell Johnson, Paul Connolly, DeShele Dorsey, Peter York, Anne Sherman.

Peter York will present asession on March 18 at theOhio Grantmakers Forumon effective grantor-grantee relationships.

Chantell Johnson and PeterYork will speak on evalua-tion methodologies at N-TEN!, the NonprofitTechnology EnterpriseNetwork's annual confer-ence, at the ChicagoMarriott, March 23-25.

Paul Connolly will presenton how funders can tailorinvestments to support thelifecycle stages of theirgrantees at the 2005Council on Foundations’annual conference in SanDiego, CA, April 10-12.Gayle Williams, ExecutiveDirector of the MaryReynolds BabcockFoundation, and Moy Eng,Director of Performing Arts at the William andFlora Hewlett Foundation,will present at the sessionas well.

Peter York and ChantellJohnson will co-present"Marketing YourOrganization's Impact,"and Paul Connolly andJennifer Avers will co-present "Using MarketResearch to DevelopStrategies to Engage YourAudiences andCommunities" at NorthPark University's AxelsonCenter Symposium on May11 in Chicago.

We get around

On February 23, Paul Connollyhelped lead a pre-conferencesession on capacity buildingat the Grantmakers iin HHealthannual conference in SanFrancisco.

On January 19, Peter Yorkand Tom Knowlton presented "Tracking andEvaluating Corporate Volunteerism" to theCorporate VVolunteers oof NNew YYork.

On December 7 of last year, Paul Connolly gavea keynote speech on "Promising Practices forNonprofit Capacity Builders" at a symposium inDetroit sponsored by the Michigan NNonprofitAssociation.

On November 16, Peter Yorkpresented on capacity build-ing and organizational assess-ment at the Compassion CCapitalFund LLeadership WWorkshop. Thisfederally funded national initiative aims to strengthen

the organizational capacity of faith-based orga-nizations. Attendees included intermediary orga-nizations receiving funding from the president'sfaith-based initiative.

Susan Misra co-facilitated three sessions at the17th AAnnual CCreating CChange CConference, the annualconference of the National Gay and Lesbian TaskForce Organization Institute,"People of ColorInstitute,” “Anti-Racism Discussions," and"Immigrant Rights Organizing for LGBTSTQPeople of Color."

In October, RichardMittenthal presented at The PPhilanthropy WWorkshop inConnecticut on "Successand Failures in Philanthropy,"which included examples

of successful strategic grantmaking. The work-shop was organized by The RRockefeller FFoundation

and the BertelsmannFoundation.

On September 3, the firm'sCEO, John Riggan, gave apresentation on corporatephilanthropy and socialenterprise at the EconomicForum aat KKrynica and present-

ed on the same topic at a seminar in Warsaw,Poland.

Workshop Datebook

As corporations continue to expand their involve-ment with the community, there is increasinginterest in determining the most effective struc-ture and process to fully leverage the resourcesof the company. Despite this growing trend, thereis a scarcity of information regarding the organi-zational structure of community involvementactivities.

In response to this interest, TCC Group hasbegun to build a database of information thatwill provide guidance to any company looking forfacts and data to inform the development of theirown internal Corporate Involvement (CI) structure.

TCC Group has collected information from 19companies on their internal CI structure, and

new companies will be added monthly. A reporton the survey findings is available free to anycompany that participates in the survey. Theinformation provided is confidential and is usedonly in the aggregate for the report.

The report includes information on structure(staffing, relationship with other departments,geographic reach), program (types of programs,focus), and experience (staff experience, company history).

If you are interested in receiving a free copy ofthe report and participating in the survey, pleasego to www.tccgrp.com or call Tom Knowlton,Director of the Corporate Practice, at 888-222-2283.

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Corporate Community Involvement Management Structure Survey: A Call for Participation

perspectives a newsletter for the clients and friends of TCC GroupWinter 2005

management consulting organizational and program planning evaluation

nonprofit organizations philanthropies corporate citizenship programs

strategies to achieve social impactPhiladelphiaNew YorkChicago

50 East 42nd Street19th FloorNew York, NY 10017

www.tccgrp.com

tccgroup

WHO WE ARE:

TCC Group (formerly TheConservation Company) is aconsulting firm that developsstrategies and programs thatenhance the efficiency andeffectiveness of nonprofitorganizations, philanthropies, andcorporate citizenship programs toachieve social impact.

WHO WE SERVE:

• Philanthropic organizations

• Nonprofits

• Corporate citizenship programs

• Nongovernmental agencies

• Government

WHAT WE DO:

• Planning

• Evaluation

• Grantmaking assistance

• Program and strategy development

• Needs assessment and competitive analysis

• Organizational development

INSIDE:

Adaptive Capacity

CEO’s Message

Corporate CommunityInvolvement StructureSurvey

Current and RecentWork

We Get Around