CSB Consulting

As part of a national affordable housing preservation initiative, the MacArthur Foundation invited state and local governments to apply for $35 million in multi-year grants and program-related investments. was brought in to design and implement the grant review and selection process, providing project management and field work services and working with Foundation staff to develop funding recommendations. We created due diligence tools, facilitated field team meetings, and provided virtual project management through BaseCamp software. We also coordinated 20 site visits nationally for Foundation staff and consultants, and personally conducted six visits. We continue to work with the Foundation and its partners to finalize and publicize grant awards and develop an educational symposium on affordable housing preservation.

After identifying a new strategic direction for the Foundation, EBCF needed to communicate their new vision and translate the changes into new grant guidelines. was brought in to research and write a white paper for the Board on the Foundation’s new strategic direction. Next, we developed grantmaking guidelines to align with the new organizational vision, including researching issue areas, potential strategies, and other similar private and public funding initiatives. The resulting guidelines and articulation of grantmaking strategy were approved by staff and Board and incorporated into the Foundation’s revised website. We continue to assist with implementation of these strategies through development of private funding partnerships, facilitation of the Alameda County Funder’s forum, and development of a report on workforce development opportunities for formerly incarcerated individuals, adults with limited English proficiency, and former foster youth.

Recognizing potential matches in mission and services, WRA decided to explore the feasibility of merging with two other substance abuse recovery organizations. was engaged to conduct the merger feasibility study. Working with board members and executive directors of all three agencies, we completed an internal assessment of each organization and evaluated the external fundraising, regulatory, and programmatic climate for a merger. Based on the internal and external data, we reviewed areas of compatibility, highlighted areas of opportunity and challenge, compared possible partnership structures, and completed a cost-benefit analysis. The resulting report will help inform WRA as they decide whether merging is a viable strategy for sustaining high-quality programs in the current economic climate.

To promote the growth and leadership of emerging community foundations in underserved rural areas of California, the Irvine Foundation launched the Community Foundations Initiative II (CFI 2). Sutherland~Edwards was selected to lead the CFI 2 technical assistance program and brought in to conduct an interactive convening on grantmaking for staff and board members from nine small community foundations. We developed small and large group exercises, created a resource manual, and conducted a day-long training on grantmaking strategy and best practices. Over 90% of participants rated the training as “excellent,” one of the strongest ratings of all the CFI 2 convenings. (2008)