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Are You Data Literate?

Recently the TCG team participated in a data visualization challenge at the Indy Big Data Conference, and this experience has led me to writing a blog on data literacy.  What is data literacy? Merriam Webster defines being literate as “having knowledge or competence”, and being competent with data is a foundational skill we all need in this age of big data. Now, you don’t have to love math or know how to write code to be data literate. What you need to be comfortable doing is asking what, how, why, and so what of data. What data is being collected? (e.g., age, county, number of individuals with a college degree) How is the data being collected? (e.g., application, agency records, census survey) Why? Especially

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4 Tips for Getting Started with Tableau

Have you ever seen beautiful charts or dashboards that make the data “pop” in the report or presentation and wondered how could you do that? At Transform Consulting Group, we have made a lot of charts and graphs to help our clients evaluate their programs and understand important information in a way that is easy to digest. We work to find the most efficient ways to assist our clients with the data that they need to make informed, timely decisions. One way to do this is staying current with data analysis and visualization software. The data visualization software that we are crushing on these days is Tableau. It is essentially an accelerated version of “pivot tables”.  If any of you are

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When do you need a Feasibility Study?

Whether you call it a feasibility study, a needs assessment, or a readiness assessment, you typically need one when your organization is looking to take on a large initiative such as a capital fundraising campaign, adding a new program or service, or expanding into a new market.   At Transform Consulting Group (TCG), we perform feasibility studies that often include the following steps:  gathering stakeholder feedback, surveying the board of directors, scanning the environment, completing a financial analysis, and conducting a community assessment.  There is a lot to consider when taking on a large initiative, and each feasibility study is going to look slightly different depending on what is being considered and how your organization operates. Our team has served

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Press Pause: Redesigning an Existing Program

In January, we kicked off our Exercise Your Impact campaign. Throughout 2019 we’re sharing tools and resources that highlight critical phases of organizational planning. During Quarter 2, we are focusing on program development. An important aspect of program development is knowing when to redesign an existing program. Too often, organizations operate on “auto-pilot” and keep running their programs in the same way because that’s how they’ve always done it. Programs can start to feel stagnant or stuck in a rut, but the effort involved in making a big programmatic change can keep programs in this place. Staying on auto-pilot can cause staff to feel overworked and stressed, especially if a program is not having the desired impact. Instead of forcing

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5 Tips to Implement an Evidence-based Program

When awarding funding, philanthropic funders want to invest in “what works” and is proven effective. Many funders show preference for programs and practices that are evidence-based. Implementing an evidence-based program is a great way for grant seekers to demonstrate that they are also committed to “what works”. For example, the Richard M. Fairbanks Foundation recently awarded funding to over 20 schools and school districts as part of their Prevention Matters initiative.  Prevention Matters is a three-year grant initiative aiming to help Marion County schools identify, implement and sustain proven substance use prevention programs. To apply for this funding, schools selected an evidence-based substance use prevention program that aligned with their needs. In their proposal, schools had to demonstrate that they

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4 Steps to Build Your Asset Map

Have you ever moved to a new community and wanted to get connected, but didn’t know where to start? Maybe you have had a tangible need presented to you by a friend or family member, but you didn’t know where to direct them to get help? For many communities, an asset map serves as the perfect connection point between individuals and services. An asset map contains the details of available resources, organizations, clubs, boards, and more. This map can help individuals find specific organizations, such as home assistance or guidance on a committee to join. The map can also serve as a decision-making tool, bringing to light any potential strengths and/ or gaps in the community. We helped a local

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How to Implement your Strategic Plan

In January, we kicked off our Exercise Your Impact campaign. Throughout 2019 we’re sharing tools and resources that highlight critical phases of organizational planning. Our first quarter focus is on the first phase: Strategic Planning. As we finish out the quarter, we want to provide some tips on how to use and implement your strategic plan. In a previous blog series, we highlighted the 4 steps of strategic planning and detailed each step (step 1, step 2, step 3, step 4). But what happens once you’ve completed those steps? We often find that organizations get stuck on figuring out how to take the big picture elements in the strategic plan and make them operational. To avoid this, we create an “implementation plan” during

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3 Strategic Plan Tools to Create

Congratulations! You have journeyed through the 4 steps of our Strategic Planning Process and you’re ready for the final step: Create. (We covered step 1, step 2, and step 3 in previous blogs). The goal of a strategic plan is to develop timely, relevant and action-oriented plans for the future of your organization. Once you have a clear direction, it is time to make sense of the information and package it in a way that is meaningful and possible to implement.   At TCG, we believe a strategic plan has little value if it is a report that sits on your shelf, never to be seen again. We don’t create long strategic plan reports that you can’t use. We want

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3 Steps to Facilitate a Strategic Planning Retreat

What comes to mind when someone says the word “retreat”? In the dictionary, “retreat” has a few different meanings: an act of moving back or withdrawing; a quiet or secluded place in which one can rest and relax; an act of changing one’s decisions, plans, or attitude, especially as a result of criticism from others. If we apply these definitions to a “planning retreat”, we can conclude that it is a meeting where a group can step back from regular daily activities to discuss decisions, plans and goals to help inform a strategic plan and future decisions. This means you don’t need to leave town to have an effective planning retreat! Whether you are leading a planning retreat or participating

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4 Steps of Strategic Planning

We have the privilege of working with a few organizations every year to help them create their “road map” or strategic plan for the next 3-5 years.  In the course of completing these strategic plans, we have developed a formula that guides the process following four key steps. 1. Collaborate Good strategic plans are not created in isolation in a board room.  We work with you to identify all of the key stakeholders that we need to engage to inform the strategic planning process.  This will vary depending on your organization, but typically involves some of the following key stakeholders: Staff at different levels of the organization Board of Directors Volunteers Current and past funders and donors Key community partners/ stakeholders in

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