Financial security for self-employed artists in Canada has always presented challenges. This group is not eligible for traditional social security support from programs like employment insurance, and they do not have access to the supplementary health care benefits, which are extended to most Canadians working in a traditional employee setting. A group of non-profit organizations affiliated with the Canadian writing industry approached our client to develop a program for the self-employed working within the writing industry. Our role was to undertake the primary research to determine the needs, buying criteria and messaging that would resonate with this group.

The Industry Association had grown considerably over the previous five years with an increase in staffing, program offerings and membership. The Association's governance had been updated on an ad-hoc basis and was lacking consistency, uniformity and wasn't leveraging best practice governance processes. This led to misunderstandings, false expectations and missed opportunities that were causing conflict within the association. Our role was to conduct an assessment and collaboratively establish a governance model, tools, documentation and associated processes that aligned and supported the continued success of the association.

Two chapters and one unit of the regional healthcare organization amalgamated into one comprehensive organization. Expanding its members from 300 to 750 with the newly-formed organization. The goal was to improve services to its existing members and to expand and provide assistance to areas across the region. The organization now reaches a population of 430,000. We developed the strategy and necessary monitoring and control mechanisms to support the amalgamated organization and minor changes to its governance structure to support alignment.

The non-profit organization supports aging performers and after a very successful start over the previous decade, has stalled. The Board determined that it needed a firm to help them undertake an organizational assessment and use that data to inform a new strategy that engaged and invigorated volunteers and stakeholders.

The national health focused non-profit organization had grown significantly over the past few years, increasing its staff, program offerings and fund development activities. However, the organization's continued success was being inhibited by a lack of alignment between its operations and governance. The operationally focused governance model that helped the once grass roots organization develop into the national leader it is today was now impeding its future success.