WHO WE SERVE
   
  GivingWorks helps government agencies sort through competing priorities to improve performance and increase efficiency.
   
   
 

Government agencies face both increasing demands for performance and diminishing resources. GivingWorks helps them by providing leaders with the management tools, organizational strategies, and strategic plans they need to succeed in this environment.

Drawing on its notion of “adaptive capacity” – the combination of efficiency and flexibility needed to ensure organizational success in the long term – GivingWorks can provide agency leaders with tools to improve their organizations’ performance. We build on an understanding of existing best practices, the unique requirements of Federal agency clients, and the vagaries of the policy environment to help government organizations navigate the trade-offs necessary to increase impact while meeting political and operational constraints.

Find out below how we’ve helped the United States Postal Service and the Institute of Museum and Library Services plan for the future. Also see What We Do to find out how we can help your organization turn insight to impact.

 

 

Highlight: Envisioning the Future for the United States Postal Service
The United States Postal Service is one of the most important organizations in the country, directly employing more than 800,000 people, delivering more than 200 billion pieces of mail each year, and supporting a $900 billion mailing industry. But by early 2004, the advent of electronic mail, increasing use of wireless communications, and stiffening private-sector competition had all driven down the volume of mail served by the USPS—and the revenues that volume produced—for the first time in its 200-year history. At the same time, delivery points in the United States had continued to grow quickly.

The USPS Office of Strategic Planning engaged GivingWorks to develop a long-term planning approach to identify breakthrough strategies and new opportunities. GivingWorks consultants worked closely with senior management and forecasting staff to develop scenarios for the next ten years of the USPS under different conditions and relying on different business models to bring the organization back into a sustainable financial balance. This work was supplemented by a simple software tool that allowed planners to estimate the financial and volume impacts of these long-term strategies, grounding discussions of strategic change in quantifiable measures. The USPS is using the strategies to identify the product, service, and price portfolios most likely to result in long-term success—and to monitor the environment for signs of changing conditions.

 

 

Highlight: Helping IMLS Listen to its Stakeholders
For decades, the collection, exhibition, and interpretation of African American cultural resources were the province of the African American museums that were established during the civil rights movement of the 1960s. But in recent years, “mainstream” museums have started to spend time and resources on this area which they had previously neglected. While this has helped popularize and broaden appreciation of African American history, it has also created competition for resources, visitors, and staff for African American museums – and offered an opportunity to redefine their role as the interpreters of this history from the African American point of view.

The Institute of Museum and Library Services (IMLS) is an independent grant-making agency that is the largest funder of museums and libraries in the United States. In its effort to examine the needs of African American museums in this new environment, IMLS engaged GivingWorks to develop a workshop to gather the input of more than 30 executive directors and leaders in the African American museum community. Facilitating this input – and looking beyond funding to strategic recommendations, as appropriations for the program had not yet been determined – GivingWorks helped IMLS and its stakeholders recognize the unique needs and opportunities facing African American museums at the beginning of the 21st century.

 

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