Duke TIP


Duke TIP needed a strategic planning process that could take their organization into the future. In 2017, we helped guide them to success.


Challenge: Duke TIP hadn’t completed an in-depth strategic plan process in years and had just introduced a new Executive Director when they reached out to us.

The new Executive Director was stepping in after a part-time Executive Director had been with TIP for nearly 12 years. Despite its nearly 90 year-round staff and over 1,200 seasonal staff engaged in programming each year, TIP recognized that in some ways, it still operated like a “small shop.”

Having shown success through a decade of rapid growth, TIP leadership recognized that the organization had not sufficiently invested in its infrastructure and core capabilities to sustain their scale. From the earliest conversations about TIP’s strategy, we guided the strategic planning team toward thinking about how TIP worked, opposed to what they do. 

Approach: We embarked on a typical discovery process consisting of internal and external surveys, internal and external interviews, stakeholder analysis, competitive landscape analysis, document review, etc.  During discovery, however, our team found evidence which led us to believe that the organization would benefit not only from investment in infrastructure but also in its organizational health.  As a result, the strategic planning process was extended to include a parallel body of work focused on the organizational structure, decision-making processes, and change leadership capabilities of TIP.

Outcome: The team at TCG was able to guide TIP leadership through a process of drafting a new vision statement, new values, and a new mission statement based on a theory of change.  Then, in parallel to work on organizational health with our certified executive coaching experts, we led the organization through the development of a strategic framework, consisting of three priority areas, nine goals, and a myriad of tactics, metrics, and KPIs. 

Through our work, opportunities were found to engage staff and key stakeholders at every level of the strategic planning process, ensuring not only that the organizational knowledge and capacity for strategic planning would be pervasive throughout, but also that each member of the staff was committed to the strategic plan; this made our implementation planning much easier.

After engaging with The Collective Good, TIP was left with:

  • a clear understanding of their key investment areas for the next three years

  • a plan of action to implement their plan

  • the internal capacity to continue to modify their strategy as new information and feedback became apparent.

Think you could use a similar change?

Kristen Brown