We’ve facilitated hundreds of processes with leaders, boards and staff. Our clients tell us that a huge advantage we bring is our “real world” expertise. We agree. We’re experienced “doers,” which has taught us what questions to ask, how to gain buy-in, what’s involved in turning a concept into reality, and what it takes to scale and sustain. Check out a few of our recent assignments below. 


“We were thoroughly pleased with 2B’s preparation, presentation and facilitation abilities. They provided the most in-depth survey results that NLC has ever had and made it understandable and applicable to our membership. We had some difficult topics that we had to discuss and they pushed us to deal with them while engaging all of the members.” – Clarence Anthony, Executive Director

The National League of Cities has a clear mission: to help city leaders build better communities and work in partnership with State Municipal Leagues to advocate for the interests of municipalities nationwide. Like most membership organizations, NLC was facing the challenge of how to evolve its traditional membership model to remain relevant and attract members in an environment being transformed by new technologies, shifting cultural and generational values, competing alternatives and political gridlock in Washington, D.C. Working closely with NLC’s leadership team, 2B facilitated a 9-month process of surveying membership, interviewing key stakeholders and working with a diverse, hand-picked task force to address key internal governance and structural issues as well as taking a hard look at how the organization was deploying its resources. The result was a bold, proactive and focused plan that is transforming the structure, services and communications of the organization.

Strategic Growth Plan

"It seems our strategic plan has been so successful that it has generated even more opportunities than we had imagined." John Windhausen, Executive Director

Schools, Health & Libraries Broadband (SHLB) Coalition, based in Washington, DC., advocates for policies that encourage the deployment of open, affordable, high-capacity broadband networks and faster internet services for schools, libraries, health care providers and other Community Anchor Institutions (CAIs) across the nation. As evidence of SHLB's importance and potential, the Bill & Melinda Gates Foundation funded the strategic planning process, which was geared to help the organization transform from a temporary, ad hoc coalition into a formal, incorporated institution.

SHLB's strategic planning process was structured to yield an actionable three-year strategic growth plan that builds on the organization's strengths in advocacy and information-sharing and a business model for sustainability and flexibility. The final plan, reflecting member input, was unanimously approved by the SHLB Board.

Since its approval, SHLB has been invited to apply for additional support from funders. The plan is also helping to guide a number of strategic activities including the creation of a "Roadmap to Big Broadband for Community Anchor Institutions" and the recruitment of new members. SHLB's Executive Director noted, "The strategic plan process was great at encouraging ideas and helping us think about what we could accomplish in the future. This has really turned the tide, and our Board is now excited about new opportunities and activities for SHLB."

PROTOTYPES | 3-Year Strategic Growth Plan

“A hallmark of our approach to doing business is keeping our fingers on the pulse of what's happening in the field and staying ahead of the 'change' curve. 2B's strategic planning process helped us evaluate our opportunities and create the roadmap that is already taking us to the next level.” – Cassandra Loch, CEO

Prototypes is at a "tipping point." With nationally recognized expertise in helping women and families who are struggling with addiction and other serious issues such as domestic violence and mental illness, Prototypes is poised to create the model for the next generation of behavioral health organizations.

A key underpinning of their plan is Prototypes' commitment to fulfilling their vision: to consistently exceed the expectations of clients, employees and funders.

Far from reflecting the status quo, Prototypes was eager to make its impact even greater by significantly increasing the availability of leading-edge services for women who are seeking recovery. Such bold thinking required taking careful stock of the complex environment in which Prototypes operates — an environment where the Affordable Care Act, clinical advances in evidence-based treatment, ever-shifting public sector funding, the need for strong Board leadership and private support, and the realities of running a multi-campus agency all converge.

The planning process was designed to examine all of the key factors in play and intimately deliver a growth plan that is aligned with Prototypes' overall mission, leverages key assets, build a strong brand, promotes organizational stability, and fosters growth.

Today, Prototypes is well on the way to setting a new standard of care for its clients, while significantly enhancing its ability to attract and retain the field's very best employees, the highest-caliber Board members, and increased investment from foundations and individuals.

ST. ANNE'S | Rebranding and Strategic Growth Plan

“We would not have ventured forth into new territory without 2B’s support and guidance and the confidence they gave us that we were in the right place at the right time for significant expansion in our work.” – Tony Walker, President & CEO

With more than 100 years of service, St. Anne’s leadership recognized that their agency’s growth potential was limited by an outdated brand image and a business-as-usual approach in an environment that is anything but. Through a systematic analysis of key audiences, internal metrics and analytics, the external environment and emerging trends, 2B helped to pinpoint strategic opportunities for St. Anne’s to become the category leader. For the brand overhaul, we designed a new logo and developed a new tagline and messaging, website and entirely new look, and implemented it across all communications. Concurrently, we facilitated an inclusive strategic planning process that led to a three-year strategic growth plan that set the stage for the agency to take advantage of new opportunities. Since implementation began, St. Anne’s has seen remarkable success: It was the only agency in the region to be awarded a major new federal grant. It was designated the lead agency in a multi-year, multi-million-dollar initiative of the Conrad N. Hilton Foundation. It successfully launched a capital building campaign. And St. Anne’s is on track to grow its revenues by nearly 50 percent in the next two years.

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