spending 50 percent of their time on data entry and other infrastructure needs. We worked with the Foundation to separate roles, build the operation team’s competencies, and free up staff to focus on the work that was most valuable to their functions. In order to build internal capacity for re-assessing and re-aligning staff on an ongoing basis, we went beyond creating a static plan to address the current state. Instead, we developed processes to continually assess functional needs and gaps and support continued growth.

 

 

Twenty-One Competencies Identified, Mapped, and Developed

 

By the end of the Crossland Group’s engagement, twenty-one competencies were identified, mapped, and developed to fulfill the Foundation’s new roles in the community. Additionally, a new discipline and methodology were created for managing cross-functional projects. Crossland also realigned all job descriptions and performance management processes to reinforce and build capability around the twenty-one competencies. It did this in a way that engaged people at all levels of the organization to help them understand their roles in implementing the strategy. As a result of the implementation plan, the new organizational functions across the Foundation are already working more collaboratively. As one board member explained, “We got much more out of this than we asked for. We have a very clear roadmap and understand where there are needs and gaps. We’re going to be a much stronger organization as a result.”