The board and executive director of a national membership organization were concerned that their organization was not meeting the needs of an increasingly diverse membership. Furthermore relationships were strained: The executive and staff felt pressured by the board to develop more and more innovative services without additional funding or cutbacks in traditional program areas. Board members were frustrated and unclear about their role and the future direction of both the board and institution as a whole.

• Partnered with the board leadership and executive in the design and implementation of a comprehensive assessment process that incorporated information about external trends in the field and in peer institutions, constituents' needs and perceptions of programs and services, and the board.
• Coached the board and staff in all aspects of the assessment process, which maximized board and staff involvement in information gathering so as to foster organization learning and strengthen linkages with the organization’s stakeholders.
• Facilitated small and large group conversations about the assessment results and their implications for future planning and board development.

Agreements were made about organizational priorities and future programming that addressed both stakeholder needs and staff resources. Mechanisms for on-going feedback from stakeholders were established or strengthened. In addition, the board went on to make substantial changes in its structure and functioning in order to increase its value and effectiveness.