Current Pro Bono Projects

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California Shakespeare Theater (Earned Income Strategy) redefines the classical theater for the 21st century, and is the only Shakespearean theater that advocates for EDI – Equity, Diversity and Inclusion in its play themes, stage sets, artists (actors/actresses) and staffing.  Through theater, it exposes oppression, addresses historic injustices, and dismantles systemic basis by actively including, reflecting, and creating opportunities for diverse Bay Area communities.  It will be moving to a prime location in Downtown Oakland, and seeks assistance identifying and assessing new sources of earned income—including facility rentals of its prime location—in an industry where subscription-based sales is no longer a staple source of income.  (Meetings in the East Bay)

City Team (Business Planning) provides core food, shelter, and residential recovery programs for homeless individuals and families with the goal of enabling lasting solutions.  Its new strategic plan includes a focus on creating a path to economic self-sufficiency for the people it serves.  Specifically, it would like help with developing a go-to-market plan to launch and scale a new social enterprise that acts as a staffing agency, enabling City Team to offer vocational training and certification for its clients, hire them to provide income and real job experience, and support their career transition into another established Bay Area employer.  (Meetings in the South Bay)

GLIDE (Marketing Strategy) creates a radically inclusive, just and loving community mobilized to alleviate suffering and break the cycles of poverty and marginalization. GLIDE is recognized for its accomplishments on the front lines of poverty, but the current President and CEO, HBS alum Karen Hanrahan, recently adopted a new strategic plan, GLIDE Forward, intended to establish GLIDE as a leader in creating new approaches to homelessness and poverty. They request help developing a communications strategy that aligns with this plan, repositioning and rebranding GLIDE as a thought leader, social justice advocate, and forerunner in social innovation. (Meetings in San Francisco)

LavaMaex (Scaling Strategy) has revolutionized bringing critical services to the street in San Francisco through programs such as its mobile hygiene service and Pop-Up Care Villages for the homeless.  Now that it has met its goal of serving 30,000 Californians, it is pivoting to become a nonprofit accelerator, LavaMaex, that builds a worldwide network of providers who take critical services for the unhoused to the street.  It would like help with developing a strategic plan to meet its goal of serving 100k people in the next 5 years, including identifying top target prospect regions and partners, understanding key needs/challenges, and proposing potential strategies and tactics to accelerate adoption of the replicator model.  (Meetings in San Francisco)

Montalvo Arts Center (Revenue Optimization Strategy) creates and presents arts of all types, nurturing artists and using its historic property in innovative ways.  Serving 250,000 residents and visitors annually, it continues to seek how it can best serve an ever-increasing Silicon Valley audience, including embedding technology in every facet of Montalvo to provide surprising and creative experiences.  At its height, it presented over 40 concerts a year in its outdoor 1,400 seat amphitheater.  However, changes in the concert industry have altered the economics of this beloved venue.  Montalvo would like help with developing a revenue optimization strategy for its outdoor theater that would leverage its unique features while enabling it to be a reliable source of income.  (Meetings in the South Bay)

Reading Partners (Marketing Strategy) helps children become lifelong readers by empowering communities to provide individualized instruction with measurable results.  It works with high-needs schools, bringing in community volunteers to provide literacy instruction to get students on track to reading at grade level.  It has captured statistically significant impact results in developing student reading levels.  Finding enough volunteers is a critical challenge, often the bottleneck to serving more children.  It seeks help with creating a marketing strategy to activate more volunteers, including recommendations on messaging and paid advertising strategies vs. other potential program strategies and related execution approach/timing. (Meetings in San Francisco)

San Francisco Office of Economic and Workforce Development (SF OEWD) (Organization Strategy) is responsible for growing sustainable jobs, supporting businesses of all sizes, creating great places to live and work, and helping everyone achieve economic self-sufficiency. A priority for the Mayor and Board of Supervisors is creating a government that is responsive and supportive of small businesses. SF OEWD would like help with crafting a vision, mission, and coordinated operating approach that would enable the city to serve the needs of San Francisco’s diverse small businesses community better. (Meetings in San Francisco)

City of San José Civic Innovation Group (Organization Strategy) aims to make San José the most innovative city in America by 2020. Core to delivering its Smart City Vision is modernizing and centralizing parts of the city’s own IT infrastructure, currently a decentralized function within the City with multiple buying points and redundancies. It would like recommendations on an operating structure for IT that is aligned with its strategic plan, including what elements should be centralized for optimization vs. what elements should stay decentralized to enable departmental responsiveness. (Meetings in South Bay)

Tiba Foundation (Strategic Planning/Scaling) supports quality and accessible healthcare and education in rural Kenya by partnering with local providers and providing strategic funding, medical volunteers, and technology.  It believes in empowering local providers, and that access to quality healthcare and education is the foundation to future economic development and sustainability.  It is close to achieving its initial goal of developing a sustainable, community hospital in Western Kenya, and is now looking to expand its model.  It seeks help with formulating a vision and strategic plan for its next phase of growth, including where to go next in Kenya, how it should organizationally evolve, and how it could scale in a financially sustainable manner. (Meetings in San Francisco)