Services
Five ways to grow your impact.
We work as an extension of your leadership — flexible engagements shaped around what your organization actually needs right now.
01
Fundraising Support
Increase champions and revenue.
We have a deep and extensive relationship world of community stakeholders, philanthropists and corporate champions that have worked with and funded the missions of many of our clients. Those relationships continue today.
Camino will prioritize enrolling stakeholders and investors to your organization rather than simply acquiring new donors. We start with an audit of your development operations, current stakeholders, revenue and past fundraising performance in order to build a customized fundraising plan to expand your ecosystem of supporters and funders.
Camino is interested in building authentic relationships with donors and prioritizes long-term relationships over short-term transactional gifts.
01Leadership & Culture
Audit current development capacity and past fundraising performance.
02Relationship World Mapping
Create a cultivation pipeline and map connecting points across your network.
03Stakeholder Paradigm Shift
Build a cadre of stakeholders and solution investors — not transactional donors.
04External Engagement
Prioritize authentic relationships over one-off asks. Build champions.
05Stewardship Strategy
Annual relationship touchpoints that lift donor renewal and lifetime value.
02
Strategic Planning
A living document, not a shelf report.
Camino Consulting believes strategic plans should be a living document — not a report that collects dust on the shelf. A strategic plan sets a 'north star' for an organization's growth ambition, and creates legitimacy via a physical product that can be leveraged with your stakeholder community.
Camino will lead, support your team, and facilitate a collaborative process to establish goals and cascading milestones. Individual and team performance is aligned and tracked to strategic plan goals to ensure the plan does not end up collecting dust on a shelf.
03
Board Development
The right people at the right table.
Board members are an essential part of an organization's senior leadership team and can play a critical role in a CEO's success. Building an effective board is all about having a large and diverse relationship world and ensuring the right people are sitting at the table.
Our philosophy is that boards should be constantly evolving — recruiting new members while working with the Board Chair to manage members ready to complete their service. Managing a highly effective board is about asking the critical question: 'What superpower does each board member possess, and what superpowers are needed but do not yet exist on my current board?'
We can work with your current board to strengthen ties among members and provide trainings on how the board can best support operations, fundraising, and CEO support and oversight.
01Prospect Pipeline
Create a board development matrix and steady prospect pipeline.
02Committee
Establish a Board Member Development committee and onboarding process.
03Measure Impact
Build a Board Member Scorecard so member strengths match organizational needs.
04Build Superpowers
Run the Superpower exercise to deepen awareness and member relationships.
05Maintain Fresh Perspective
Balance new pipeline, onboarding, and graceful off-boarding of tenured members.
04
Interim Leadership
Steady hands through transition.
Leadership transition can be a real risk to a social enterprise as a new leader is sought and established. Camino provides interim CEO/ED services to ensure the maintenance of staff, board, and funding stability during that transition period.
With a keen eye on the attributes of effective leadership, Jeffrey embeds within the organization for periods of 4–14 months as Interim CEO/ED. Having served in that role for nonprofits in Washington, DC, Miami and San Francisco, Jeffrey quickly adapts to organizational culture and creates continuity and stability while the board plans for its next leader.
Camino also supports the search for the next leader and schedules overlap so the new CEO can be properly onboarded. The interim role can be a stop-gap during the search, or include deeper consultative work: an organizational audit and set of recommendations for the incoming leader — or implementing those changes before they begin their tenure.
- 1
Staff & Board Listening Tour
- 2
Organizational Audit
- 3
Recommendation Report
- 4
Transition Memo
- 5
New CEO Onboarding
Staff & Board Listening Tour. Meet individually with each staff and board member to understand the organization.
Organizational Audit. Full analysis of org structure, finances, fundraising strategy, and staff performance.
Recommendation Report. Deliver a SWOT-based report for the board to review and approve action steps.
Transition Memo. A detailed 10–15 page memo prepared for the incoming CEO/ED's onboarding.
New CEO Onboarding. 2–4 week overlap with the new leader to ensure a seamless handoff.
"Jeff served as Interim Executive Director of Youth Speaks for almost a year and I cannot imagine a better leader to have taken on that job. He was an asset from Day 1, jumping in to help manage staff concerns and offering a wealth of knowledge and experience to fundamental functions like finance, HR, and operations. He showed up as both assertive and empathetic which enabled him to simultaneously earn credibility while integrating into the culture of the organization. As acting Board Chair during that time, I could not have been more pleased by what Jeff accomplished during his tenure with Youth Speaks."
05
Executive Coaching
A confidential thought partner.
It can be lonely at the top, and many Executive Directors and CEOs express frustration in not having a co-equal thought partner. Professional and personal blind spots can prevent leaders from making the right decisions for their organizations.
Camino offers leaders the opportunity to become not only better leaders from the front, but also to know when it's best to lead from behind, from the side, and from within. Executive coaching seeks to redefine one's leadership compass while supporting day-to-day strategic and tactical decisions in a safe, confidential environment.
Jeff has provided coaching to both new Executive Directors and those with decades of experience — serving as a thought partner, coach and mentor throughout the engagement. Sessions are scheduled on a weekly or monthly basis.
Not sure where to start? Let's talk.
A short conversation is the best way to know if we're a fit.