Kathryn Rouillard

Kathryn Rouillard

Consultant

Kathryn Rouillard, Consultant, brings eight years of academic, professional, and field experience to social sector consulting, including nonprofit experience in international healthcare, service as a Rural Community Development Volunteer in the Peace Corps, and graduate-level coursework at the University of Pennsylvania in performance management, impact evaluation, and impact investing. Since joining TCC Group in 2013, Rouillard has worked with both nonprofit and foundation clients on a variety of strategy and capacity-building initiatives. She has played a lead role in collecting, synthesizing, and analyzing qualitative and quantitative data from diverse stakeholder groups on a range of planning assignments. In addition, Rouillard has co-facilitated strategic planning retreats and focus groups with staff and board members of education, workforce development, child welfare, environmental, housing, and homelessness organizations. Her specific planning expertise is in helping organizations articulate their mission and vision; align their programs with their desired outcomes and impact; and develop measurable goals, objectives, strategies, and benchmarks of success. She is also highly skilled at project management and has served as a primary contact for recent clients including: Urban Pathways, Affiliates Risk Management Services, Blue Cross Blue Shield of North Carolina Foundation, The Family Center, New Settlement Apartments, the Corporation for Enterprise Development, Girls Inc., YouthBuild Philadelphia Charter School, and Keep America Beautiful. Rouillard holds a Master’s degree in Public Administration from the Fels Institute of Government, University of Pennsylvania, and a Bachelor of Arts from Fordham University, New York, in Spanish and International Political Economy. She also completed the Executive Education Certificate at The Fordham Center for Non-Profit Leaders.

Are There Too Many Cooks in Your Nonprofit’s Strategic Planning Kitchen?

The strategic planning process conjures up a number of sentiments among nonprofit professionals: stress about the time intensiveness of the process and balancing other priorities; fear about the potential implications of a change in direction for the organization; and excitement about the opportunity to deepen the organization’s impact and further its mission. No matter how strategic planning makes you feel, objectively, strategic planning is critical to nonprofit functioning. If done well, it is a data-driven and inclusive process through which an organization will improve its understanding of:

  • The need for its services;
  • Its unique abilities and positioning compared to others with similar offerings;
  • Ways in which it can potentially leverage its strengths by partnering with others; and
  • The potential obstacles and opportunities that stand to impact the organization (whether positively or negatively) in the future.

A strategic plan with clear metrics of success serves as a tool for assessment, discussion, and correction. Continue reading