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Oakville Meals on Wheels, operating for more than 40 years, delivers hot meals to residents who are unable to attend to their own nutritional needs, but wish to continue living independently in their community. A volunteer-based service has evolved to serve a diverse clientele, and has experienced unprecedented growth during the COVID19 pandemic. Anticipating an increase in food insecurity and isolation of individuals, the Board of Directors recognized the need for a robust strategic plan to help guide OMOW’s future growth and social impact. At KDP Consulting, we worked through in-depth internal and external organizational reviews, examined the needs and service gaps in the community, and consulted board and other stakeholders to inform a final presentation of a comprehensive strategic plan and development recommendations.
Green Economy Canada (GEC) envisions an economy where environmental sustainability, human well-being, and business success are synonymous. Historically it has served as an umbrella organization, working with independent non-profits in communities to launch and operate Green Economy Hubs. Hubs serve as a local network to engage businesses across all sectors to adopt GEC programs and methods to bring environmental sustainability practices into their operations. GEC is looking to grow its network to 20 Hubs, representing 1,000 businesses. To achieve its ambitious strategic growth plan GEC recognized the need to undertake a review of its existing business model and operational network functions. We went to work on their behalf bringing forward an assessment of the current situation and made detailed recommendations to develop four key strategic areas.
With a forward looking view Shad Canada recognized the need to review its current risk management policies. Their team reached out to kdp consulting to conduct a full mark up of the existing policies, identify best practice opportunties, and receive a robust list of recommendations.
The Government of Canada announced new funding under the Early Learning and Child Care (ELCC) Innovation program to support organizations exploring new ideas to maximize innovative practices in ELCC services across Canada. Feeling the impact of COVID-19 on their team, faced with a demanding timeline, and recognizing the capacity needed to prepare the application, the YMCA NL reached out to us for help. We went to work and provided a robust application submission.
The YMCA of Newfoundland and Labrador requested a Conceptual Framework for a youth camp and outdoor and environmental education centre. Concepts were presented for a fully accessible, integrated and inclusive year-round included a Great Hall, OEE Learning Commons, Expeditions Outpost, Adventure Course, Lido & Wharf, bakehouse, 10 residence lodges for 175 people, and related installations. The unique resident lodge construction with re-purposed shipping containers in keeping with the local industry, environmental lessons, and space design innovation. Vetted in the provincial market with outdoor sector professionals, the design principals, program elements, space relationship models and the innovative themes and construction materials received a very positive response. The Centre design aligned with the four Strategic Business Units presented in the Business and Financial Model.
The YMCA of Newfoundland and Labrador requested a comprehensive Business and Financial Model. Based upon four Strategic Business Units (SBU) the model presentation include market population data, strategic pricing strategies with revenue projections by SBU, occupancy blocking charts and potential client mix, financial assistance pathways, expense allocation, and recommendations for executive and financial management to consider in apply the model.
Called upon by the YMCA Ontario Resource Development Centre to support the unification process of the Kingston and the Brockville and Area to form the YMCA of Eastern Ontario; specifically facilitating senior staff teams of the two YMCAs in a series of collaborative discussions, exploring benefits and developing operational initiatives for amalgamation. The team forums provided opportunities for effective and healthy discussion related to cultural challenges, operating needs, and combined organization efficiencies to realize the potential for greater impact of the two organizations as they looked to act as one. The team discussions resulted in presenting a robust operational plan and human resource structure for the merger of the two organizations into one.