A biomedical research laboratory specializing in macular degeneration research had been paying over $50,000 per quarter for imaging services that were processed through what was believed to be a sole source provider of image processing services. Through interpreting organizational procurement guidelines and market research, Woodcock Consulting took lead in designing a procurement agreement that saved the laboratory tens of thousands of dollars per quarter, while decreasing turnaround time from at least five business days to no more than two.
A museum serving a crucial national interest was having problems in recruiting and retaining staff. New guidelines in recruiting and hiring staff were implemented that helped reduce processing time and that brought only the most qualified, talented candidates forward, with a look to DEI principles. Staff received a directed internal survey and were urged to respond with their thoughts on organizational culture and how to move it forward into a new decade. This survey was anonymous and allowed staff the opportunity to craft the organization’s future. As one result staff formed committees which were resources to implement morale-building programs and initiatives within the organization.
A nonprofit arts organization was threatened by poor community relations, low accountability in the management of funds, and lack of confidence by funders, political leaders, and other key community stakeholders. Working with new organizational leadership, Woodcock Consulting established new guidelines for administrative operations, new expectations for executive behavior, and wrote a new community relations plan. The organization went from serving just under six thousand customers under the last year of the old management to over forty thousand customers in the first year of the new management. And was successful in obtaining new funding streams from previously untapped sources including grants, donations, and sponsorships.
A community organization represented a neighborhood in Baltimore City that sat within a “food desert”, far from supermarkets selling healthy food. Woodcock Consulting wrote a business plan for this organization which described possible locations for the supermarket and potential commercial and nonprofit partners who have successfully managed such supermarkets in similar communities. And which included draft financials which showed a break-even point for the supermarket within three years. This plan was used by the organization to share with potential partners and eventually a partner was found! The pandemic slowed the establishment of the grocery but it was established and now serves the people of that neighborhood.
William Woodcock Consulting, LLC 