unique clients,
unique solutions
One of Mulberry Partners' greatest strengths is our ability to critically assess the needs of your organization and then design and implement an appropriate process. We don’t rely on canned approaches that, frankly, just can’t fit all situations. We strive to help you meet your unique goals—not ones taken from a cookie-cutter handbook. Take a look at a few of our recent projects.
clients
- Apex Dental Group
- Carolina Institute for Developmental Disabilities
- Carrboro, NC (more)
- Chapel Hill-Carrboro Public School Foundation
- Chapel Hill Public Arts Commission
- Clean Energy Durham
- Duke-Durham Neighborhood Partnership
- Duke School
- Duke University
- Durham County Literacy Center
- Durham County Public Library
- Ellis Family Dentistry
- Environmental Educators of North Carolina
- FurnitureLab
- Institute for Emerging Issues (more)
- Kestrel Heights Charter School
- Latino Methodist Ministries
- Lerner School
- The Mariposa School (more)
- North Carolina Association for the Education of Young Children (NCAEYC)
- Principals’ Executive Program, University of North Carolina
- SJF Institute (more)
- Threshold Clubhouse (more)
- UNC School of Government (more)
- Wake County Smart Start
recent projects
UNC School of Government
We eliminated a sharp divide between faculty and staff. The result? A cohesive organization with School-wide collaboration.
This state treasure, made up of North Carolina’s brightest academics, lawyers and other highly skilled employees helps public officials and concerned citizens improve local government. After a training and collaboration-boosting project with Mulberry Partners, the School is actively creating revenue-building opportunities that are combating the realities of today’s budget-cutting measures.
SJF Institute
This not-for-profit arm of an established venture capital firm, struggled with its role as an interdependent entity. We helped them define it, while raising national visibility. Mission accomplished!
Today SJF Institute has carved out a strong, highly visible identify as a leader in building and sustaining the dynamic green economy. To make this leap, SJF Institute worked with us to set a compelling vision for the future (the future is now!), clearly define its role as an organization, clarify board and staff responsibilities for bringing the vision to life and identifying strategies for raising SJF’s national reputation.
The Town of Carrboro
Over the course of two years, The Town of Carrboro went from a landscape of silos to a cohesive “Better Together” organizational culture.
The Town of Carrboro evolved from being a collection of disparate departments—with few overlapping resources, sparse idea sharing and limited awareness of other departments—to an organization built on collaboration. Resources are now shared. Ideas are communicated at all levels. Emphasis is on promoting the organizational awareness and familiarity of every employee. Town employees cite increased morale, stronger teamwork, money-saving sharing of resources, and greater productivity throughout the organization. We call it our “Better Together” solution.
Threshold Clubhouse
We took this mental health organization from a disconnected combo of board members, staff and community workers to an engaged group working together to solve problems and fulfill a shared vision for the future.
Everyone in this mental health services organization is now actively involved in making or carrying out decisions; communication is transparent; roles are clear and staff members are empowered to take on bigger responsibilities. The Executive Director can focus on achieving the vision—versus attending to day-to-day details. And board members have a strong connection to the organization, which helps them implement successful fundraising campaigns.
Institute for Emerging Issues
This public policy think (and do) tank went from infinite possibilities and limited capacity to ambitious yet realistic, streamlined expectations with a clear path for moving forward.
IEI convenes leaders from business, non-profit organizations, government and higher education to tackle some of the biggest issues facing North Carolina's future. The organization had more on its plate than its small staff of smart, ambitious, committed people could handle. In a two-day off-site, we worked together to prioritize essential core programs. As a result, responsibilities have been realigned and strategies implemented to ease day to day operations. Goals and expectations that once seemed daunting, are now well underway.
The Mariposa School
This school for children with autism actually had too many strategic plans—and too little action—which was preventing them from meeting their goals. Not so, any longer.
Serial strategic planning with few results had been the culture here for too long. Though the plans of previous years were well intentioned, the actions required were overwhelming to an already strapped staff and board. We worked with both staff and board members to facilitate a new strategic planning process that produced practical, do-able, meaningful results. Progress is currently underway!