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Partial List of Clients:

  • Allied-Signal
  • American Express
  • Ann Arbor Transportation Authority
  • Arthur Andersen Business Consulting
  • Brooklyn Technical High School
  • City of Fremont, CA
  • City of Sacramento, CA
  • City of New York
    Tuberculosis Control Project
  • Corning
  • Cummins Engine
  • Curtice Burns Foods
  • Electronic Data Systems
  • Employment Service
    of the United Kingdom
  • FOCUS, The Netherlands
  • Ford Motor Company
  • Grace Community Center
  • The Hartford
  • Health and Hospitals Corporation
    of New York City
  • Horizon Training Groep, The Netherlands
  • Intel, IrelandKaiser Permanente
  • Marriott Hotels, Resorts and Suites
  • Medicor, Budapest, Hungary
  • Mobil Oil
  • National Health Service
    of the United Kingdom
  • New York City Housing Authority
  • Pacificare
  • PriceWaterhouseCoopers
  • Sedgwick County, Kansas
  • Shell, Canada
  • Southern New England Telecommunications
  • St. Thomas University
  • Syncrude, Canada
  • United Airlines
  • United States Forest Service
  • Unocal

Case Studies:

Out of School Time Project
Reference: Mary McCormick, President
Fund for the City of New York, 212-925-6675


Collaborating Instead of Competing


In New York City, 1.1 million children require care after school, on weekends, holidays and during the summer. Several city agencies have overseen these critical yet complex services. They have relied on multiple funding streams. There has been great need for consistent, high quality care. Collaboration in the past had been low. Out of School (OST) programs in the city have been principally provided by several hundred nonprofit agencies and community based organizations.

Mobil Oil
Reference: Marleah Rogers,
former HR Leader, 919-680-0308


For five years things had gone from bad to worse at this $750 million business unit of Mobil Oil

It was trapped in vicious cycle; Poor performance was met with decreased investment from corporate, which restricted growth opportunities, which in turn hampered performance even further.

The situation was complicated even more by internal divisiveness. A culture of mistrust and parochialism undermined efficiency and effectiveness within the organization.

Tuberculosis Control Project
Reference: Mary McCormick, President
Fund for the City of New York, 212-925-6675


72% drop in Tuberculosis incidence in
New York City over a 15 year period


The focus was on controlling the emerging problem of tuberculosis in New York City, which if left unchecked, could potentially become a major epidemic. TB is a disease of poverty and therefore the key city agencies in this project were the Department of Health, the Health and Hospitals Corporation, the Department of Corrections, and the Human Resources Administration.

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