CHS seeks professional expertise to generate a sustainable business model for the organization, especially as it relates to identifying the proper physical space, program mix and packaging, and delivery systems.  For the past eight years, CHS has been burdened with an ill-defined opportunity to double its facilities without either identifying the programmatic needs and goals or understanding the human and financial costs.  It has been committed to a program of costly rotating exhibits and expensive educational programs with minimal public impact, little visibility, and high cost,  that has diverted energies from building long term institutional sustainability.  In adopting a new strategic plan in 2006, the Board of Trustees committed to changing the site-centric nature of the organization and refocusing both products and delivery systems to electronic and organizational networks.  Although CHS has begun to make solid progress in those areas, they have not identified the business model to sustain this strategy. 

CHS critically needs a sustainable business model that provides a fresh look at its resources in the broadest market context.  Given its resources and mission, what can CHS do for whom in what product mix and market packages to create new and sustainable revenue streams. 

Goals

·        Identify priority markets and needs and propose products and strategies for serving them.

·        Prioritize products, packages, and delivery systems within those markets and strategies.

·        Propose alternative models of business sustainability for the site specific programs.

Deliverables

·        Business plan for packaging and marketing programs and services that generates financial sustainability.

·        Measurable outcomes by which to evaluate performance.