IMPACT
Empowering organizations to achieve extraordinary impact.
Turning challenges into transformative stories
IIG empowers organizations to achieve the extraordinary. Frank and his team have catalyzed groundbreaking improvements by fostering inclusivity, amplifying stakeholder voices, and connecting disparate elements, transforming organizations and their communities.
Read more to learn how IIG's dynamic approach has helped their partners change the world. From helping nonprofits develop visionary strategic plans to guiding schools and districts toward greater coherence and alignment, these client stories reveal IIG's commitment to meeting clients where they are and guiding them to heights they never thought possible.
If you can’t find the path forward, IIG can help.
What Our Clients Say
Beloved Community
The Challenge
Transform a $3 million organization into a scalable powerhouse ready for the next level of growth.
How IIG Met the Challenge Head On
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Collaborated with over 40 stakeholders, including staff, clients, funders, board members, and industry peers. We analyzed market trends, competitor strategies, and conducted a thorough SWOT analysis.
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Engaged in biweekly visioning exercises with the strategic planning committee to imagine Beloved's future impact and direction.
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Based on the comprehensive assessment and visioning insights, developed strategies leveraging Beloved's strengths and addressing weaknesses
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Conducted multiple sessions with the executive team, directors, and entire staff to refine and ensure alignment with the strategic plan.
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Synthesized findings into a robust five-year plan, detailing goals, strategies, action plans, and key performance indicators.
The Impact
Beloved reports that in its first year of implementation, the strategic plan is providing a clear lens for evaluating decisions, serving as a North Star that is helping them continue to adapt as they remain in alignment with their vision and goals. Another significant impact has been the decision to bring in outside grant writing and strategy assistance, freeing up the founder and CEO’s time for other critical work. In short, one year in, the strategic plan’s vision and priorities are guiding the organization to the future they want to create.
Long term, the strategic plan says that by 2028, Beloved will impact two million individuals annually, achieve financial sustainability, and expand its influence as they fight for racial equity and continue to create meaningful change.
What IIG Delivered
A dynamic five-year strategic plan outlining annual strategies for growth, efficiency, and regional expansion.
See the Beloved Community Strategic Plan
Rhonda Broussard
CEO
Beloved Community
Frank Grossman and IIG Consulting epitomize transformative partnership. Frank's unwavering dedication to our vision coupled with his profound commitment to curiosity, diversity, equity, and justice propelled the strategic planning process we engaged in with him. Frank listened intently throughout the process, ensuring our voices remained at the forefront of every iteration. Frank's genuine connection with our team fostered an environment of reflection and evolution. The five-year strategic plan he helped us develop is a roadmap to a future of unprecedented possibility.
Philadelphia Early Learning Network (PEL-Net)
The Challenge
Launch PEL-Net, a vibrant community for small and independent charter and private schools, laser-focused on boosting early literacy.
The mission? Enhance member schools' ability to teach early literacy and supercharge reading skills for young learners.
The goal? Elevate student outcomes with powerful training for school leaders and teachers, especially in schools serving African American and Latinx students.
Right now, only 7% of Black and 9% of Hispanic 4th graders in Philly hit reading proficiency. PEL-Net aims to change that.
How IIG Met the Challenge Head On
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We dove deep into each network's ability to support top-notch early literacy, using an equity lens to ensure culturally relevant and sustainable practices.
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Tailored plans for each network, packed with evidence-based resources, including a phonics program. Networks have the freedom to craft their frameworks as long as they meet PEL-Net standards.
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We're simultaneously building the PEL-Net community and boosting each network's literacy capacity with personalized coaching and research-backed support.
The Impact
By July 2026: The schools will see a 10-point boost in students scoring at or above proficient on national/state assessments like the PSSA. Real results, real change.
What IIG Delivered
By July 2025: Establish a thriving early literacy professional learning community, assessed by our fidelity matrix, and achieve key milestones:
Evidence-based literacy curriculum and phonics program in action by month 12.
Network leader coaching framework and leadership pipeline in place by month 12.
Matthew Duffy
Superintendent
San Bruno Park School District
Frank Grossman and the Integrated Impact Group (IIG) have been instrumental in helping San Bruno Park School District (SBP) begin the development of a transformative plan to enhance educational equity. Their curiosity and ability to facilitate challenging yet constructive discussions have led us to the start of a framework that will be both comprehensive and actionable. Frank is helping us find common ground among differing perspectives, and we’re looking forward to working with IIG on phase II to achieve our equity goals.
San Bruno Park School District
The Challenge
To support the San Bruno Park School District (SBP) in creating a comprehensive plan to improve the district’s culture, climate, and, most importantly, student-learning processes and outcomes
How IIG Met the Challenge Head On
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IIG took a deep dive into the current state of the district through an inquiry-based process using qualitative and quantitative measures. We brought teachers, staff, district and school administrators, school board members, students, and community members from across the district together to capture a range of voices and perspectives.
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Following the interviews and focus groups, IIG engaged in multiple rounds of data coding. Several differing and unique perspectives emerged from our research, but themes and patterns emerged. Based on our analysis of the data, we created six unique personas — fictional characters that represent participants’ perspectives — to guide the work going forward.
The Impact
Leveraging the success of this work, IIG and the San Bruno Park School District will begin disseminating the personas across the district in the fall of 2024, engaging teachers, community members, and board members with key reflective questions. This district-wide engagement is the first step in a phased implementation process aimed at driving meaningful and lasting changes.
Stay tuned for details on how this project has impacted the district and students.
What IIG Delivered
The six distinct personas IIG developed to encapsulate the diverse perspectives gathered through our research proved to be a pivotal method for engaging stakeholders.
They helped everyone involved in Phase I meetings engage with the different voices and participants in the district, illuminating the complexities of the district's challenges, fostering empathy, and guiding strategic decision-making.
The personas form the cornerstone of Phases II and III, which will focus on implementing actionable steps to transform educational equity across the district.
Partnering to create the solutions you need, forging lasting improvement.
Carroll County Public Schools
The Challenge
Carroll County Public Schools (CCPS), once a model of staffing stability, now faces vacancies, special education shortages, high attrition, and a surge in conditional certificates. With Blueprint demands looming, the district urgently needs a strong induction and professional learning system to retain teachers, support development, and ensure students receive the education they deserve.
How IIG Met the Challenge Head On
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We united CCPS and Towson leaders to create a multi-year induction model that embedding mentoring and professional learning into teachers’ daily work.
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We built a system to recruit experienced Towson mentors to provide every early-career educator with weekly, job-embedded coaching.
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We integrated the program with CCPS’s career ladder and leadership pathways, strengthened with continuous feedback.
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We built tools and data systems to track progress, address implementation barriers, and inform future curriculum and Towson research.
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We supported CCPS in pursuing additional grant funding and future program stability to align with future Blueprint phases.
The Impact
As the program launches for the 2025–26 school year, CCPS expects measurable improvements in new teacher effectiveness and retention, higher confidence among early-career educators, and more robust leadership development pathways. The partnership has already cultivated a culture of continuous growth, with mentors and new teachers alike reporting greater alignment with district priorities and deeper professional connections.
In the long term, the CCPS-Towson University induction model is positioned to serve as a blueprint for districts statewide — building educator capacity, informing teacher preparation programs, and ensuring that every student in Carroll County benefits from excellent teaching in every classroom.
What IIG Delivered
A transformative partnership structure uniting pre-K–12 and higher education for cohesive, sustainable teacher induction.
Systems for ongoing mentor and new-teacher matching, a job-embedded coaching model (click for the overview and the detailed model), and professional learning networks.
Robust program evaluation tools grounded in stakeholder feedback and Blueprint alignment.
A scalable model for success, ready to inform induction and advancement pathways well beyond Carroll County.
Dorchester County Public Schools
The Challenge
In 2024, Dorchester County Public Schools (DCPS) faced critical challenges: low academic performance, declining enrollment, and historic underinvestment in both people and systems. Ranked 23rd out of 24 Maryland districts, with a fractured sense of community and morale, DCPS urgently needed a unifying vision and a roadmap to transform outcomes for its 4,600 students spread across 12 schools.
How IIG Met the Challenge Head On
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IIG took a deep dive into the current state of the district through an inquiry-based process using qualitative and quantitative measures. We brought teachers, staff, district and school administrators, school board members, students, and community members from across the district together to capture a range of voices and perspectives.
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Every strategy was tested against Maryland’s Blueprint for the Future to integrate state and local priorities.
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Enrollment, achievement, and operations data guided root cause analysis and mapped pathways for student success, staff growth, and fiscal health.
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Committees, board briefings, and feedback loops united leaders and community around the bold goal “DCPS 23, no more,” with “Believe In Us” as a rallying cry.
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The 2025–2028 Strategic Plan sets four priorities—Academics, Operations, Partnerships, and Communication—each with measurable goals, annual steps, and clear metrics.
The Impact
The 2025–2028 Strategic Plan has already united DCPS around a shared sense of purpose and readiness for change. Built through a year of reflection, dialogue, and data analysis, the plan established a system of continuous improvement that is reshaping conversations and expectations across the district. Leaders now have clear frameworks and accountability structures for data-driven decisions, while staff and stakeholders see themselves as co-authors of the future. With goals, budgets, and engagement aligned to community voice, every step forward will rest on collective ownership and trust.
What IIG Delivered
A dynamic three-year strategic plan grounded in authentic community voice and operational excellence, with annual strategies for advancing academics, optimizing operations, deepening partnerships, and cultivating two-way communication. IIG’s process fostered the trust, clarity, and alignment DCPS needed to transform possibility into real, measurable progress.
