Turning Strategy Into a Shared Way of Working
Member Experience Assessment & Strategy
The Canadian Neurological Sciences Federation brings together six member societies within Canada’s clinical neurosciences community. As the Federation entered the “Stabilize and Align” phase of its three-year strategy, CNSF engaged J5 to translate its strategic direction into a practical operating model.
Over five weeks, our service designers worked alongside CNSF’s CEO and staff to understand how the Federation, its societies, its journal and its internal operations fit together. The work supported an important shift in CNSF’s role, from operating as a parent organization to becoming a more collaborative and strategic partner to its member societies.
INDUSTRY
Non-Profit
CLIENT
Canadian Neurological Sciences Federation
WHY IT MATTERS
Federations create value by connecting organizations around a shared purpose, but this becomes difficult when responsibilities, relationships and ways of working are unclear.
Our work gave CNSF the structure, language and practical tools needed to build stronger relationships with its six member societies. By connecting strategy with governance, operations and the needs of each society, the residency established a foundation for more consistent support, clearer accountability and coordinated action across the Federation.
PROCESS HIGHLIGHTS
Over five weeks, J5 worked as an embedded service design partner, facilitating seven collaborative workshops with the CEO, two sessions with CNSF staff and a targeted interview with the journal’s editor.
We translated the strategy into an ecosystem map, society partnership journey, staff service blueprint, six society-specific Terms of Reference, governance tools and a practical playbook ready for use at Congress and beyond.
Impact
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Member Level
Clarified what each of CNSF’s six member societies needs from the Federation and how those needs differ.
Created a more collaborative partnership model that positions societies as active participants in the Federation rather than recipients of centralized direction.
Established clearer pathways for year-round engagement, shared decision-making and coordinated support.
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Employee Level
Created a service blueprint showing how CNSF staff work together behind the scenes to support societies, members and Federation priorities.
Improved clarity around roles, responsibilities, handoffs and decision-making through practical governance tools and RACIs.
Delivered editable resources the team can continue to use, test and evolve without relying on J5.
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Organizational Level
Translated CNSF’s strategic direction into an actionable operating model that connects governance, partnerships and daily operations.
Equipped the board and leadership team with a shared foundation for making more confident decisions about membership, engagement, revenue and future growth.
Provided new insight into the organizational and financial value of the Canadian Journal of Neurological Sciences, supporting more sustainable long-term decision-making.