Services: Strategic Planning
Bloom Metz Consulting was engaged by SOAR to conduct a Strategic Planning process. A strategic plan is a “road map” directing the course for organizations to follow in a deliberate manner in order to realize their vision. Given the rapidly changing environment in which today’s nonprofit organizations operate, it’s likely a strategic plan will lead to change, which when embraced, will be a galvanizing experience for the volunteer and professional leadership of an organization.
The strategic development process for SOAR consisted of an analysis of the present state of the organization, the creation of a vision of how it is hoped things will be in the future, and the crafting of a “transition state”, which is where change occurs. The process started with a present state assessment that identified the needs for change. In the next stage, a vision for the future was developed and the elements of the transition, the strategic goals, objectives, and action steps, were created. SOAR’s volunteer and professional leaders assessed their role and determined their contributions toward achieving the desired future. Outlined below are the three stages Bloom Metz Consulting managed.
Stage I: Present State Analysis
This first stage established the foundation for strategic planning by gathering information about SOAR’s current capabilities and needs.
Activity:
- An environmental scan was undertaken to assemble information about forces that shape the organization’s future.
- Selected representatives of SOAR participated in an institutional self-assessment and/or a confidential interview.
- Identified community stakeholders were included in the process. These individuals included representatives of allied organizations, government representatives, foundation directors, and individual philanthropists.
Stage II: Future State Definition and Strategic Planning
In this stage the board and senior staff determined what the organization would like to be in the future followed by the staff and board designing a plan to get there.
Activity:
- The full board and senior staff met to discuss the findings of the present state analysis and developed a vision for an ideal future state.
- Strategic goals were identified that needed to be accomplished in order for the end result to be achieved.
- A plan was embraced that consisted of specific, time-sequenced objectives and activities, to accomplish the goals.
Stage III: Board Development
Recognizing the board’s vital role to the success of the strategic plan- the final stage established the role it plays.
Activity:
- Board members attended a workshop on the new strategic plan and the role of the board in the future. Prior to the meeting board members were asked to complete a questionnaire about board activity, their “satisfaction” as board members, their sense of their responsibilities, personal interests, etc.
- The executive director and executive committee used the results of the workshop to make changes in the composition of the board and the way it does its work in support of the organization’s goals.
Summary of Outcomes:
- A shared vision for SOAR’s future was developed and embraced by volunteers and staff.
- Community Stakeholders became more aware of SOAR and further engaged in its future.
- A deeper sense of “commitment, investment, and ownership” was nurtured among leadership and supporters.
- SOAR enjoys greater support from community stakeholders, volunteers, and donors.