Challenge: An educational organization had substantially expanded its client base and service scope—and as a result, accomplished all the key goals in their current strategic plan. As staff strength increased, the board grew accustomed to relying on that staff for direction and strategic thinking. So, the organization needed to assess the implications of this growth, and make sure both the staff and board aligned, so they could collectively set direction and goals for the next 3-5 years.
Solution: After interviews with each board member and external stakeholders, along with focus groups with staff, Grace Social Sector Consulting facilitated a one-day strategic planning retreat with the board and staff leadership to:
• conduct an environmental scan to identify key trends impacting the organization’s work
• review themes from the interviews and focus groups—and discuss their implications
• envision the organization’s future impact on the field, and
• identify 2-3 key strategic goals for the organization.
Results: Via guidance from Grace Social Sector Consulting, the organization now has a new strategic plan, with clear support from both the board and staff leadership. Insights from this strategic planning effort also ensure that the board knows—in no uncertain terms—that their role is strategic, and that the organization relies on their high-level prowess to function at its best. The staff leadership—recognizing that some of their actions had encouraged the board to unnecessarily rely on them—make more effective choices about what’s staff work, vs. what lies in the board’s wheelhouse, generating more organizational efficiency overall.
Solution: After interviews with each board member and external stakeholders, along with focus groups with staff, Grace Social Sector Consulting facilitated a one-day strategic planning retreat with the board and staff leadership to:
• conduct an environmental scan to identify key trends impacting the organization’s work
• review themes from the interviews and focus groups—and discuss their implications
• envision the organization’s future impact on the field, and
• identify 2-3 key strategic goals for the organization.
Results: Via guidance from Grace Social Sector Consulting, the organization now has a new strategic plan, with clear support from both the board and staff leadership. Insights from this strategic planning effort also ensure that the board knows—in no uncertain terms—that their role is strategic, and that the organization relies on their high-level prowess to function at its best. The staff leadership—recognizing that some of their actions had encouraged the board to unnecessarily rely on them—make more effective choices about what’s staff work, vs. what lies in the board’s wheelhouse, generating more organizational efficiency overall.