Organizations that want to thrive into
the future - like the Seattle Youth Involvement Network (SIYN) - understand that
only through the process of strategic planning can leadership effectively evaluate
and address gaps or challenges. After 10
years of serving the Seattle community, SIYN leaders determined there was a
critical need to develop a responsive strategic plan due to:
- Instability and an identity crisis stemming from constant changes in scope and programming to meet the interest of staff, board members, and funders.
2. A confusing lack of organizational differentiation due to a changing community and rapidly
growing number of organizations providing youth engagement services.
3. Timeline-related need to revisit strategic
development, as
initial official strategic plan had limited four-year outlook.
At the outset, SIYN leaders ambitiously
sought to give the organization a new vision, develop a framework for carrying
out its mission, streamline programming, and improve fund raising and public
relations” (Lovelady).
The first step was a situational analysis where
board and staff came together to assess SYIN’s strengths, weaknesses,
opportunities and threats, what is commonly called a “SWOT” analysis. This
analysis is essential as it makes it possible to match an
organization’s strengths with market opportunities (Assignment).
Market research, then, is the second crucial
element in the strategic planning process. Given SIYN’s concerns about changes
in the community and increased competition, their research included a review of demographic information, research on
best practices and a colleague-competitor scan. The scan supported SYIN’s assumption that they
were working in a very competitive market, a key threat. However, the
research also affirmed that SYIN was a good collaborator and had deep
relationships with collegial organizations, an organizational strength.
Importantly, the
combination of these two elements - SWOTS
analysis and external market data - serve to provide critical data to support
strategy development. Without this information and insight, the organization’s
strategies will not be in alignment with or effective in the marketplace
(Assignment). Stakeholder input, which is typically gathered through surveys,
focus groups, and interviews, is also viewed as a critical initial step in strategy
development.
In formulating the strategic plan, results
of the entire SIYN planning process were compiled and presented to board
members, staff and volunteers in preparation for a strategic planning retreat. Retreat
participants, working in small groups, used the compiled data “to discuss
questions around the role of the organization, its primary purpose, and what
region and population it should serve” (Lovelady).
The results of those discussions lead to a new mission to address what
the organization deemed to be the largest gap in youth service: political involvement and expanded programming statewide. It read: “We educate, empower, and engage
Washington youth in the democratic process to encourage youth voice and
promoted a lifetime of participation in their communities” (Lovelady).
The previous mission was much broader in purporting to strive for a society
that respects youth leaders, develop an effective
and confident youth voice, and create avenues for civic involvement, leadership
training, and decision-making.
The planning group also identified five goals relating to volunteer
engagement, partnerships with investors, brand recognition and public
relations, quality programming, and staff capacity. Either directly or indirectly, each of these
goals relate back to weaknesses identified by the SWOT analysis.
With a new
identity as 2V/ACT, the organization sought to implement the plan. However, the ambitious statewide effort was challenged
by both insufficient funding and board and staff capacity, forcing further consideration
of options about the future of the organization. Whatever the decision now though, the executive
director continued to focus on the process as most important – it needed to be intentional,
transparent, and true to 2V/ACT’s mission.
References
Lovelady, Beth. “2V/ACT:
Planning for Change and Determining Relevance.” The Electronic Hallway, University
of Washington: Seattle, WA.
Assignment Point website. “When should a strategic plan be developed,”
2017. http://www.assignmentpoint.com/business/strategic-management-business/when-should-a-strategic-plan-be-developed.html
