Strategic planning for a sustainable organization
Leading from the Emerging Future
Strategic planning for a sustainable organization
Apartment 613
Context
As the Board Treasurer of Apartment 613, I led the organization’s first-ever strategic retreat for staff and Board Directors. This award-winning, digital platform for arts and culture that reaches thousands of readers across Ottawa and 30,000 followers on Instagram was looking to explore alternative operational designs post COVID-19.
Like many non-profits, Apt613 was hit hard by the closure of event spaces, festivals, and local DIY initiatives. Once the cultural economy was back up and running, Apt613 did not see a decline in viewership, but it did see a drop in active contributors to the platform.
Within its 15+ years in operation, Apt613 had become the voice for all things cool in Ottawa. In order to survive, it had to move away from its very informal structure and into something more professional and sustainable without losing its core identity of cool.
I brought the staff and Board together several times over a period of eight-months to grow a collective understanding of the organization's challenges, systemic barriers, and to identify areas of opportunity.
The most fun and fruitful activity for the group was Presencing Institute's 3D Modelling involving the co-creation of a three-dimensional model of the situation the organization faces. This tool circumvents old patterns and habits of thinking to tap into innovative solutions just below the surface waiting to emerge.
At a glance
Key Insights
Challenge
How to help the organization evolve into a more sustainable and structured entity without losing its cultural caché as the voice of cool in Ottawa?
Approach
I designed and delivered a series of strategic planning sessions using the Presencing Institute’s awareness-based methods interweaving personal reflection, action research, and deep creative processes.Using facilitation techniques that aid in the refinement and iteration of ideas, build connection and trust between participants very quickly, and I created a workshop environment that organically moved towards consensus building.
Outcome
In addition to tangible strategic plans was the relationship-building that took place between the Board and staff. The ability to play while problem-solving provided an excellent social yet practical opportunity for the group to work as a whole. These sessions provided a solid foundation from which the group began with a shared understanding of the problems and opportunities they faced.
My Impact
As the strategic planning designer and facilitator, I was able to build the container for this group to explore their individual and shared responsibilities within the organization in a whole new way. I created a sandbox for the Board and staff to engage each other safely and without judgement, yet remain playful and open to the future they were co-creating.
A Core Belief
Lasting change happens when we look beyond symptoms and work together to transform the systems and relationships shaping our lives.
