Strategic planning for a sustainable organisation
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 millions 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.
The once tight-knit community of volunteer writers, photographers, and editors fueled by the many years of in-person events and informal meetups was undermined by several years of COVID social distancing.
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 activity for the group was the 3D System Sculpting involving the co-creation of a three-dimensional model of the organization’s systems. I split the team into 2 groups and each was responsible for building a map using crafting materials to uncover hidden dynamics and identify leverage points for change. Once created, both teams walked around the models together to discuss their findings, view them from different angles, and reflect on how different perspectives uncovered different dynamics otherwise unseen.
At a glance
Key Insights
Challenge
Every project begins with listening. I work directly with people to understand their experiences, needs, and the systems shaping their lives.
Approach
I designed and delivered a series of strategic planning sessions using the Presencing Institute’s human-centred methods interweaving personal reflection, action research, and deep creative processes. I use the 1-2-4-all facilitation method, which aids in the refinement and iteration of ideas, builds connection and trust between participants very quickly, and creates a workshop environment that organically moves 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 organisation 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.
