The Challenge – What is the best way to make a difference?
You can articulate the need and the difference you are trying to make. You are already delivering or you have some loose ideas of what delivery model might work. But will this approach deliver meaningful long term change? Is there a better way of meeting the need or solving the systemic problem?
Our Approach – Knowledge building
We can help you explore your strengths, weaknesses, opportunities and threats (SWOT) – both from your own perspective and the perspective of others. We will help you fill your gaps in knowledge, gathering insights to inform strategic development. This could include:
- An initial SWOT analysis with you and your team to identify gaps in knowledge and areas for improvement
- Scoping/desk research of existing knowledge to gain a deeper understanding of the existing need and explore the evidence for ‘what works’ in delivering change.
- Stakeholder mapping to explore what other organisations are working in the space, locally and nationally helping you identify your USP, and opportunities for collaboration and partnership working.
- Horizon scanning to build understanding of future need and potential consequences of policy and practice change
- Stakeholder consultation with current or prospective clients, volunteers, experts (by ‘lived experience’ or by profession), and partners, to identify keys and barriers to success in delivering change, and opportunities for more effective working.
Key Outcome – An effective plan
Building a deeper knowledge of the need, the existing evidence for ‘what works’, and internal and external views of your strengths, weaknesses, opportunities can inform the development of a plan that is grounded in/inspired by the evidence, clear about your organisational USP, and has specific, activity based goals. A written summary of the evidence of the need for change, and the basis/logic for your approach is also a crucial element of your communication to funders.
Our work with Anna included a review of our mission statement, aims and service offering. Anna interviewed people we supported and their carers, volunteers, staff members and referral partners. This thorough consultation led to the charity creating a revised pathway of support which accurately reflected the support we were actually providing on the ground, and the strategic direction we wanted to go in. Anna linked in really well with our strategy group of trustees and staff members and her work really informed the strategic direction the charity took and continues to take. I see this project as being a key turning point for the charity.
James Major, CEO, Aphasia Support