ORGANIZATIONAL MANAGEMENT AND CAPACITY BUILDING

With the assistance of the nonprofit consultant group Schultz and Williams — a consulting firm for nonprofit organizations — staff and Trustees collectively worked to identify the key planning issues to be addressed for a successful transition to the next chapter of the organization’s development. Through a series of surveys, interviews, and retreats, we identified the following key planning issues: Identity, Brand, and Community Engagement; Organizational Culture and Operations; Diversity, Equity, and Inclusion; Financial Sustainability; Governance. Small working groups composed of both staff and Trustees were formed to develop draft goals for each key planning issue. These groups met over a series of months between 2021-2022. The following goals contribute to organizational management and capacity building.

Identity, Brand, & Community Engagement

Organizational Culture & Operations

Diversity, Equity, & Inclusion

Financial Sustainability Governance

Identity, Brand, & Community Engagement

The working group focused on evaluating the alignment between WCT’s identity with its mission as well as the marketing and messaging that shape WCT’s image. As a result, we will do a deeper dive into our brand and our presence in and beyond our local community in order to update our external identity to reflect our unified mission.

GOAL 1

Establish WCT’s brand as mission-focused, cohesive, inspirational, and impactful through careful evaluation of the WCT mission statement, organizational name, logo, and related materials.

GOAL 2

Develop meaningful relationships with a diverse group of supporters, volunteers, and other constituents in order to connect people with and be inspired to care for the land and waters of our region.

GOAL 3

Ensure that WCT is well-known, engaged with, and broadly supported by the regional community through enhanced communications and marketing efforts.

Organizational Culture & Operations

The working group focused on evaluating the mechanics of how WCT operates and the culture that creates among staff and board so that WCT attracts, retains, and develops the diverse talent needed to implement its strategic plan and deliver its mission. As a result, we will improve communication throughout the entire organization and with the Board to proactively collaborate, share resources, and identify opportunities in order to create a strong foundation for our programs and community outreach.

GOAL 1

Invest in building a collaborative, strengths-based, and teamoriented culture that values questions, diverse perspectives, and continuous learning.

GOAL 2

Ensure WCT has the needed staff skills and capacities to execute the strategic plan, and provides an equitable, flexible, and inclusive work environment that promotes work/life balance and employee satisfaction.

GOAL 3

Invest in strategic board recruitment and board development, so that board members are fully informed and effectively engaged to help achieve the mission of WCT.

GOAL 4

Ensure lines of communications, oversight, and authority are clearly identified and routinely acknowledged.