The organization undertook a comprehensive strategic planning process that involved identifying strengths, areas for growth, conducting impact assessments, engaging internal and external stakeholders, establishing a theory of change, creating a new vision, and setting key performance indicators. All members of the organization actively contributed to this process.

Activities included the following:

• Impact Mission Matrix sessions were held to assess department activities in terms of their impact and resource use. Teams from programs, clinical supports, training, partnerships, fundraising, and marketing participated in this analysis and review process.
  

• Vision and alignment sessions were conducted with all regional program teams. These were followed by vision statement creation sessions with the senior leadership and executive teams, based on input from the regional teams.
  

• A SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats) was completed with the executive team.
  

• A new organizational theory of change was developed, articulating the assumptions about how CIS of Michigan will create change. This theory also defined how early and intermediate outcomes are connected to the achievement of long-term goals aligned with the organization’s mission.
  

• An internal staff questionnaire was administered, focusing on topics such as mission alignment, communication, operations, professional development, client service, internal and external relationships, and organizational culture and climate.
  

• A board questionnaire was distributed to collect input on organizational strengths, weaknesses, opportunities, and threats, informed by the strategic planning materials and data collected, and identifying key strategic priorities.
  

• A strategic planning board retreat was held to gather board member insights and feedback on best practices from various fields, donor perspectives, and trends in education and policy. The board also reviewed the organization’s financial health and sustainability plans, discussed human resource strategies, and examined key indicators for measuring the strategic plan’s success. Additionally, the board reviewed and provided feedback on the draft of the new vision statement.
  

• Stakeholder feedback and input were collected through interviews with external stakeholders, including school administrators, donors, and community partners, along with focus groups comprising students and parents.
  

• Focus groups of student support coordinators were conducted, representing diverse regions of the state, various grade levels, public and charter schools, and a range of experience levels.
  

• An external review and research effort was undertaken to analyze strategies and best practices from comparable nonprofits within the education sector.
  

• Data walks were conducted, reviewing data from the past two to three years, including program performance, student impact, staff professional development, hiring, marketing, and fundraising.
  

• A key indicator analysis was completed to identify metrics for tracking growth and evaluating the success of implementing the new strategic priorities and objectives.