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Working with Organizations: The Southeast Planning Group The Southeast Planning Group (SPG) is an organization that was created in 2000 to facilitate the Office of Housing and Urban Development’s (HUD) Continuum of Care planning process. The key elements of the approach were strategic planning, data collection systems, and an inclusive process that involved clients and service providers. The fundamental components of the system are 1) outreach, intake, and assessment; 2) emergency shelter; 3) transitional housing; and 4) permanent housing and permanent supportive housing. The outreach, intake, and assessment component identify an individual’s or family’s needs in order to connect them with the appropriate resources.

Emergency shelter provides a safe alternative to living on the streets. Transitional housing provides supportive services such as recovery services and life skills training to help clients develop the skills necessary for permanent housing. The final component, permanent housing, works with clients to obtain long-term affordable housing. SPG works with the local government; service providers; the faith, academic, and business communities; homeless and formerly homeless individuals; and concerned citizens in the designated service area. During the first 5 years of its existence, SPG was staffed by one part-time and four full-time staff members and oversight was provided by a 21-member board.

SPG’s founding director was well respected and liked in the community. She was noted for her ability to bring stakeholders together across sectors and focus on the single mission of ending homelessness. After serving 5 years as the executive director, she abruptly resigned amidst rumors that she was forced out by the board. Although she had been effective in bringing people together, there were concerns that the goals and objectives had not been met, and there was a lack of confidence in her ability to grow the organization. Approximately one month after her resignation, a new executive director was hired.

One of the new director’s first priorities was to reconfigure the structure of the organization in order to increase efficiency. As a result of the restructuring, two positions were eliminated. The people who were let go had been with the organization since it was created, and similar to the previous director, they had strong ties to the community. Once the community and SPG’s partners learned about the changes, there was suspicion about the new leadership and the direction they wanted to take the organization. Stakeholders were split in their views of the changes—some agreed that they were necessary in order to advance the goals of the organization, while others felt the new leadership was “taking over” with a hidden agenda to promote its own self-interest.

I worked with the group as an evaluation consultant to assess the SPG partnership during this period of transition. In order to assess how these changes were perceived by the stakeholders, I conducted key informant interviews with various stakeholders, both internal and external to the organization. The partners shared many insights about how the month without consistent leadership contributed to the uncertainty about SPG’s purpose and strategy, and it was generally agreed that the leadership transition was not handled well. The results from the evaluation were used to help SPG identify strategies to improve communication with stakeholders and utilize the director’s leadership role to build upon the organization’s past successes while preparing for future growth.

Sample Paper For Above instruction

The Southeast Planning Group (SPG) exemplifies the complexities and challenges faced by nonprofit organizations engaged in social service delivery, especially in times of leadership transition. As an organization established in 2000 to coordinate efforts across multiple sectors in ending homelessness, SPG’s structure, strategic focus, and stakeholder engagement are crucial elements that influence its effectiveness. The turnover of leadership, especially when abrupt, can pose significant risks to organizational stability and stakeholder trust, as evidenced during the transition period documented in this scenario.

SPG’s foundational components—outreach, emergency, transitional, and permanent housing—represent a comprehensive continuum of care aimed at addressing homelessness holistically (U.S. Department of Housing and Urban Development [HUD], 2022). These components are not only operational but also strategic in addressing diverse client needs through a coordinated approach involving government agencies, service providers, community groups, and individuals experiencing homelessness. The importance of collaboration and stakeholder involvement is thus central to SPG’s mission.

The leadership change, beginning with the resignation of the founding director and followed by staff restructuring under a new executive director, created an atmosphere of uncertainty. Evidence from key informant interviews indicated that the abrupt leadership shift and subsequent restructuring led to skepticism among stakeholders about the organization’s direction and intentions (Bryson, 2018). Such episodes can hinder organizational cohesion, disrupt ongoing programs, and diminish trust among partners and clients alike.

Research suggests that effective leadership transitions require transparent communication, stakeholder engagement, and strategic planning to mitigate risks associated with organizational change (Kotter, 2012). In the case of SPG, the lack of a well-managed transition appeared to have exacerbated existing concerns, thereby impairing organizational performance and stakeholder confidence.

Utilizing evaluation tools and stakeholder interviews allowed the consultant to gather qualitative insights into these perceptions and attitudes. The evaluation revealed that poor communication and perceived hidden agendas contributed to divisions among stakeholders. To address these issues, recommendations included implementing a clear communication plan, engaging stakeholders through regular updates, and demonstrating strong leadership to build trust (Heifetz & Linsky, 2002). Such strategies aim to stabilize the organization, reaffirm its mission, and harness the collective efforts of its diverse partners.

In conclusion, the case of SPG underscores the importance of strategic management during organizational transitions. Leaders must prioritize transparent communication, engagement, and alignment with organizational goals to sustain stakeholder trust and organizational effectiveness (Cash et al., 2017). Successful navigation through transition periods can ultimately strengthen organizational capacity to serve vulnerable populations and advance social change objectives.

References

• Bryson, J. M. (2018). Strategic Planning for Public and Nonprofit Organizations: A Strategic Management Approach. Jossey-Bass.
• Cash, R., Ritchie, J., & Morgan, A. (2017). Stakeholder Engagement in the Evaluation of Community Interventions. American Journal of Evaluation, 38(2), 149-167.
• Heifetz, R., & Linsky, M. (2002). Leadership on the Line: Staying Alive Through the Dangers of Change. Harvard Business Review Press.
• Kotter, J. P. (2012). Leading Change. Harvard Business Review Press.
• U.S. Department of Housing and Urban Development (HUD). (2022). The Continuum of Care Program: Policy and Program Basics. https://www.hud.gov/program_offices/comm_planning/coc