The challenge we would like to address is developing a comprehensive, realistic, and actionable 2026–2028 strategic plan for The ImpactKits Project.
ImpactKits has grown from an early-stage idea into a volunteer-led organization with an Executive Leadership Team, multiple teams, organizational systems, community relationships, and an emerging program model. We are now at an important transition point: we have built significant organizational capacity, but we need a clear strategy for turning that capacity into consistent, tangible community impact.
We have already conducted substantial internal research to inform this process. We will provide the consultant with anonymous survey data from our ELT and volunteers, including direct responses about our strengths, weaknesses, challenges, volunteer experience, internal capabilities, community impact, programs, partnerships, fundraising, and vision for the future. We will also provide our existing strategic-plan draft and relevant organizational context.
We are not looking for someone to simply proofread, format, or summarize our existing materials. We want a strategic-thinking partner who can analyze the information, identify themes and priorities, challenge assumptions, recognize gaps between our aspirations and current reality, and then write and fully develop the strategic plan.
The consultant will work directly with ELT members throughout the project to ask questions, gather context, facilitate strategic discussions, reconcile different perspectives, and turn broad ideas into a focused organizational strategy. We want the consultant to bring their own strategic-planning expertise rather than simply implementing whatever ideas we provide.
The strategy will be organized around our three focus areas: People, Impact, and Possibility.
By the end of this project, the consultant will deliver two complete, professionally written versions of the ImpactKits 2026–2028 Strategic Plan.
The first will be a public-facing version that clearly communicates our mission, strategic direction, priorities, commitments, and intended impact. It should be polished, accessible, and appropriate to share with partners, donors, sponsors, volunteers, funders, and the general public.
The second will be a more detailed internal version for ELT members and volunteers. It should build upon the public strategy while providing additional clarity around organizational priorities, implementation, accountability, leadership responsibilities, volunteer expectations, measurement, and other information needed to execute the strategy.
The consultant will be responsible for developing both plans using the survey data, existing draft, organizational materials, and conversations with ELT. They should substantially revise, restructure, or replace portions of our existing draft where necessary rather than feeling obligated to preserve our current structure or language.
The final plans should establish clear strategic priorities and commitments for 2026–2028 while providing a practical framework for implementation, measurement, accountability, and future decision-making.
Success will be a strategy that does more than describe what ImpactKits hopes to become. It should give our leadership and volunteers a shared understanding of what matters most, what we are committing to accomplish, how we will measure progress, and how we should make decisions when new opportunities or challenges arise.
We are open to an individual consultant or a small team, particularly if complementary expertise in strategic planning, nonprofit strategy, organizational development, facilitation, and professional writing would strengthen the project.