The strategic plan included a focus section on processes for external program development, including short-, medium-, and long-term goal development exercises and organizational Theory of Change guidance to channel growth into impactful and interwoven paths. Together, our team provided ARDI with direction on highlighting potential risks, roadblocks, and challenges and designing preventative mitigation strategies, as well as supporting ARDI management in identifying internal capacity needs and priorities moving forward. As they moved through each section of the strategic planning process, the ultimate goals — both short- and long-term — were solidified. With some additional feedback and guidance, ARDI has been able to successfully translate these goals into actionable steps that they are now taking to expand in a sustainable, impactful manner towards new avenues of funding, as well as new geographic targets. 

Having to hold virtual sessions was a challenge; so much of the team building and creative strategizing process comes from being in the same space and bouncing ideas off of one another. However, while Covid-19 presented a challenge in facilitating a collaborative environment for creative brainstorming and participation, the ARDI team was fantastic in their willingness to try out new platforms and did their best to complete each exercise as a team. Whether contributing through speaking over Zoom or writing out ideas on Miro to visualize overlaps and gaps, the ARDI team was proactively engaged in the discussions . Holding these planning sessions remotely did, however, make bringing the team together easier. With staff spread out across multiple countries, continents, and time zones, virtual strategizing ensured that everyone was able to participate — once we found a time that worked for every location. 

Additionally, making sure each team member understood the purpose of each exercise was key. From defining concepts, values, and visions to moving from ultimate objectives to actionable steps, sometimes returning to the basics was necessary before going too far ahead with each exercise. However, it also meant that the timeline for each activity often needed adjustment to enable the most effective application of each exercise. While some exercises were left for the team to complete on their own due to time constraints, it also guaranteed a strong foundation of understanding and consensus throughout the planning process and provided ARDI with capacity building opportunities in conducting and completing a number of exercises on their own with feedback provided afterwards from Catalystas. Finally, while language barriers and differences in roles led to some hesitancy in willingness to speak openly during the Zoom calls, providing an additional collaborative space in Miro where everyone could add their thoughts in writing enabled each team member to actively participate and contribute to the discussion at their own pace. 

As the sessions progressed, it became clear that there was already significant overlap in the ideas and visions of both ARDI staff and management. The planning sessions allowed for these overlaps to become clear, solidifying goals and values into an actionable pathway for achievement and growth. In the same vein, gaps and challenges were also made clear. The ARDI team was incredibly open and willing to discuss these aspects and explore ways to overcome them, as well as identifying other risks and mitigation strategies. The small size of the team made virtual collaboration simple. While larger teams might need breakout groups for everyone’s voice to be heard, ARDI’s smaller team size meant only one group was necessary. Additionally, the clear goals laid out by management enabled Catalystas to steer the sessions in a smooth, precise direction, resulting in a strong foundation for a long-term strategic plan.