Strategic Plan for Feeding America

Background Information

Feeding America is a non-governmental organization (NGO) that works to improve access to nutritious food. Feeding America envisions an America without hunger (Feeding America, 2023, para. 1). This organization partners with food banks, pantries, and local food programs to assist those who face hunger. In addition, this organization advocates for policies that make it easier to access food. Feeding America’s mission is to help people access the food and resources they need to thrive (Feeding America, 2023, para. 1). This mission allows the organization to deliver nutritious food to communities. Thus, Feeding America sources food donations and advocates for policies that can end the problem of hunger across the United States.

Partners in Strategic Planning

I would include employees, beneficiaries, food banks, and pantry owners in the strategic planning committee. According to Lăzărescu (2014), the diagnosis analysis should allow for the identification of the development directions based on available resources (p. 142). Organizational leadership should identify the available resources and their ability to promote company growth and development in the right direction. In this case, employees can provide accurate information regarding the organization’s operations and utilization of available resources. Representatives from the beneficiaries can give information on hunger in targeted regions, allowing for a precise estimation of the organization’s resources to eradicate starvation. Food banks and pantry owners who supply Feeding America with food resources will provide details regarding their estimated resources to support the ongoing initiative to eliminate hunger. The information from these stakeholders will assist in making achievable strategic plans for the next five years. Besides, they will present accurate evidence for a projection of Feeding America’s future growth.

In addition, I would engage regulatory agencies and supply chain partners. A practical SWOT analysis should identify legislations that are unfavorable to the business (Lăzărescu, 2014, p. 143). Regulatory agencies will be helpful to partners in developing the strategic plan because they will provide legal advice on issues that affect Feeding America’s initiatives. The regulatory agencies will ensure that the organization develops a strategic plan that aligns with the existing NGOs’ laws and regulations and supports the development of policies that eradicate hunger across the US. Legislative rules and their evolution affect the clients and suppliers (Lăzărescu, 2014, p. 145). This statement justifies the need to understand the legal limits that affect suppliers and their service delivery. I will engage supply chain partners to understand the factors affecting their ability to supply the required food resources. These partners will support the organization in developing a strategic plan that allows the timely supply of food resources to needy citizens.

Finally, I will engage community members when developing the strategic plan for Feeding America. Theory of strategy allows companies to understand why they engage in certain activities and how they can serve their customers better than other service providers (Harvard Business Review, 2022, 01:18-01:30). This observation implies that organizations must strive to understand their customers’ needs and develop strategic plans to meet them effectively. The community members are valuable customers for Feeding America who will provide helpful information regarding their needs. Their contribution will assist in developing a strategic plan that can provide sustainable solutions to the issue of hunger.

References

Feeding America. (2023). US hunger relief organization. Feeding America. https://www.feedingamerica.org/

Harvard Business Review. (2022). A plan is not a strategy. YouTube. https://www.youtube.com/watch?v=iuYlGRnC7J8

Lăzărescu, C. (2014). Operations ecessary for the diagnosis analysis of the organization. Annals of the University of Petrosani, Economics, 14(2), 141–148. https://econpapers.repec.org/RePEc:pet:annals:v:14:y:2014:i:2:p:141-148