Strategic Planning & Succession Support Advice

We would like to use this session to discuss a larger project on how to approach strategic planning for the future of our organization, including leadership succession planning.

Our organization, Seattle Emergency Hubs, is an all-volunteer organization started in 2007. Hub volunteers agree to act immediately after a disaster to help neighbors get their basic needs met (food, water, shelter, etc.) until formal outside aid arrives. The Hubs sites (about 130 so far) were designated in coordination with City of Seattle agencies, but there is no city funding for them. Seattle Emergency Hubs is a fiscally-sponsored social good organization that does not yet have 501(c)3 status.

There are now active volunteer groups at ~75 of the Hub sites. Though the “Hub Captains” meet regularly and many materials and practices are shared, the network is loosely organized. Up until a few years ago, it was led by a single founder. In the past few years, a second volunteer has worked alongside the founder; the two of them have handled nearly all of the administration, finance, and operations of the organization. We currently have committees (made up of Hub Captains) to analyze our finances, standardize onboarding of new volunteers, branding, and outreach. However, we are experiencing the limitations of our organizational structure being "underdeveloped".