SVP’s Vision Evolves for Community Responsiveness
Our first Board meeting in 2022 centered around the discussions of three primary topics: updating our strategic vision, forming our first Dynamic Team, and our Partner leadership recruitment plan.
Strategic Vision
In 2019 we formulated a three-year Strategic Vision that corresponded with leadership changes at both the staff and Board level. With 2021 at a close, and substantial changes in the early learning sector, it’s time for a refresh. We’ve made significant progress with our preschool readiness goal, and the health of SVP itself has made a dramatic turn around. In both cases, though, there is more work to be done. We committed to a community goal that has yet to be met and we remain steadfast in our pursuit. Consequently, we have expanded strategies based on gaps as well as refined our vision.
With Multnomah County’s Preschool for All (PFA) financing secured, we are now shifting our resources to help build critical aspects of PFA infrastructure, as well as broadening our focus to encompass community impact opportunities in Washington County and beyond. Additionally, we have evolved our goal of “ensuring the long-term well-being of SVP” to a more audacious and extended goal of transforming SVP Portland. We recognize that in order to remain relevant and achieve our goal, it’s imperative that we become more equitable, diverse, and inclusive as an organization. Furthermore, we see an opportunity to lead the way in philanthropy, modeling what relational, equity-driven, and community-centered partnership looks like in practice. Underlying these priorities was passionate and unanimous consensus among the Board around three themes that are now woven throughout our vision:
Working to advance social justice and racial equity is our core purpose, and everything emanates from this.
We recognize that the governmental systems currently in place must change in order to achieve equitable access to early learning in our community. We are committed to helping change funding and political priorities to make it happen. This work is long-term, hard-to-measure, and progress is non-linear. Regardless, our privilege as leaders in philanthropy uniquely positions us to pursue this goal.
We must continue to be responsive to community needs and fill gaps through our roles as capacity builder, neutral convener, catalyst, and champion – relentlessly focusing on driving progress toward our goal.
A final Strategic Vision will be approved by our Board, and any key updates shared with the Partnership after our April meeting.
Initial Dynamic Team Launch
The Board also discussed Dynamic Teams since they are a key part of our new governance model that shifts power to communities most impacted by decisions. A Dynamic Team is formed as needs arise, and is project-focused and limited-term. They create a way to include Community Partners and other members of the community who have limited availability and relevant areas of interest and expertise. Participants engage from the start of framing a scope of work to making a strategic decision. The first Dynamic Team will focus on SVP Portland’s advocacy and influence priorities.
Partner Leadership Recruitment
Finally, Directors agreed that a subset of the Board will focus on recruiting for leadership roles at SVP, which we will share more about in the coming months.
If you have questions or feedback, please contact Lauren, or are eager to engage in our work, please contact Rose. We also encourage you to attend our SVP Portland Governance Evolution event on March 2 from 5:00-6:00 pm to hear a Board update from Directors Charlie Gilkey and Larry Fox, followed by a Q & A.