Succession Planning and Organizational Visioning

The International Cultic Studies Association was founded in 1979 to research cultic groups, and support those exiting cults and their families. 

Operating on a small budget and just 2.5 staff members, the organization heavily relied on a cadre of aging volunteers. This combined with an Executive Director who was nearing retirement after 40 years of service, and an aging board comprised of many members who have served 20+ years, the organization was struggling to develop a growth strategy to ensure its legacy and sustainability into the future.

The non-profit was under pressure from its 5000 members, representing former cult members, families and helping professionals, to demonstrate the adoption of a new vision for the organization with a strategic plan for succession and growth.

Without a lot of formal structure, the board recognized it didn’t have the capacity to navigate and facilitate organizational change and strategic planning independently.

Over a period of five months, we worked with organizational leadership to review governance materials and functionality, organizational operations, and to conduct member research. The outcome of this process resulted in a series of recommendations, revised governance materials, and draft member communication. Through this work, we guided the board in developing a vision, initial strategy and action plan to improve member engagement and foster goodwill for the future sustainability of the organization.

During this process we discovered an organization that was not meeting Standards of Excellence (best practices) for non-profits. With outdated and vague by-laws, incorrect or missing policies, and a lack of diligent oversight of the Executive Director, the organization was at risk legally and ethically. Poor communication and a lack of transparency with volunteers and members created a sense of deception and mis-guided accusations by a mostly vulnerable population.

Day-to-day operations were challenging because staff either didn’t have the appropriate support and resources, or lacked the skills and direction to succeed. The Executive Director was a slow adopter of technology and was retreating as the face of the organization, refusing to accept the need for change to meet the changing needs of the people they serve.

With no strategic plan or annual fund development strategy, the organization lacked leadership, direction, accountability, and resources needed to sustain and grow.