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It is important to note that the given analysis will primarily focus on the Ohio Alliance to End Sexual Violence (OAESV). A quantitative Strategic Planning Matrix (QSPM) will be used in order to determine the most plausible and effective strategic direction for the organization. It is stated that QSPM provides an analytical method for comparing feasible alternative actions (Maxi-Pedia, 2017, para. 1). However, in order to proceed with the selected methodological approach, it is critical to identify strengths, weaknesses, opportunities, and threats for three possible strategic alternatives.
OAESV has limited resources and time to make meaningful changes, which is why it cannot afford to pursue all of its goals. The organization can either focus on its external network through alliances (prevention), work internally to expand its capacity (advocacy), or use the existing resources to serve the victims exclusively (service). The first strategy is to focus on alliances and connections, which are needed to accelerate advocacy and outreach, expand capacity, and shape policy and resource development (Ohio Alliance to End Sexual Violence, 2019, p. 14). The second pathway is to expand the capacity of prevention and intervention service providers, which is more internal than the first route (Ohio Alliance to End Sexual Violence, 2019, p. 14). The third option is to work with survivors and victims as well as those working on their behalf (Ohio Alliance to End Sexual Violence, 2019, p. 14). All of these efforts are worthwhile to pursue, but strategy requires prioritization.
The strengths of OAESV include reputation, visibility, leadership, partnerships, volunteers, and advocacy. The weaknesses are low media presence, inaccessible online resources, weak prevention curriculum, limited service capacity, low number of attorneys, and a low array of survivors served. The core opportunities are policy-making influence and lobbying, greater citizen involvement, state-level voice increase, practice reforms, leadership training, and expanded capacity. However, the threats are decreased accessibility of OAESV for communities, loss of outreach, reduced visibility, lowered awareness, labor shortage, and operational cost increase.
The application of the QSPM matrix on three identified strategic options demonstrated rather interesting and insightful results. All three strategies had scores in a similar range with values of 4.67, 4.44, and 4.93 for the first, second, and third strategies, respectively ( Quantitative Strategic Planning Matrix, 2022). Comparatively analyzing the outcomes makes it evident that working with victims directly is the most plausible strategic alternative. At this point, OAESV already has sufficient capabilities and partnerships to make a significant difference. By focusing on the facilitation of direct cooperation with the victims and survivors, the organization will be able to maximize the use of its existing strengths. In other words, they are enough to achieve and realize the most important opportunities while avoiding or minimizing the risks of threats.
In essence, the bottom line is to make the State of Ohio free of sexual violence. Building external alliances and expanding internal capacities are necessary to serve the victims and prevent such cases in the future. Although partnerships are better for policy influence, expanded work with survivors will demonstrate tangible results to improve practice and increase citizen involvement since they will see that the organization is making a difference. For threats, alliances spread the word further, but word-of-mouth is still potent for retaining visibility and outreach. For strengths, the real impact is equal to a rigid reputation, and greater citizen engagement means more volunteers and visibility. Lastly, many weaknesses can be mitigated by working with victims directly.
References
Maxi-Pedia. (2017). Quantitative Strategic Planning Matrix (QSPM). Web.
Ohio Alliance to End Sexual Violence. (2019). There is power and strength in a collective [PDF document]. Web.
Quantitative Strategic Planning Matrix [EXCEL document]. (2022).
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