Case Study: Indiana Afterschool Network
From Vision to Action: Indiana Afterschool Network's Strategic Transformation
Introduction
Guided by a compelling vision for every young person in Indiana to access quality out-of-school programs, the Indiana Afterschool Network (IAN) reached out to Mapt Solutions in August 2022. Their aim? To bolster operational capacities and align their strategic initiatives with the continuously evolving educational landscape.
Lakshmi Hasanadka, CEO of IAN, and her team had the foresight to recognize the nonprofit organization’s capacity challenges early on. While IAN had a clear vision and unwavering commitment to its mission, there was an internal consensus that its operational framework needed reinforcement. The pandemic had exposed many needs and opportunities for out-of-school time (OST) care, and IAN needed help determining how to rise to meet those challenges.
Hasanadka decided it was an ideal time for IAN to make strategic changes when the organization began collaborating with other statewide intermediary organizations on a multi-year project to support youth worker wellness.
“We were one of five intermediary organizations working on this gigantic project," Hasanadka recalls. "And while we were strategizing for this project, we had to ensure our organization was poised to support such a significant four-year commitment.”
Enter Mapt Solutions. Founded on the principle of enabling organizations to maximize their impact and do work that matters, Mapt was the ideal partner for IAN’s journey ahead. With the Indianapolis-based team’s reputation of providing a comprehensive approach to organizational development and its deep understanding of nonprofit dynamics, the partnership promised to be more than just consultative—it would ultimately help recalibrate and amplify IAN’s influence in Indiana's out-of-school learning sphere.
First Engagement
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First Engagement -
Assessing the Present and
Identifying Opportunities
Approach
The initial stage of engagement between the two teams was anchored in assessing the broad OST landscape and understanding IAN's position, strengths and opportunities within it. By situating IAN within this larger framework, Mapt could tailor their strategies to capitalize on existing strengths while targeting areas positioned for innovation and growth.
Methodologies
Launching Phase 1 in September 2022, Mapt immediately centered its approach on a comprehensive Landscape Review. Rather than solely relying on pre-existing data or superficial analysis, the Mapt team dove deep. They initiated primary research methods, engaging directly with IAN's team through in-depth interviews and orchestrating a targeted capacity-building workshop. This not only provided Mapt with firsthand insights into IAN's internal dynamics but also highlighted areas that needed attention. The Mapt team also diligently pursued secondary research, pouring over existing studies, reports and data from national partners to ensure a holistic understanding of the OST landscape.
Reflecting on this phase, Hasanadka remarked, "The depth of Mapt's investigation into our landscape is unparalleled. They went beyond the usual consultancy approach, immersing themselves into our world and bringing forth insights we hadn't even considered. Their commitment to understanding not just where we stood, but where we could go, was beyond commendable."
“The depth of Mapt’s investigation into our landscape is unparalleled. They went beyond the usual consultancy approach, immersing themselves into our world and bringing forth insights we hadn’t even considered. Their commitment to understanding not just where we stood, but where we could go, was beyond commendable.”
Findings
After digging into the OST landscape and examining IAN’s existing capacities, the Mapt team unveiled their Phase 1 recommendations in November 2022, providing IAN with a roadmap for substantial growth and enhanced efficacy. Here's what they recommended:
Updating the organization’s strategic plan
Integrating organizational goals/priorities
Identifying talent needs/gaps
Increasing focus, coordination and accountability
Building operational efficiencies
Mapt also included additional longer-term considerations for how IAN might build its influence within the field through communications, fundraising and data.
Outcome
Upon reviewing the findings from Phase 1, the depth of IAN's potential and its inherent challenges became crystal clear. "Mapt didn’t merely present us with challenges; they underscored our organization's potential and the broader strategic strides we needed to make," Hasanadka recalls.
IAN recognized the opportunity to move beyond the originally outlined partnership and appreciated Mapt's genuine approach, with Hasanadka noting, "They were straightforward about our hurdles. It wasn’t about expanding their consultancy; it was about identifying genuine areas for growth.
With a vision for impactful change and deeper strategic alignment, IAN broadened the project scope, marking the inception of an ambitious Phase 2.
“Mapt didn’t merely present us with challenges; they underscored our organization’s potential and the broader strategic strides we needed to make.”
Second Engagement
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Second Engagement -
Acting on the Potential
Approach
Building on the insights from Phase 1, Mapt pivoted its focus from mere understanding to strategic planning and implementation. The prime objective was to bolster IAN’s operational and strategic capacities, tailoring their methods to ensure IAN's leadership felt empowered to redesign their organization for a better tomorrow.
Methodologies
While the original scope of work only called for Mapt to develop a short-term plan to support IAN in executing its capacity development plan, Mapt provided strategic initiative support for implementation. Mapt worked with and alongside IAN’s leaders and team members to set the plan into motion, providing short-term expertise and additional capacity to execute.
Mapt supported IAN in addressing the below priorities through implementation support. Mapt worked to simultaneously build IAN’s team capacity to own the work going forward, while also evaluating any potential risks or ongoing capacity considerations.
Updating the strategic plan – In partnership with leadership, facilitated the refresh of IAN’s strategic plan and developed a supporting operational timeline. Engaged board to provide direction, endorse and support advancement.
Integrating organizational goals/priorities – Assisted IAN in building organizational structure and culture by evaluating and refreshing role descriptions and developing objectives by role.
Identifying talent needs/gaps – Provided recommendations for addressing current and/or future talent needs by identifying needed skillsets, advising on staffing approaches (hiring versus outsourcing) and developing related role descriptions.
Increasing focus, coordination and accountability – Supported the development of a balanced scorecard, new internal meeting structure and project management and coordination approach.
Building operational efficiencies – Analyzed current systems and processes and provided focused recommendations and support for building operational efficiencies through technology changes, reductions, automations and standard operating practices.
Further underlining its commitment to optimization, IAN outsourced foundational operations such as HR and accounting to specialized entities, ultimately allowing the organization to zero in on core functions and objectives.
Outcome
Through Phases 2 & 3, IAN evolved from an organization grappling with strategic ambiguity to one that was action-oriented and primed for the foreseeable future.
Mapt's recommendations didn't just remain on paper; they came to life, driving IAN's renewed focus and enhanced operational approach. The incorporation of recommendations, ranging from a revamped strategic plan to streamlined operating systems, put IAN on a trajectory of sustained growth.
Hasanadka, reflecting on the transformative journey, remarked, "With Mapt's guidance, we transitioned from identifying our potential to actualizing it. The roadmap they crafted was not just strategic but deeply resonant with who we are and where we aspire to be."
“With Mapt’s guidance, we transitioned from identifying our potential to actualizing it. The roadmap they crafted was not just strategic but deeply resonant with who we are and where we aspire to be.”
Results
Mapt's engagement with IAN did more than just sharpen IAN’s organizational structure; it fundamentally transformed the way the nonprofit approached its mission. As many small nonprofits experience, Hasanadka says the IAN team was weighed down by wearing multiple hats. This often dilutes an organization's focus and hampers its effectiveness. However, with Mapt’s guidance, IAN transitioned from juggling numerous responsibilities to specializing and thriving.
This transition is evident in IAN's growth, with the team size almost doubling within the year, from six to an impressive 13 members. Outsourcing non-core functions allowed IAN to concentrate on its genuine purpose, turning long-standing goals like implementing employee engagement surveys or enhancing computer security measures into realities. Moreover, hiring specialized providers to handle tasks outside IAN’s central mission ensured those tasks were addressed more efficiently and effectively than before.
But perhaps the most significant testament to the work Mapt provides its partners is the authenticity of its consulting. The Mapt team neither served as a mere echo chamber nor proposed impractical, off-the-mark solutions. Their recommendations were grounded in real-world application, guided by keen insights and driven by genuine concern for IAN’s success.
The results speak for themselves. With a clearer focus, IAN has been able to delve deeper into its work. The organization has not only witnessed growth in terms of team and budget – doubling its 2020 budget by the end of 2023 – but also in the depth and breadth of its impact. As Hasanadka nears her third anniversary as CEO, there's a palpable sense of achievement, with stronger relationships being built and commendable work being done.
“For every one child that’s in an after-school program, there are three more waiting to get in,” Hasanadka shared. “As we become stronger, we can do better work to create systems-level change that ultimately allows out-of-school time professionals to serve more young people, creating better outcomes for young people in Indiana.”
Through its newfound strengths and capacities, IAN is poised to catalyze system-level changes, amplify its advocacy efforts and, consequently, better serve young Hoosiers who rely on out-of-school care.
Mapt’s collaboration with IAN exemplifies the profound impact of tailored strategic consulting services, revealing how the right guidance can transform an organization, empowering it to achieve its most aspirational goals.
Other Work
