We can concentrate on changing just a few strategic items and make a large impact. This process provides us with a way of focussing on the vital few so that we create the greatest return from our efforts.

The process is as follows:

• The leader of the Agency Assessment of Organizational Capacity completes a preliminary analysis, using all information gathered, and develops a tentative list of strengths and weaknesses. The leader can seek feedback from clients, partners and staff to solicit possible causes and suggestions for change, if necessary.
• Additional information may be required at this stage, so that staff and the Board can begin to understand the causes. Determine what is required and try to obtain it prior to the meeting.
• A meeting should be organized for the committee and additional agency staff, board members and volunteers.
  • A summary of all information gathered and the tentative list of strengths and weaknesses should be given to all attendees prior to the meeting
  • Seek feedback on the findings
  • Obtain confirmation/validation/clarification of the proposed vital few
  • Brain-storm possible causes and solutions to improve outcomes
• To begin selecting the Vital Few and choosing one Strength and two Areas for Improvement as a focus for your change efforts:
  • Review the agency performance against provincial targets, business plan targets and rank your agency outcomes from exceeding expectations to furthest below targets
  • Rank client feedback on programs and services from most to least satisfied
  • Look for patterns in the results
  • Consider opportunities and threats – changes in the community such as plant openings or closures, staffing changes, new agency partnerships
  • Choose the Vital Few, selecting those which would have the most impact in resolving weaknesses or boosting outcomes
  • Document the Vital Few in the chart below