Strategic Planning & Implementation: A SWOC Analysis of Food Banks

This case study presents a SWOC (Strengths, Weaknesses, Opportunities, Challenges) analysis for strategic planning in a typical food bank operation, specifically referencing the Food Bank of Western New York (WNY). The analysis identifies key strengths such as a positive community image, committed leadership, and a loyal volunteer base. Weaknesses include a lack of succession planning, reliance on state funding, and space limitations. Opportunities involve expanding donor acquisition programs, soliciting grants, and strengthening relationships with retail partners and local farmers. Challenges encompass potential funding cuts, rising food costs, a slow economy, and the risk of staff attrition. The study concludes that while the food bank possesses significant strengths, it must address its weaknesses and capitalize on opportunities to overcome challenges and ensure long-term sustainability.

Running head: STRATEGIC PLANNING AND IMPLEMENTATION
Strategic Planning and Implementation
Name of the student:
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1STRATEGIC PLANNING AND IMPLEMENTATION
Table of Contents
1. Introduction............................................................................................................................2
2. Discussion..............................................................................................................................2
2.1 SWOC analysis................................................................................................................2
a) Strengths-.......................................................................................................................2
b) Weaknesses-...................................................................................................................2
c) Opportunities-................................................................................................................2
d) Challenges-....................................................................................................................3
3. Conclusion..............................................................................................................................3
References:.................................................................................................................................4

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1. Introduction
Strategic planning refers to the process of an organisation to define its directions for
the coming few years (Bryson 2018). The main aim of this report is to conduct a SWOC
analysis for a strategic plan for the operation of food bank of WNY (Western New York).
2. Discussion
2.1 SWOC analysis
a) Strengths- The most notable strength of the food bank of WNY is its positive community
image along with its excellent reputation in the Western region of New York. With the same,
it also has a committed board of directors and a very strong and dedicated team of
management and excellent internal leadership. It also has a very loyal volunteer base and
solid budgetary position. Furthermore, it is also to note that the food bank of WNY has a
developing and very strong endowment program and donor network. They use funds very
efficiently as well.
b) Weaknesses- There are some significant weaknesses of this food bank. There is a high risk
of losing the strong leadership within the organisation and it has absolutely no succession
planning. Also, it is unable to efficiently track the donor base and they highly rely on the state
funding, “Check Out Hunger” program and the other events for revenue growth (Kc Krishna
Bahadur et al. 2016). With the same, there is shortage of space in this organisation which
leads to inefficient location and storage and also in restrictions of product distribution and
growth.
c) Opportunities- There are several opportunities present for this company in the present
scenario. Firstly, it could identify the eligibility for and solicit the grants and the other related
sources of funding. Secondly, it could expand the donor acquisition programs and direct mail.
Thirdly, it could focus and conduct program on some major and significant events which

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have the potential to drive the growth of revenue. Lastly, it could expand its relationships
with the retail partners and the local farmers for procuring more and more food.
d) Challenges- Notable threats are present for the food bank of WNY in current market. The
very first is that of the long or the short term cuts in the matter of funding at the federal and
state level. The next is that of the maximised cost of foods and the demand that are
continuously exceeding the food supply. Furthermore, there is a continuous slow rate of
growth and development of the economy of Western New York and also, it has been
identified that there is an increased need for the FB services in the present market (Schandl et
al. 2016). The last threat is that of the retirement of the loss of the important and skilled staffs
from the company, the attrition of the board members without proper replacement.
3. Conclusion
Hence, from the above analysis it is to be concluded that although the food bank of
WNY has many strengths that is enabling it in maintaining a positive image within the
region. However, it also has several weaknesses and opportunities that could completely
destroy its business and could help it in growing and developing further overcoming the
challenges respectively.

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References:
Bryson, J.M., 2018. Strategic planning for public and nonprofit organizations: A guide to
strengthening and sustaining organizational achievement. John Wiley & Sons.
Kc, K.B., Pant, L.P., Fraser, E.D., Shrestha, P.K., Shrestha, D. and Lama, A., 2016.
Assessing links between crop diversity and food self-sufficiency in three agroecological
regions of Nepal. Regional environmental change, 16(5), pp.1239-1251.
Schandl, H., Hatfield-Dodds, S., Wiedmann, T., Geschke, A., Cai, Y., West, J., Newth, D.,
Baynes, T., Lenzen, M. and Owen, A., 2016. Decoupling global environmental pressure and
economic growth: scenarios for energy use, materials use and carbon emissions. Journal of
Cleaner Production, 132, pp.45-56.