...strategic growth requires ongoing attention and dedicated resources...
Last month’s eConnections newsletter article by Karen Lehman, Beyond the Basics: How Strategic Committees and Task Forces Expand Board Capacity, cited one of the most effective ways for nonprofit boards to expand their capacity: the strategic use of task forces and standing committees. This principle was recently exemplified at Landis Communities when an Affiliation Task Force proved its value and transformed to a permanent Strategic Growth Committee.
The Task Force was originally formed to explore Landis’ appetite for and approach to partnerships among faith-based, mission-aligned organizations. The core question being: should we consider affiliation as a strategy? Finding the answer to that question to be yes, the work of the Task Force evolved into answering the question: what makes any significant capital or growth decision, including affiliation, one that fits our strategy and is key to the future of Landis? (see sidebar: Landis Communities Vision for long term growth by collaboration….)
Recognizing the need for ongoing strategic oversight, the Landis Communities Board formalized this work into a standing committee. The newly established Strategic Growth Committee now provides long-term leadership and counsel on a wide range of opportunities—including affiliations, acquisitions, and market expansion. Its work goes beyond affiliations, encompassing a broad mandate of sustainable growth, all while ensuring alignment with mission and vision.
A key reason for the shift was the realization that strategic growth requires ongoing attention and dedicated resources. By converting the task force into a standing committee, Landis Communities has ensured that these critical discussions are not limited to short-term goals but are integrated into the long-term strategic planning of the organization.
The Strategic Growth Committee provides leadership, direction, and counsel in developing and vetting opportunities that will advance the Landis Mission and Vision for growth in all Landis affiliates. Growth opportunities include, but are not limited to, affiliation, acquisition, merger, and strategic expansion opportunities, including material property purchases or development or acquisition of other capital assets above those previously budgeted that do not involve affiliation or merger.
The committee’s responsibilities are extensive and include:
- Reviewing and recommending growth opportunities to the board and LC Finance Committee
- Developing and maintaining an updated long-range plan for growth and expansion, in concert with the corporate strategy plan
- Annually reviewing long-term strategies for expansion in key markets and business lines
- Monitoring the marketplace for possible affiliations, mergers, and acquisitions
- Providing support and counsel to Landis Board representatives and management engaged in discussions and negotiations
- Reviewing growth and expansion opportunities that require governance oversight or advisory support during development.
The now-standing committee has developed a specific charter and job description for its members, outlining their roles and responsibilities. This structured approach ensures that the committee operates efficiently and effectively, with clear goals and deliverables. It is made up of the Chairs of Landis Communities and Landis Homes Boards, the Treasurer of the Landis Communities Board/Finance Committee Chair, and other representatives of Landis Communities, Landis Homes, and Landis Quality Living Boards. A total of six board members and CEO Larry Zook.
As Landis Communities continues to navigate the complexities of nonprofit governance, the Strategic Growth Committee stands as a testament to the organization’s commitment to thoughtful decision-making and strategic growth. By expanding the board’s capacity through this dedicated committee, Landis Communities is well-positioned to address emerging priorities and drive sustainable growth not just for today, but for years to come.
Sidebar: Landis Communities’ vision for growth by collaboration, affiliation, merger, or acquisition with other organizations:
……. to forge affiliations among faith-based organizations with similar cultures and values, dedicated to protecting and enhancing long-term fiscal strength while honoring the lives of all residents and clients within their communities. Central to this vision was the preservation of the unique identity of each participating entity, fostering a sense of self amidst the blending of organizational cultures. By leveraging the strengths of partnering organizations, the task force aimed to enhance collective impact, nurture positive community relationships, and expand support networks. Through collaboration, they committed to navigating change with wisdom and care, ensuring continuity and mitigating disruptions. Together, they aspired to create resilient, inclusive, and harmonious communities rooted in shared Anabaptist values. [i]
[i] Palmer Becker identifies the following as core values of Anabaptist Christians.
- Jesus is the center of our faith.
- Community is the center of our life.
- Reconciliation is the center of our work.