Request for Proposals: Strategic Planning Consultant

The Poughkeepsie Farm Project (PFP) invites qualified consultants to submit proposals to lead the development of our next strategic plan (2026–2029).

This strategic plan will guide PFP’s growth and impact while ensuring alignment with our mission to cultivate local leadership in sustainable farming, food access, and education. The selected consultant will collaborate with our staff, board, and community stakeholders to create a clear, actionable, and inclusive plan.

Important Dates:

RFP Issued: January 20, 2025
Proposal Deadline: February 14, 2025
Questions Due: February 3, 2025
Consultant Selection: March 2025
Project Kickoff: Late March/Early April 2025

For full details, including project scope, deliverables, and submission instructions, please download the RFP here.

If you have questions about the RFP, please contact Evan Menist at evan@farmproject.org by February 3, 2025. Responses will be posted publicly to ensure transparency.

We look forward to receiving your proposal and partnering on this important initiative!

Consultant Questions and Responses:

Will preference be given to New York-based consulting firms?
No, preference will not be given to New York-based firms. We welcome proposals from qualified consultants regardless of location.
Will this be PFP’s first strategic planning process? If not, can you share when the last process concluded and if you currently use any KPI/dashboard or tracking system?
PFP has engaged in strategic planning before, though it has been several years since our last formal process. Our last strategic plan concluded at the end of 2023, and we have not undertaken a formal process since then. We do not currently use a structured KPI/dashboard tracking system but are open to recommendations on best practices.
Who are the core constituency groups for stakeholder research?
As noted in the RFP, key stakeholders include board members, staff, volunteers, community partners, and funders. If consultants believe other groups should be included, we are open to recommendations in your response.
Do you have a budget range for this engagement?
We encourage consultants to propose an approach that aligns with their expertise and standard practices and to include a budget that reflects that approach. Our budget is in line with typical strategic planning engagements, but we encourage consultants to propose an approach that aligns with their expertise. While we have a budget in mind, we are primarily focused on selecting a consultant who will provide the most value and impact for PFP.
What key questions or issues is PFP looking to address with this strategic planning process?
We are seeking a consultant to guide us in developing a four-year strategic plan that will help PFP grow sustainably while strengthening our food access, education, and farming programs. We welcome proposals that outline how consultants typically approach strategic planning to help us refine our goals.
Why engage an external consultant rather than rely solely on staff and board members?
We believe that an external consultant will bring fresh perspectives, objectivity, and best practices that complement the deep knowledge our staff and board members already have. An outside facilitator will help ensure a structured and inclusive process. Additionally, our staff does not have the bandwidth to take on this project entirely internally, and thus a consultant will be expected to carry the bulk of the project in collaboration with staff.
Why is now the right time for PFP to engage in strategic planning?
PFP is at a pivotal moment, with growth in our programs and shifts in the external landscape affecting food access and sustainable agriculture. A strategic plan will help us navigate these opportunities and challenges intentionally.
What is the expected timeline for completion of the strategic plan?
We anticipate the process taking approximately six months, but we are open to different timelines based on consultant recommendations.
Are you looking for complete past strategic plans as work samples, or selected portions?
We welcome either a complete plan or selected sections that showcase the consultant’s approach, methodology, and deliverables.
Would PFP consider holding a strategic planning retreat?
We are open to discussing the inclusion of a retreat if the consultant believes it would be valuable to the process.
Would a steering committee meeting every three weeks align with PFP’s expectations?
We are open to the consultant’s recommendations on how to structure engagement with board, staff, and other stakeholders. Regular steering committee meetings will be accommodated.
Who would serve as the project liaison for this engagement?
We anticipate that one or two members of PFP’s Co-Executive Director team will serve as the primary liaison and are open to discussing the level of involvement needed.
Would PFP be open to using focus groups and/or questionnaires for stakeholder engagement?
Yes, we are interested in inclusive stakeholder engagement and are open to methods that consultants typically use to gather input.
Can you share financial performance results from 2023 and 2024?
We are happy to share relevant financial insights with the selected consultant as part of the planning process. Our 2023 990 is now available for review on our website at www.farmproject.org/financials. 2024 financials will be shared with the selected consultant when finalized.
When was PFP’s mission and vision last reviewed?
Our mission and vision were last updated in 2020 and have remained consistent in recent years, but we are looking to review them as part of this strategic planning process.
Has funding for this engagement been approved and are funds available?
Yes, funding has been approved and allocated for this engagement.
What do you believe are the top three issues facing PFP over the next four years?
While we anticipate this process will help refine our priorities, key issues include sustainable growth, long-term financial stability, and enhancing community engagement and impact.
How successful was PFP in implementing its last strategic plan?
PFP has made significant progress in growing our programs, partnerships, and impact. However, we recognize the need for a structured plan to guide our next phase of development. Additionally, our organization has transitioned to a Shared Leadership model, which presents new opportunities and challenges. This strategic planning process will help us navigate this transition effectively and ensure that our leadership structure supports PFP’s long-term sustainability and mission.