This strategic plan document outlines a strategic planning process for a regional non-profit organization. It includes an analysis of the organization's internal and external environments, identifies key strategic directions and decisions, and provides a framework for the non-profit to develop metrics and an implementation plan. The consulting firm developed an initial strategic plan document to guide the non-profit's board and staff in further fleshing out and executing the strategy.

1. High profile southwestern U.S. non-profit organization.
Jay Martin Q-Strategic Plan for Charity.ppt 1
Strategic Plan Non-Profit Organization / Charity

2. Strategic Plan (Non-profit) Situation
A regional non-profit was interested in creating a strategic plan given
a host of external challenges and recent board turnover.
• Board of Directors recently had key departures. New Board Chair appointed.
• Fundraising challenges and additional long-term concerns were apparent.
Jay Martin Q-Strategic Plan for Charity.ppt 2
• Past strategic planning initiatives only partially implemented.
• New, high profile service segment was of great interest to Executive Director.
• Overall service delivered unchanged for more than 15 years.
• Executive Director and Board were interested in a Metrics development program.
• The Executive Team wasn’t really sure what they wanted in a Strategic Plan, but
knew that they needed to have some guidance.
• Executive Director interviewed a number of firms who specialized in this area, but
a Board Member from a CI client asked Chief Innovation is we would do it. We
gladly accepted the assignment and offered to do it for free.

3. Create a strategic planning document for the charity similar to one
from Corporate America, and prepare it for the client team to complete.
Jay Martin Q-Strategic Plan for Charity.ppt 3
Strategic Plan (Non-profit) Assignment
• Chief Innovation used its ‘Small Business Strategy’ methodology as the base.
• The majority of structuring work would be done by CI, with situational specifics
and existing data presentation left to the Board and onsite staff of the charity.
• CI did not have time to interview all of the Board Members. Belief was that it
would be better to present initial plans and assumptions and obtain feedback,
rather than start with a blank page for discussions.
• The project, given that it was pro bono in nature, was more focused on building
out the structure and providing the client with ideas for different strategies, rather
than completing all of the detailed work.
• End deliverable was the strategic planning document, absent sections that either
internal client people were gathering the data for or that researching those specific
areas was something that the staff would benefit from rather than an outsider.

4. Strategic Plan (Non-profit) Approach
The project moved very quickly and did not require detailed planning,
but the approach could be broken out into the four phases below.
Jay Martin Q-Strategic Plan for Charity.ppt 4
Project
Discussions
& Data Requests
Confirmation
& Clarification
Report
Development
Final
Report
Completion
1 2 3 4
• Met with Executive
Director to discuss
history and assignment
• Discussed available
documentation and
past initiatives
• Selected a few key
Board Members to
speak with, along with
Chairman
• Met with or called
selected Board
members
• Received documents
• Reviewed current
documentation on
performance/structure
• Analyzed past programs
and proposals
• Developed a list of
questions and ideas to
discuss with ED / Chair
• Prepare preliminary
assumptions and
proposal for structure
• Met with ED and Chair
to agree on how to
proceed
• Laid out report
structure, with
sections and data
needed
• Decided what would
be completed by CI
and what by Client
• Reviewed
conversation notes
and documents.
• Filled in structure of
report.
• Preliminary report
submitted to Chairman
• (completed by client)
• Background sections
completed
• Competitor sections
completed
• Document reviewed
• Financial review
completed
• Presented to Board
Deliverables
Strategic Planning document for client to input their portion,
which then will be presented at Board of Directors meeting.

5. Strategic Plan (Non-profit) Analysis - Structure
The Strategic Plan was broken out into the four sections below.
Jay Martin Q-Strategic Plan for Charity.ppt 5
I.
II.
III.
IV.
• What is a ‘Strategic Plan’
• Table of Contents
• Background
• Mission, Focus, Core Values
• Internal Analysis
• Finances, Staffing, Resources
• External Analysis
• Competitive assessment, Trends,
Developments (technology)
• 5 Focus Areas & Vision
• Key Decisions needed
• Metrics
• Implementation plan
• Next Steps
• Appendix
• Assumptions (including decisions already made)
Introduction
Analysis – Internal
& External
Strategic
Directions
Additional Areas
& Next Steps

6. Strategic Plan (Non-profit) Analysis
There were no adjustments made to their Mission Statement or Core
Values, but charities need to remember those are not a ‘strategic plan’.
Jay Martin Q-Strategic Plan for Charity.ppt 6
Mission Statement
CharityCo is a non-profit agency dedicated to promoting its specific objectives. Our
program provides the tools that help the target audience of CharityCo by allowing
them to improve their lives with respect to our objectives.
Core Values
1) Believe the individual is the core for self-improvement.
2) Everyone involved in our organization is treated with self-respect and dignity.
3) Support our targets to develop skills to support their personal objectives.
4) A strong work ethic is the basis for all value.
5) Doing the right thing regardless of the circumstances.
6) A climate of trust (between client, staff, and volunteer) is critical to the success
of our objectives.

7. Strategic Plan (Non-profit) Analysis – Strategy – Top Level Inputs
Chief Innovation used a variant of its ‘small business strategy’ and
altered components for relevance to philanthropic endeavors.
Jay Martin Q-Strategic Plan for Charity.ppt 7
External Analysis
• Macro-economic factors
• Competitors (anyone who
competes for funding or clients)
• Geography specific
• Clients and needs
• Technology Threats and
Opportunities
• Regulatory and Government
activity
Internal Analysis
• Finances
• Growth Plans
• Expansion Options
• Resources
• Staff
• Volunteers/Board of Directors
• Offerings
• Branding/Publicity
• Events & Alliances
Strategy
• Organizational Goals and Objectives
• Evaluation of existing and future
opportunities
• Charity segment outlook and trends
• Funding sources and targets
• Strategies for all funding sources
• New segment entrance(s)
• Branding & PR planning
• Target alliances
• Competitive Assessment
• Client Segmentation/Profiling
• Customer Retention and Evaluation
Programs
• Financial Targets
• HR Key Roles & Development
• Capacity Additions/Lay-outs
• Capital Investment Plans
• New Service Offerings
• Client Management Metrics
• Assignments (To Do) for everyone

8. The internal assessment included profiling staff and Board roles,
marketing activities, a volunteer base profile and also services offered.
Brand, Marketing & PR
Marketing messages
How we get articles written?
Press and media outreach
‘Friends’ in the press and where
How we differentiate
Who inside CharityCo is in-charge of this
Articles since 2010
Volunteers Profile
Jay Martin Q-Strategic Plan for Charity.ppt 8
Executive
Director
Edna Joseph
(22 years)
Program
Director
Roy Nash
(5 years)
Office
Manager
Tom
Donnelly
(11 years)
Grant
Manager
Stephanie
Early
(1 year)
Director of
Marketing
Denny
Specht
(new)
Volunteer
Coordinator
Joy
Brummet
(6 years)
Program
Manager
Vern
Burns
(new)
Special
Programs
Jenny
Delisle
(2 years)
Edna Joseph
Executive Director & Chairman
Founder
Philip Craig
Chevy Chase Bank
Treasurer
Deborah Hayes, ABC Marketing
President
PR, Marketing & Advertising
Robert Friedman
D.D.S.
Healthcare Assistance Programs
Tina Walker
Director of Human Resources,
Microsoft
Fund Raising
TBD – Next will be to target new initiative
Jonathan Rifkind
Vice President, Manufacturing, Pepsico
Operations
Mike Kellinger
Doctor
Healthcare Assistance Programs
Philip Johnson
Chief Executive Officer, Print & Copy
Fund Raising
Jenny Paul
Attorney
Legal Counsel (not a Board Member)
• Number (total on roster)
• Profile (typical)
• Key Members
• Activities Involved In
• Active Contributors
Strategic Plan (Non-profit) Analysis – Internal Assessment
In addition, various
charts to show finances
(assets, revenue,
expenses, etc.) for the
last 5 years were
suggested to be
included, as well as
client service rates.

9. Strategic Plan (Non-profit) Analysis – External – Competitive Assessment
The competitive assessment was focused on other regional
organizations where overlap in services or fund raising was obvious.
The client’s team was asked to prepare a short profile on each firm.
This was suggested to be done on 2, possibly 3, of the organizations
that competed with it in its four related areas of focus.
Jay Martin Q-Strategic Plan for Charity.ppt 9
Career and Job
Related
Services
In this section, we asked the client to list
out what their specific role in this sector
was, and what services were provided
and the value to this segment..
• Jewish Family Services
• HiTech Career Connections
• TANF
• NW Bible Church
Organization What they do? (Scale / size) How we are different?
Name
Description of the organizations
mission, and estimation on number of
clients served or budget if available.
Explain how what CharityCo does
is different or how a different
market is served (if it is different!)

10. Strategic Plan (Non-profit) Analysis – External Analysis - Technology
Various developments in technology and the internet were presented
to better assist the Board in making decisions related to the strategy.
Development / Trends Implication for Charity
Jay Martin Q-Strategic Plan for Charity.ppt 10
Virtual / Online Training
Possible opportunity to leverage for delivery, and threat to
funding given people may ask ‘why not you also’
Social Media
New method to get message out. Difficulty breaking
through the noise and clutter.
Crowd Funding
New method for fundraising, but also threat from
competitive offerings if more tech savvy.
Online Philanthropic Tracking
Sites reporting performance and credibility. Good if
metrics are good and message cleaned up.
Communications Technologies
Provides new ways to engage, coordinate and thank
volunteers and prospective ones.
Survey / Tracking Technologies
CC needs to stay engaged with their clients through the
end of the process, and possibly longer-term.
Technologies such as these should facilitate this if used.
Mobile Devices
Almost everyone has a smart phone these days, and
mobile platforms provide for both support and tracking.
Donor Lists & Information
Identifying who gives, who gives to people like you and
who has money was never easier. Getting it – still hard!

11. Strategic Plan (Non-profit) Analysis – Strategic Directions – Key Decisions Needed
Major items and decisions were also mapped out for the Board to
discuss. Some of these (e.g. Metrics) had further details included.
• Vision – what do we want to look like in three years?
• New Initiative – move the entire organization in that direction? Make a
Jay Martin Q-Strategic Plan for Charity.ppt 11
separate group serviced by the whole?
• Board Members – what is their (each) role and expected contributions?
• Volunteers – do we want to do something like the Executive Volunteer
Program, and if so, what areas or roles do we want to fill?
• Core Offering – do we want to add or drop any part of our program?
• New Offerings – do we want to add anything?
• Succession Plan – when do we decide on training for people to move
into their next role?
• Metrics – which ones to use? Which ones to publicly release?
• Investment – any technologies that are justified in their payback?
• Alliances – what other groups to partner with and why?

12. Five major strategic thrusts were developed to focus future activities.
Jay Martin Q-Strategic Plan for Charity.ppt 12
1 Raising Money
2 Sourcing & Managing Client Flow
3 Providing Assistance to Clients
4 Attracting, Utilizing & Rewarding Volunteers
5 Developing a Strategy for our New Initiative
For each of these we
delineated sub-areas of
focus, corresponding
objectives and have
created a specific list of
action items from which
to drive execution of our
goals.
Strategic Plan (Non-profit) Analysis – Strategic Directions

13. Strategic Plan (Non-profit) Analysis – Strategic Directions
For each of these five, we listed out sub-areas, assigned each owners
and then built out a list of action items or work that needed to be done.
Our Targeted Results
Jay Martin Q-Strategic Plan for Charity.ppt 13
1 Raising Money
A. From Foundations / Grants (John)
B. From Corporations (TBD)
C. From High Net Worth Donors (Edna)
D. From “The Mass Market” (Rena)
E. From Events (Jenny)
F. From Government Entities (Millie)
1. List of ‘stuff’ needed (e.g. food, cash, etc.)
2. Understanding of foundation/grant data
needs and ‘canned’ data from CharityCo
3. Comprehensive grant solicitation plan
4. List of corporate sponsors to ‘like’ programs
5. List of target corporations and contacts
6. List of mutually beneficial things (e.g.
‘Thanks’ Ads for Contributing) for Corps
7. List of High Net Worth individuals and CC
priorities and connections to engage
8. More ‘success stories’ from past
9. Mass market communication plan
10.Social Media expert and attack plan
11.List of funding mechanisms for Mass Market
12.Benchmark list of events from other groups
13.Analysis of ‘how’ they make money
14.Event descriptions with what has and has
not worked over the years
15.Execution details for our events to ensure
that they can easily be replicated each year
The implementation plan and ‘Next
Steps’ were left to be developed after
the Board Meeting so that scope,
assignments and timelines could be
agreed upon.

14. Strategic Plan (Non-profit) Analysis – New Initiative - Strategy
Questions to drive the newest initiative were included and meant to
provide the Board with an understand of ‘what it will take to do this.’
• Leadership roles – who will run this, who will our Board Member be, who will be the spoke
Jay Martin Q-Strategic Plan for Charity.ppt 14
woman, who are our contacts at the related organizations
• Name – what will we call this?
• Marketing / PR – what kind of branding will we do? What will be our PR strategy?
• Differentiation – how will this be different than our general services? That other organizations?
• Funding – what new sources of funding we will go after? Who supports these areas?
• Alliances – what groups and organizations will we work with to develop this?
• Events – what events will we have? Will we participate with others?
• Clients – what groups will we accept referrals from? How will we prioritize?
• Metrics – what metrics will we use to track / promote this? Will we separate these?
• Competitive Offerings – how will we ‘defend’ what we are doing while cooperating?
• Integration – how will this become a part of CharityCo or decisions relating to moving the entire
organization to being transforming or focused until this group is no longer so critical?
In addition to this, a sub-project on Metrics was built and provided to
the client to research and work on. Already posted SlideShare.

15. The client received a document with a structure that would allow it to
easily discuss strategic options and update it in future years.
• CI completed the project over a period of a few weeks. The actual total time to
complete CI’s portion of the project (meetings, report, etc.) only took 32 hours.
• The client’s team was left to do the competitive assessment and internal data
analysis portions given that it was felt that they really need to become familiar
those subjects and it was best not to have an outsider learn and then disappear.
• The structure of this project is atypical for non-for-profits. Many confuse ‘strategic
planning’ with Mission Statement or Vision development. This was meant to leave
them with the status quo, and focus on the ‘what’ and the ‘how’ as far as
understanding how the organization should move forward.
• Chief Innovation does not look to consult for non-for-profit organizations, and this
project was completed pro-bono at the request of a former client. We are posting
this so as to help other charitable groups avoid spending money on consultants.
Jay Martin Q-Strategic Plan for Charity.ppt 15
Strategic Plan (Non-profit) Results
• Any questions, please contact:
• Jay Martin, Chief Innovation, Inc., Dallas, Texas
• Send me an InMail on LinkedIn to contact me (email and phone usually provided to clients on decks)