The Essential Nonprofit Strategic Plan Template

The Essential
Nonprofit
Strategic Plan
Template A
Start here to make a bigger mission impact

The Essential Nonprofit Strategic Plan Template ©
Production
1
The Essential
Strategic Plan
Template
Copyright © 2020
Published by Prosper Strategies
150 N. Wacker Drive Suite 2010 Chicago, IL 60606
All rights reserved. Except as permitted under U.S. Copyright Act of

1976, this publication may not be reproduced, distributed, or
transmitted in its entirety or stored in a database or retrieval system,
without the prior written permission of the publisher. Design by Prosper
Strategies. It may be duplicated and used as a template as long as
changes are not made to the original document and as long as the
original version is not distributed without permission. Visit our website
at www.prosper-strategies.com.
The Essential Nonprofit Strategic Plan Template © 2

Is your nonprofit doing all it
can to advance your mission?
Going through the process of outlining your organization's most important priorities and
documenting them in a well thought out strategic plan is the first step in answering this
“
question.
A strategic plan is the cornerstone of your nonprofit's success. It ensures everyone, from your
A strategic plan is the
board to your leadership to your staff is on the same page about your organization's mission,
vision, values, and most important priorities. Then, it details a plan for how you're going to reach
cornerstone of your
your goals. However, so many organizations fail to have a well-documented, actionable strategic
nonprofit's success...
”
plan. The Essential Nonprofit Strategic Plan Template is designed to help your strategic planning
team understand where your organization is today, and what you need to do to increase your
effectiveness and maximize your mission impact moving forward.
With this template, we'll help you articulate who you are, what you do, and why it matters,
through a clear mission, vision and values. Then, we'll guide your team through the process of
making important decisions about your organization's course over the next 1-3 years. All of this
will allow you to set clear goals moving forward, and create a plan of action for bringing your
strategic plan to life -- ensuring everyone on your team is held accountable.
Does this sounds like everything you need and more? Then let's dive in!

An Introduction to the Nonprofit Impact System
The Nonprofit Impact System™ is a complete set of tools and approaches you can
use to optimize every aspect of your nonprofit for maximum mission impact.
Based on a wide body of research about what makes some nonprofits succeed while
others struggle, as well as our real-world experience with hundreds of organizations
of all shapes and sizes, the Nonprofit Impact System™ provides a practical,
actionable method for achieving the organizational effectiveness you have always
dreamed of.
It includes the four key elements every nonprofit must master to achieve its full
potential: Focus, Strategy, People and Progress.
Focus: this element is about identifying your nonprofit's unique differentiators
through the exploration of your organization's reason for being, visual identity and
messaging.
Strategy: There are four strategies every organization should create and act upon to
drive maximum mission impact — a strategic plan, programmatic strategy, fundraising
strategy and marketing strategy.
People: the people you choose to engage in solidifying your focus and carrying out
your strategy will determine the progress you make on advancing your mission more
than anything else. Nonprofits that find a way to get the right people to do the right
things at the right time are unstoppable.
Progress: even with a clear focus, smart strategies, and the right people in the right
roles, it can be hard to get everyone on your team to take consistent, coordinated
action to advance your mission. The Progress element solves this problem by building
a culture of accountability and putting processes in place that keep everyone on
track.

Before we begin, a note on team and timeline
The Strategic Planning process should involve key members of your board,
leadership and staff. We recommend developing a strategic planning team.
Typically a strategic planning team includes your ED or CEO, and the individuals
chiefly responsible for your operations, programs, fundraising and marketing, as well
as one to two members of your board of directors.
We recommend identifying five to seven individuals who can come together over
several months to complete the exercises outlined in the following pages. The
timeline we suggest is as follows:
Month 1: 1-3 members of the strategic planning committee conduct research and
present it to the strategic planning team. Together, the team creates the SWOT
analysis.
Month 2: The entire strategic planning team comes together for 2-3 half-day
sessions to complete the reason for being, mission, vision and values creative
exercises.
Month 3: The entire strategic planning team comes together for 2-3 half days to
brainstorm strategic planning objectives, refine those objectives and create quarterly
objectives and accountabilities for the year.

Part 1:
Research

Research
Research
Before you start putting pen to paper on your organization's strategic plan, you need
to develop a clear understanding of where your organization is today, so you can
chart your course for the future.
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You'll want to start with an organization assessment, where you'll identify whom you
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serve, where you serve them, the programs you offer and how you're funded. Then,
you'll take a look at other nonprofits in your area to assess how your organization is
similar or different. You'll also look generally at trends in your space. Finally, you'll
assess who your organization's most important stakeholders are and what they value
most about your nonprofit. These assessments will evidence key insights that will get
your strategic planning team operating off of the same set of information, making it
easier to identify what you need to do moving forward.
This section ends with a SWOT, or an assessment of your organization's strengths,

weaknesses, opportunities and threats.
In this section, we'll walk you through how to complete each assessment and provide
examples.

Discover
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1.0 1.0 | Research
Organization
Assessment
The Essential Nonprofit Marketing

Strategic Plan
PlanTemplate
Template©© 8
Organization Assessment Example
Scope Includes Doesn't Include Comments
To fill in this page:
Research
Geography Bronzeville, Auburn Gresham, Chicago Loop

Start by identifying the
Englewood, Pilsen, Little Village
geography your organization
serves.
Target Demographic Men, 18 and older Unaccompanied Youth Then, identify the individuals
|
your programs serve. Also be

specific as to the individuals your
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programs do not serve.

Programs Shelter Plans for job training and placement to
Drop in center begin in May of this year
Outreach programs List your programs and your
organization's funding sources.
Funding Sources Board
Government Feel free to include any other
City relevant information that paints
State a picture of where your
Federal (HUD, HHS) organization is today.
Corporate Foundations
Foundations
Individuals
This information grounds the
Program Income strategic planning committee in
Events the current realities of your
Interest and Investment Income nonprofit, and ensures you're all
working off of the same
Other We've focused on developing information.
relationships with the city and other
organizations in our space to expand
our referral network.

Organization Assessment:
Research

Start by identifying the
Geography geography your organization
serves.
Then, identify the individuals

|
your programs serve. Also be

Target Demographic specific as to the individuals your
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programs do not serve.
List your programs and your

Programs
organization's funding sources.
Feel free to include any other

Funding Sources relevant information that paints
a picture of where your
organization is today.
Other
This information grounds the
strategic planning committee in
the current realities of your
nonprofit, and ensures you're all
working off of the same
information.

Financial Assessment Example
Research
Source of Revenue Percent of total budget last fiscal year Percent of total budget current fiscal Comments To fill in this page:
year
Board 5% 5% Get a sense of your

organization's overall financial
picture by breaking down your
Government (city, state, 48% 46% Our goal is to remain less than 50% nonprofit's revenue by source.
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federal) government funded It's important to look at the

previous fiscal year as well as
your current fiscal year.
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Corporate 3% 4%
In the comments section, list

notes on things such as why
Foundations 10% 11%
funding may have changed from
last year to this year or what you
anticipate from this funding
Individual 8% 8% source next fiscal year.
To take this a step further, you

Program revenue 12% 12% can also complete this same
exercise for each one of your
nonprofit's programs.
Events 10% 10%
Interest and investment 4% 4%

income

Financial Assessment:
Research
Source of Revenue Percent of total budget last fiscal year Percent of total budget current fiscal Comments To fill in this page:
year
Board Get a sense of your

organization's overall financial
picture by breaking down your
Government (city, state, nonprofit's revenue by source.
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federal) It's important to look at the

previous fiscal year as well as
your current fiscal year.
1.0
Corporate
In the comments section, list
notes on things such as why
Foundations funding may have changed from
last year to this year or what you
anticipate from this funding
Individual source next fiscal year.
To take this a step further, you

Program revenue can also complete this same
exercise for each one of your
nonprofit's programs.
Events
Interest and investment

income

Discover
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Ecosystem Assessment

Strategic Plan
PlanTemplate
Template©© 13
Ecosystem Assessment Example
Research
Your Organization Comparator 1 Comparator 2 Comparator 3 To fill in this page:
Operating Budget $3.5M $8.4M $8.6 M $5.5M Choose 3-5 "comparator"

organizations or nonprofits that
provide similarly aligned
Staff Size 40 167 134 142 services.
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You want to get a sense of how

they are similar or different from
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Clients Adult men Men & Women Men & Women Youth and Families
your nonprofit in terms of size,
individuals they serve, where
they serve them, the programs
Geography Bronzeville, Auburn Englewood, Bronzeville, Pilsen, Little Village Wicker Park, Humboldt Park
Gresham, Englewood, Lakeview they offer and how they are
Pilsen, Little Village funded.
Programs Shelter, drop in center, Healthcare, counseling Emergency shelter, Emergency shelter, outreach You can do this through web
outreach programs services, drop in center, transitional living, permanent programs, healthcare, mental research, media articles, and
shelter, transitional living, housing health support LinkedIn. You can also review
permanent housing
publically available 990s or use
Funding Sources Government, corporate, Government, corporate, Government, corporate, Government, corporate, websites like Charity Navigator.
foundation, individuals, foundation, individual, foundation, individual, foundation, individual,
program fees, investments, program fees, investments program fees, investments, program fees, investments
events events
Comments Replaced ED last year

Ecosystem Assessment:
Research
Your Organization Comparator 1 Comparator 2 Comparator 3 To fill in this page:
Operating Budget Choose 3-5 "comparator"

organizations or nonprofits that
provide similarly aligned
Staff Size services.
|
You want to get a sense of how

they are similar or different from
1.0
Clients
you nonprofit in terms of size,
individuals they serve, where
they serve them, the programs
Geography they offer and how they are
funded.
Programs You can do this through web

research, media articles, and
LinkedIn. You can also review
publically available 990s or use
Funding Sources websites like Charity Navigator.
Comments

Trends
Design
| Research
What are the current trends within your sector?

1.0 1.0 |
Human Services
● HUD refocusing funding priorities, Rapid Rehousing
Policy:
● With state and federal funding sources waning, need to make a concerted effort around advocacy
Target Demographic
● We witnessed a substantial increase in the number of pregnant and parenting clients, including men, in community programs last year. Staff are approaching
capacity in helping with those needs.
Funding
● $200,000 federal funding cut, need to prepare for additional cuts like this
● Private foundations trending away from direct service into bigger advocacy agendas e.g criminal justice and education reform, economic & social equity
efforts.

Trends
Design
| Research
1.0 1.0 |
What are the current trends within your industry?

Discover
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Stakeholder
Assessment

Strategic Plan
PlanTemplate
Template©© 18
Stakeholder Assessment:
Research
Stakeholder Typical titles What would they say How does your What reservations do What action are you Why should this To fill in this page:
your organization's organization help they have about your hoping for this stakeholder choose
strengths are? them meet their goals? organization? stakeholder to take? your organization over
others? Your organization's stakeholders
are the 3-5 most important
Board Member N/A Provides services in Wants to make a Not sure they are Donate Trusted in the
areas they care direct, local impact able to be as community for years groups that impact the future of
about hands-on as they'd your organization. This can
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like to be include groups like clients,

Corporate Donor Philanthropy Mission directly Local partner that Don't always have Donate Our work resonates funders, board members, etc.
1.0
Program Officer aligns with giving helps them meet volunteer with potential
priorities their goals opportunities for donors, volunteers, Determine the groups most
employees staff important to your organization
Client N/A Customer service We meet their They are reluctant to Transition from We treat the whole and then fill in the table by
first immediate needs, ask for help emergency relief to person answering the questions across
while also providing long-term stability the top row.
them with the
supports to meet
their long-term goals

Stakeholder Assessment:
Research
Stakeholder Typical titles What would they say How does your What reservations do What action are you Why should this To fill in this page:
your organization's organization help they have about your hoping for this stakeholder choose
strengths are? them meet their goals? organization? stakeholder to take? your organization over
others? Your organization's stakeholders
are the 3-5 most important
groups that impact the future of
your organization. This can
|
include groups like clients,

funders, board members, etc.
1.0
Determine the groups most

important to your organization
and then fill in the table by
answering the questions across
the top row.

Stakeholder Research
Research
Your own evaluation of your stakeholders will only take you so far. At some point, you need to talk to your stakeholders to learn about their perceptions
of your nonprofit and why they are involved. In fact, stakeholder perspectives, particularly your nonprofit clients' perspectives, are integral to helping
you shape an effective strategic plan.
|
We suggest:
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● A Stakeholder Survey: Ask your stakeholders how they perceive your organization; what compels them to get involved, work with you or give; what
reservations they have; and what their hopes are for your organization's future. If you need to reach stakeholders for whom you don’t have contact
information, Prosper Strategies can help.
● Stakeholder Focus Groups: With a focus group, you can ask stakeholders similar questions to those you might bring up in a survey, but you can also get
their real-time reaction to initiatives or programs you're considering. Focus groups tend to be a better fit than surveys if you are looking for qualitative
feedback rather than quantitative.
● Stakeholder Interviews: If you don’t have the budget or time for a survey or focus group, individual interviews with stakeholders can be a good
alternative. You can ask similar questions to those you’d bring up in a survey or focus group, but you’ll be able to dig deeper into the feedback and
insights your stakeholders provide. The drawback, of course, is that you won’t get the same diversity and quantity of responses you could expect from
survey or focus group methods, and some might consider your results less significant.
If you need assistance with stakeholder research, reach out to Prosper Strategies.

Discover
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1.0 1.0 | Research
SWOT

Strategic Plan
PlanTemplate
Template©© 22
20## Organization SWOT
Research
Strengths (Internal) Weaknesses (Internal)

● Staff turnover To fill in this page:
● 4 months cash on hand
Based on the audit you just
conducted, analyze your
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organization’s biggest
S W
strengths, weaknesses,
1.0
opportunities and threats.
We’ve included one example

under each area.
Opportunities (External)
● Private philanthropy taking an

interest in our social justice
programs
O T Threats (External)
● Federal level policy

changes

GO DEEPER: Research
Research
These templates provide guidelines on the basic information you need

to get your strategic planning going.
Filling them out to the best of your ability is a step in the right direction.
“
However, sometimes you need to take a deeper look both internally and
|
externally to achieve your most audacious goals.

These tactics allow us to
1.0
Our typical strategic planning process uses many of these tools, while also
layering in primary and secondary research techniques, such as forensic
uncover critical insights we
accounting, field studies, surveys, interviews and focus groups. We also
lead facilitated discussions among the strategic planning team to get to
can use to build effective
the heart of where you are today and where you're looking to go in the
future. These tactics allow us to uncover critical insights we can use to
strategic plans designed to
build effective strategic plans designed to drive specific mission
drive specific mission
”
outcomes.
Learn more about our strategic planning work here.

outcomes.

Part 2:
Focus

Focus
Focus
Before getting into the nitty gritty of strategic planning, and with an understanding
your organization's strengths, weaknesses, opportunities and threats, you'll want to
take time to align on your nonprofit's mission, vision and values. This is what the Focus
element of the Nonprofit Impact SystemTM is all about.
|
2.0
In the following pages, we'll help you define your nonprofit's reason for being, and
concisely articulate it in a statement that captures the unique impact only your
organization can make.
Then, we'll guide you through some fun exercises to reaffirm or reimagine your vision
and mission statements. Finally, we'll provide you with opportunities to assess and align
around your nonprofit's core values.
These elements will be fundamental to your nonprofit's ability to make strategic

decisions today and the future, so it's worth taking the time to get them right.
Are you ready to exercise your creative muscle?

Discover
Design
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1.0 2.0 | Focus
Reason for Being

Strategic Plan
PlanTemplate
Template©© 27
Reason for Being
Design
Focus
Your nonprofit's reason for being is a statement that expresses the specific sort of
impact your organization is uniquely positioned to make. No other organization can
achieve this impact in quite the same way.
||
Your reason for being statement comes about as a direct result of your organization
2.0
1.0
assessment, which should help you identify your nonprofit's greatest strengths and
assets, as well as your ecosystem assessment, which is designed to help you identify
how you are similar or different from your comparators. If your organization does not
have a clear reason for being, this is an indicator that you may want to explore a
merger or collaboration with another nonprofit or organization.
The typical construction of a reason for being statement is as follows.
[ORGANIZATION NAME] is the [CATEGORY] best positioned to [TRANSFORMATION] for

[WHO/WHERE] by [PROGRAMS]. That’s because only [ORGANIZATION NAME]:
● [UNIQUE 1]
● [UNIQUE 2]
● [UNIQUE 3]

Example Reason for Being Statement
Design
Focus
||
Trident is the Chicago-based human services organization best positioned to support unstably housed men 18
2.0
1.0
and older on their journey to permanent housing. We do this through prevention and outreach, residential
programs, support services and aftercare.
We are uniquely suited to carry out our work because Trident:
● Has created a model that uses trauma-informed methods and evidence-based programs to break the cycle of
homelessness
● Offers transitional and independent living options
● And most importantly, cultivates a sense of community that is critical for long-term stability and wellness

Keep in mind, a strong reason for being is...
Design
Focus
||
2.0
1.0
● Grounded in a comparative/competitive analysis
● Compares the strengths, approaches and capabilities of your organization to

others in your ecosystem (category and sometimes geographic area)
● Centers around the transformation your organization can drive

Our Organization’s Reason for Being Statement
Design
Focus
Write your organization's reason for being statement here.

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_____________________________is the ________________________best positioned to

2.0
1.0
________________________________ for ________________________ by

_____________________. That’s because only _________________________:
● ________________________________________________________________
● ________________________________________________________________
● ________________________________________________________________

Discover
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1.0 2.0 | Focus
Mission &
Vision

Strategic Plan
PlanTemplate
Template©© 32
Mission and Vision
Design
Focus
Every part of the strategic plan you’re about to create must stem from your mission
and vision.
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A mission and vision are so much more than just statements. They’re the grounding
principles that define the future your nonprofit is working to create and the work
2.0
1.0
you’re doing every day to get closer to that reality.
They determine the strategic priorities your organization sets, and those strategic
priorities guide where you should direct your nonprofit's efforts. It’s all inextricably
tied.
In the pages that follow, your strategic planning team will participate in several
exercises to formulate effective mission and vision statements for your nonprofit.

What is a vision statement?
Design
Focus
Definition: a statement that expresses the future you hope to create as a result of accomplishing your
mission
||
Elements of a powerful vision statement:

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1.0
● Audacious: Your vision represents a dream that’s beyond what you think is possible. It represents the
mountaintop your organization is striving to reach. Visioning takes you out beyond your present reality.
● Capitalizes on core competencies: Your vision builds on your organization’s core competencies. It builds on
what you’ve already established: organization history, client base, strengths, unique capabilities, resources and
assets, and what you’ll continue to establish as you work toward your mission.
● Futurecasting: Your vision provides a picture of what your business looks like in the future.
● Inspiring: Your vision engages language that inspires. It creates a vivid image in people’s heads that provokes
emotion and excitement. It creates enthusiasm and poses a challenge.
● Motivating: Your vision clarifies the direction in which your organization needs to move and keeps everyone
pushing forward to reach it.
● Purpose-driven: Your vision gives your team, board, donors and clients a larger sense of purpose, so they see
themselves as building a cathedral instead of laying stones.

Vision Examples, Likes & Dislikes:
Focus
Review the following statements and think about what you like and dislike about each.
Make-A-Wish
|
Our vision is that people everywhere will share the power of a wish.
2.0
Goodwill
Every person has the opportunity to achieve his/her fullest potential and participate in and contribute to all aspects of
life.
Teach for America

One day, all children in this nation will have the opportunity to attain an excellent education.
Oxfam
A just world without poverty.
Feeding America
A hunger-free America.
Creative Commons
Our vision is nothing less than realizing the full potential of the Internet — universal access to research and education,
full participation in culture — to drive a new era of development, growth, and productivity.

Vision Examples, Likes & Dislikes:
Focus
List your likes and dislikes about

the vision statements listed on
the previous page here.
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Dislikes
Likes
Discuss them as a group.

2.0
Why:

Exercise: What would a front page news story about your
nonprofit look like in 20 years?
Focus
Directions: On the next page, sketch out your idea of what a news article about your organization would look like in 20 years.
Choose your own news outlet, sketch out the picture(s), write the headline, bullet the key points. Reference the example below.
|
2.0
Why:

Exercise: What would a front page news story about your
nonprofit look like in 20 years?
Focus
Your story…
|
2.0
Why:

Brainstorm your organization's vision
Design
Focus
||
2.0
1.0
Based on these exercises and group discussion, brainstorm your organization's vision
statement here.
A vision statement expresses the future you hope to create as a result of

accomplishing your mission. It is a guiding statement that should inspire your
supporters and provide perspective on what the world would look like if you
achieved all your goals.

Vision Evaluation
Design
Focus
||
What we liked about other vision statements: Does our vision statement do that?
2.0
1.0

Final Vision Statement
Design
Focus
||
2.0
1.0
Our vision is a world where…

We envision a world where...

What is a mission statement?
Design
Focus
Definition: a statement that expresses what you will do to bring your vision into reality.
Elements of a powerful mission statement:

||
2.0
● Based on core competencies: Base your mission on a competitively superior internal strength or
1.0
resource that your organization performs well in comparison to your comparators/competitors.

● Motivates and inspires employee/client/donor commitment: Base it on employees’ significant work
and how the mission contributes to people’s lives.
● Realistic and clear: Avoid making the mission too narrow or broad. A mission needs to contain a
purpose that’s realistic to avoid mission creep, or expansion outside of your intended boundaries.
● Specific, short, sharply focused, and memorable: Develop and write your mission statement so you can
quickly and briefly tell people you met at a party or on an airplane why your organization exists.
● Says what the organization wants to be remembered for: In the end, a mission statement leaves a
lasting impression. How do you want the world to think of you? Your statement can provide simple
insight into why you do what you do.

Mission Examples, Likes & Dislikes:
Focus
Review the following statements and think about what you like and dislike about each.
Make-A-Wish
We grant the wishes of children with life-threatening medical conditions to enrich the human experience with hope, strength and
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joy.
2.0
Goodwill
Goodwill works to enhance the dignity and quality of life of individuals and families by strengthening communities, eliminating
barriers to opportunity, and helping people in need reach their full potential through learning and the power of work.
Teach for America

Our mission is to enlist, develop, and mobilize as many as possible of our nation's most promising future leaders to grow and
strengthen the movement for educational equity and excellence.
Oxfam
To create lasting solutions to poverty, hunger, and social injustice.
Feeding America
Our mission is to feed America’s hungry through a nationwide network of member food banks and engage our country in the fight
to end hunger.
Creative Commons
Creative Commons develops, supports, and stewards legal and technical infrastructure that maximizes digital creativity, sharing,
and innovation.

Mission Examples, Likes & Dislikes:
Focus
List your likes and dislikes about

the mission statements listed on
the previous page here.
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Dislikes
Likes
Discuss as a group.
2.0
Why:

Exercise: What would the world look like without us?
Focus
Directions: Below, write out a short paragraph that explains what the world would look like if your organization were to
cease to exist. Use the example below..
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2.0
Example: charity:water
“If we were to cease to exist, far more people would suffer and die from
Why: water-related illness. People in developing countries would struggle to gain
access to clean water for drinking and sanitation, and as a result would live in a
constant state of fear of waterborne illness. Opportunities for advancement
and economic/community development would be severely limited, because
people would be focused on meeting their basic human need for clean water.”

Exercise: What would the world look like without us?
Focus
If we were to cease to exist…

|
2.0
Why:

Brainstorm your organization's mission
Design
Focus
||
2.0
1.0
Based on these exercises and group discussion, brainstorm your organization's

mission statement here.
A mission statement expresses what you will do to bring your vision to a reality.

Mission Evaluation
Design
Focus
||
What we liked about other mission statements: Does our mission statement do that?
2.0
1.0

Final Mission Statement
Design
Focus
||
2.0
1.0
Our mission is to...

Discover
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1.0 2.0 | Focus
Values

Strategic Plan
PlanTemplate
Template©© 50
Exercise: What makes a great team?
Focus
Write down all of the words that come to mind when your team is doing its best
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work.
2.0
Why:

Exercise: Categorize the words from the previous page into themes
Focus
Theme One: Theme Two: Theme Three:

|
2.0
Why:
Theme Four: Theme Five: Theme Six:

Exercise: Based on your themes, finalize your core values &
define them
Focus
Our core values are…

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2.0
1. Generosity: We believe in being open, patient, accepting, respectful, and giving without
expectation.
2. Courage: We invite risk and investment from all our partners in order to aspire, strive, and
succeed.
3. Accountability: We drive impact, work in collaboration, and deliver meaningful outcomes with
Why:
honesty, fairness and transparency.
4. Transformation: We foster curiosity, energy, innovation, and growth in a safe and affirming
environment.
5. Community: We nurture connections that lead to sustainable and impactful change.

Exercise: Finalize your core values & define them
Focus
Our core values are…

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2.0
Why:

Exercise: Write examples of a time when you saw each core value
in practice...
Focus
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1. Generosity: Charlene developed our client birthday calendar, so everyone can be recognized on
their special day.
2.0
2. Courage: Nakita restructured our programs team, so we're operating more efficiently while still
serving the same number of clients.
3. Accountability: When he realized some staff were having trouble accessing Salesforce, Derek
created a shared Google Spreadsheet to capture our most important metrics, so everyone at the
Why: agency can access them in real-time.
4. Transformation: Greg spearheaded our grant submission to support the expansion of our
innovative housing model.
5. Community: Rachael worked with a local company to bring members of their team to the shelter
to cook a meal and eat with our clients.

Exercise: Write examples of a time when you saw each core value
in practice...
Focus
|
2.0
Why:

GO DEEPER: Focus
Focus
As one of of our favorite sayings goes, you can't always read the label
from inside the jar.
If you work with Prosper Strategies to develop your mission, vision and
|
“
values, we bring our outside perspective to expertly guide you through
We'll help your nonprofit
2.0
these exercises. We have artful ways of creating clarity and building

internal consensus around these important strategic elements. Following
our workshop-style engagements, Prosper puts pen to paper to capture
common themes and creative ideas and concisely package them into
create a visual identity,
compelling statements that say it all.
messaging and an overall
Following mission, vision and values work, the next phase of our Focus
element involves aligning your internal identity with your external
brand expression that puts
identity. We'll help your nonprofit create a visual identity, messaging and
overall brand expression that puts your organization's best foot forward.
your organization's best foot
forward.
Learn more about our focus element, and in particular our Messaging,
Identity and Brand Strategy work here.
”

Part 3:
Strategy

Strategic Planning
Strategy
Woohoo. You've done all of the legwork, and now this where the rubber meets the
road.
|
In this part of The Essential Nonprofit Strategic Plan Template, we're going to take a look
back at your previous strategic plan to assess what you achieved and, based on that,
3.0
evaluate how you're going to approach your strategic plan similarly or differently this
time around.
Then, we're going to help you do some BIG thinking about your nonprofit's future and
your priorities.
You'll start by painting a picture of what your nonprofit ideally looks like in three years.
This aligns your team around the same future state. Then we'll:
● Revisit your SWOT analysis and prioritize what needs to make it into your strategic
plan
● Work through the biggest strategic questions your organization is facing
● Help you crunch all of this information into a set of concise objectives and
measurables, which we call key results, for your organization over the next year

Discover
Design
|
1.0 3.0 | Strategy
Strategy
Audit

Strategic Plan
PlanTemplate
Template©© 60
Strategy Audit
Strategy
We know, you're eager to put pen to paper on that strategic plan. However, it's
absolutely essential you take a look back at your previous strategic plan and assess
the progress you made toward the objectives you set out to achieve there.
|
This exercise helps your organization in several ways. Reviewing your previous
3.0
strategic plan:
1. Allows you to recognize how much you've accomplished since the last strategic
planning period
2. Gives you the opportunity to evaluate anything that wasn't accomplished and why
3. Levels expectations for the next plan and forces you to think about whether your
last plan was too ambitious, or not ambitious enough
4. Helps you think through what you will do similarly or differently this time around
In this section, we'll help you evaluate your last strategic plan, so you can replicate
your successes and avoid your shortcomings.

Strategy Audit
Strategy
1. Review your organization's
Organization-wide What was accomplished? previous strategic plan.

|
Objective 1: 2. Write in all of the objectives you

Fill in the progress you made toward this objective? set out to accomplish in the last
3.0
plan.
Fill in here
3. List the progress you made
toward those objectives under
the section "What was
accomplished?"
4. List anything left to be done in

support of this objective.
5. Repeat for each of your

remaining organization-wide
What wasn't accomplished? Why? objectives.
Fill in anything that has yet to be accomplished in support of

this objective.

Strategy Audit
Strategy

|

3.0
plan.
Fill in here
accomplished?"



this objective.

Strategy Audit
Strategy

|

3.0
plan.
Fill in here
accomplished?"



this objective.

Strategy Audit
Strategy

|

3.0
plan.
Fill in here
accomplished?"



this objective.

Strategy Audit Reflection
Strategy
Reflection:
|
3.0
● We set too many objectives - yes/no

● We set too few objectives - yes/no
● Every objective had only one owner?
● Every objective was measured using key results?
● Our strategic plan was realistic and achievable - yes/no
● The timeline for our plan was too long - yes/no
● The timeline for our plan was too short - yes/no
● We felt our plan was actionable - yes/no
● We felt our plan was static - yes/no
Things we will do similarly with our next plan include:
Things we will do differently with our next plan include:

Strategy Audit Reflection
Strategy
|
3.0

Discover
Design
|
1.0 3.0 | Strategy
Strategic Planning
Priorities

Strategic Plan
PlanTemplate
Template©© 68
Strategic Planning Priorities
Strategy
This section of The Essential Nonprofit Strategic Plan template is designed to get your
strategic planning team thinking about your nonprofit's biggest strategic priorities
over the next 3 years.
|
“
In the following pages, you'll:
3.0
● Build consensus around what you'd like your organization to look like 3 years from We're about to embark on
today
● Revisit your SWOT analysis and categorize the strengths, weaknesses, opportunities some of our biggest, most
and threats you identified by impactfulness and urgency
● Develop a set of strategic questions that need to be addressed important thinking yet.
● Determine if there's anything that needs to be carried over from your last strategic
”
plan
We hope you're feeling fresh today, because we're about to embark on some of our
biggest, most important thinking yet.

What does our organization look like in 3 years?
Strategy

1. Based on your assessments, come
together as a strategic planning
Geography committee and discuss your
organization's ideal business model
|
in 3 years. The goal of this exercise

is to ground everyone in the same,
visionary, 3-year picture.
Target Demographic
3.0
2. Determine the geographies you'd

like to serve.
Programs 3. Identify who you plan to serve.
4. List out any programs you hope to

have.
Funding Sources
5. Set a target number for your ideal
staff size.
Staff 6. Write down any other aspirations

you might have as an organization
that you hope to achieve within the
next three years.
Other

Exercise: SWOT revisit
Strategy
Map the items in your SWOT that must be addressed sometime between the next 1 to 3 years onto the graph below.
|
3.0
Urgency →
Mission Critical →

Exercise: The BIG Questions
Strategy
Brainstorm all of the big strategic questions your organization is going to need to answer in the next 1-3 years:
|
● What is our plan if our CEO retires?

3.0

Exercise: Do any of your objectives need to be carried
Strategy
over from your last strategic plan?

Organization-wide objectives that may need to be carried over to our new strategic plan:
|
3.0

Objectives Brainstorm
Strategy
Using your 3-year picture, SWOT priorities, BIG strategic questions and past
strategic plan carryovers, you're now going to start brainstorming the strategic
objectives for your next strategic plan.
|
“
And, while some strategists suggest longer-term planning, Prosper Strategies is
3.0
of the mind that although your planning needs to be grounded in a long-term

vision and your 3-year picture, in order to be achievable, your objectives and key
Now's the time to think
results should only be set for the next year.
really big about your
nonprofit's most audacious
In this section of The Essential Nonprofit Strategic Plan Template, think through
the objectives that need to rise to the top for your organization over the next
year. And brainstorm some ways you might possibly measure those objectives to
objectives.
”
ensure you stay on track. At Prosper Strategies, we use a popular method called
objectives and key results (OKRs). Objectives are memorable qualitative
descriptions of what you want to achieve. Key Results are a set of metrics that
measure your progress towards the objective.
Now's the time to think really big. Don't worry, in the next section, we'll help you
narrow down and finalize your priorities.

Organization-wide brainstorm of objectives:
Strategy
1. Brainstorm an organization-wide
Organization-wide Ideas for how we can be successful in achieving this objective: objective. Objectives are
memorable qualitative
|
Objective 1: descriptions of what you want to

Conduct a program evaluation achieve. Objectives should be
3.0
short, inspirational and engaging.

Scale our programs Revist and update our program planning An objective should motivate
and challenge the team.
to meet more
people in need 2. Then, think through how you
might carry out this objective
over the course of a year.
3. Finally, fill in the key results you'll

need to reach to ensure this
objective is met. Key results are a
set of metrics that measure your
Key results associated with this objective: progress towards the objective.
For each objective, you should
have a set of 2 to 5 key results.
We will achieve this objective if… More than that and no one will
remember them
We add one new program site before the end of the year
We increase the number of clients served by 20% by the end of
the year

Strategy
|

achieve. Objectives should be
3.0

Fill in here An objective should motivate
2. Then, think through how you


We will achieve this objective if... More than that and no one will
remember them

Strategy
|

3.0



remember them

Strategy
|

3.0



remember them

Strategy
|

3.0



remember them

Strategy
|

3.0



remember them

Strategy
|

3.0



remember them

Strategic Objectives: Narrow Down Your List
Strategy
One of the biggest mistakes nonprofits make is selecting too many objectives to tackle
in their strategic plan. We recommend choosing no more than 3-4 organization-wide
objectives for the year.
|
3.0
In this section of the template, you'll revisit slides 75-81 and begin to narrow down to
your most important objectives. You'll score each one based on its:
● Potential impact on your organization's mission and outcomes

● Urgency to complete in the coming year
● Likelihood it can be accomplished in the coming year with your existing team and
resources
● Measurability
Once you've conducted this assessment of your brainstormed objectives, you select
your top 3-4 organization-wide objectives for the year.

Ranking your priority objectives
Strategy
After summarizing your remaining ideas into objectives, use this chart help you set your priorities To fill in this page:
for the year.
1. List your possible marketing
2. Potential impact 3. Urgency to 4. Likelihood it can goals from pages 75-81 down
on our organization’s complete this actually be achieved column 1.
|
1. List each objective below mission and upcoming year in the upcoming year 5. Measurability 6. Total
outcomes (1-10) with existing team (1-10)
(1-10) and resources
2. Rank each on a scale of 1-10
3.0
(1-10) based on the criteria in columns

2, 3, 4 and 5.
3. For each row, total the numbers

in columns 2-5 and write it in
column 6.
4. Observe the ranked list that

emerges. Items with the highest
scores are your highest
priorities.
5. Be sure to save this list, so you

can revisit it for future strategic
planning exercises.

Final Objectives and Key Results
Strategy
Strategic Objective 1: 1. List your highest ranked

|
objective from slide 83 here.
Fill in final objective here 2. Remember, objectives are

3.0
descriptions of what you want to
short, inspirational and
engaging. An objective should
motivate and challenge the
team.
Key Results: 3. List accompanying key results.

Remember, key results are a set
of metrics that measure your
We will achieve this objective if: progress towards the objective.
More than that and no one will
remember them.

Strategy

|
2. Remember, objectives are

3.0
team.
Key Results:
3. List accompanying key results.
We will achieve this objective if: Remember, key results are a set
progress towards the objective.
remember them.

Strategy

|

3.0
team.
Key Results:
remember them.

Strategy

|

3.0
team.
Key Results:
remember them.

GO DEEPER: Setting Objectives and Key Results
Strategy
Arguably the most important part of the strategic planning process,

these tools will help you set realistic, achievable objectives along with
key results, so you can maintain accountability.
|
“
However, even with the right tools, it can sometimes be difficult to
Sometimes, this results in
3.0
accurately rank your priorities and set your own, unbiased objectives,
especially when you’re intimately involved in the work that will result
from them.
scaling back and getting
That’s why we go deeper than simply working through these worksheets
with our clients. We scrutinize every objective they propose and help
more focused. Other times, it
them determine if it’s actually the right one, and the most important one,
results in thinking bigger
”
for their organization’s overall strategy, mission and vision. We also
challenge false beliefs about what can be accomplished within the current
constraints of our clients’ teams and budgets. Sometimes, this results in
and pushing the boundaries.
scaling back and getting more focused. Other times, it results in thinking
bigger and pushing the boundaries.
Learn more about our strategic planning work here.

Part 4:
Progress

Discover
Design
|
1.0 4.0 | Progress
Quarterly Objectives
and Key Results

Strategic Plan
PlanTemplate
Template©© 90
Quarterly Objectives and Key Results, Accountabilities
Progress
This is the part of the strategic planning process where most nonprofits stop
short. They have their yearlong strategic objectives, but they fail to make
|
those objectives actionable by breaking them down with quarterly milestones.

4.0
That's where quarterly objectives and key results come in.
Using the following templates, you can look quarter-by- quarter at what you
need to do as a team to reach your annual objectives. At this stage in the
process, we recommend that for each one of your organization-wide objectives,
you look ahead at the year and set 1-3 objectives and key results per quarter.
For each set of objectives and key results for the quarter, you'll assign one team
member who is chiefly accountable for ensuring progress is made.
Then, each quarter, you'll re-evaluate your progress as a team, and reset these
objectives and key results as necessary. This ensures you can adopt a structured
approach to goal setting, while also maintaining agility to shift and change plans
as unforeseen circumstances arise.

Discover
Design
|
1.0 4.0 | Progress
Quarter One

Strategic Plan
PlanTemplate
Template©© 92
Quarterly Objective Setting
Progress

Organization-wide Quarter 1 objectives in support of organization objective:
1. Start with your first
Objective: organization-wide objective. Fill
Objective 1: Explore a rebrand it in on the left column.
|
Elevate our brand Objective 2: Develop a yearlong marketing & communications plan 2. In the top right column, identify
4.0
the objective or objectives that

and thought leader- will support this
ship organization-wide objective for
the quarter.
3. In the bottom right column, list

the key results associated with
each of these objectives.
4. Under the chart, designate one

person who is responsible for
Quarter 1 key results associated with these objectives: achieving these objectives.
Key result: Explore a rebrand
5. Repeat for each
● Complete a rebrand risk and rewards assessment with consultant by organization-wide goal.
end of Q1
Key result: Develop a yearlong marketing plan
● Solidify marketing budget at Jan 5 board meeting
● Set goals & select tactics by Jan 30
● Develop marketing calendar w/ staff accountabilities by Feb. 15
Owner:

Progress

Organization-wide Quarter 1 objective in support of organization objective:
it in on the left column.
|
Fill in here 2. In the top right column, identify

4.0

will support this
organization-wide objective for
the quarter.


Quarter 1 key results associated with this objective: acheiving these objectives.
5. Repeat for each

We will achieve this objective if... organization-wide goal.
Owner:

Progress

|

4.0

will support this
the quarter.


Quarter 1 key results associated with this objective: achieving these objectives.
5. Repeat for each

Owner:

Discover
Design
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1.0 4.0 | Progress
Quarter Two

Strategic Plan
PlanTemplate
Template©© 96
Progress

|

4.0

will support this
the quarter.


5. Repeat for each

Owner:

Progress

|

4.0

will support this
the quarter.


5. Repeat for each

Owner:

Progress

|

4.0

will support this
the quarter.


Quarter 2 key results associated with this objective: acheiving these objectives.
5. Repeat for each

Owner:

Discover
Design
|
1.0 4.0 | Progress
Quarter Three

Strategic Plan
PlanTemplate
Template©© 100
Progress

|

4.0

will support this
the quarter.


5. Repeat for each

Owner:

Progress

|

4.0

will support this
the quarter.


5. Repeat for each

Owner:

Progress

|

4.0

will support this
the quarter.


5. Repeat for each

Owner:

Discover
Design
|
1.0 4.0 | Progress
Quarter Four

Strategic Plan
PlanTemplate
Template©© 104
Progress

|

4.0

will support this
the quarter.


5. Repeat for each

Owner:

Progress

|

4.0

will support this
the quarter.


5. Repeat for each

Owner:

Progress

|

4.0

will support this
the quarter.


5. Repeat for each

Owner:

Going Deeper: Objectives, Key Results & Accountabilities
Progress
For most nonprofits, setting objectives and key results and maintaining
accountabilities is only one piece of a bigger puzzle that must be completed
to ensure their strategic plan becomes a reality.
|
“
4.0
We also regularly help our clients with the following:

For most nonprofits, setting
● Setting up a project management system, where items on the calendar
get broken down into clear tasks and to-dos with owners and due dates; objectives, key results and
● Implementing an accountability meeting system to keep their team on accountabilities is only one
track with objectives and ensure everyone is held accountable to what
piece of a bigger puzzle.
”
they say they’ll do;
● Implementing systems of measurement so that everyone has a clear

picture of the overall health of their nonprofit, and their progress toward,
not just their strategic plan, but also overall outcomes and mission impact.
Learn more about our range of execution services here.

Discover
Design
|
1.0 4.0 | Progress
Strategic Planning
Cadence

Strategic Plan
PlanTemplate
Template©© 109
Strategic Planning & Meeting Cadence
Progress
Ongoing planning and regular meetings are key to ensuring everyone at

your organization remains accountable to your strategic plan and that your
|
nonprofit stays on track to meet your objectives. We recommend:
“
4.0
Annual, day-long planning sessions. Each year, the strategic planning

committee should revisit the assessments you completed at the beginning of Ongoing planning and
regular meetings are key to
your strategic planning process and determine if anything notable has
changed. You should conduct another SWOT exercise. Reaffirm your mission,
vision and values as a group and your 3-year picture. Then, go back through
your strategic planning priorities and set new objectives and key results for ensuring everyone at your
the year ahead.
organization remains
Each quarter, the strategic planning committee should evaluate your
quarterly objectives and key results, track your progress to your overall accountable to your
organizational objectives and determine if any changes need to be made to
strategic plan.
”
stay on track toward your year-end results.
Others within the organization, outside the strategic planning committee

should be meeting monthly to check in on progress toward their quarterly
objectives. Departmental teams should come together weekly to tackle any
issues or opportunities related to their objectives and key results.

Here’s to your strategic
planning success and mission
impact.
Congratulations, you’ve made it to the end of The Essential Nonprofit Strategic
Plan Template.
By working through this template, you've identified your nonprofit's focus,

clarified your mission, vision and values and put forth a plan that will help you
achieve greater outcomes.
Congratulations! Show yourself and your team some appreciation for the work
you’ve done up to this point. Then, start putting your plan into action using the
Progress element of The Nonprofit Impact SystemTM.
If you want to go deeper in the strategic planning process, or need help bringing
your plans to life, we’re here. Visit our website, read our Manifesto or contact us
at hello@prosper-strategies.com to discuss how we might be able to partner with
your organization.

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The Essential Nonproﬁt Strategic Plan Template © 6

This section ends with a SWOT, or an assessment of your organization's strengths,

The Essential Nonproﬁt Strategic Plan Template © 7

The Essential Nonproﬁt Marketing

Geography Bronzeville, Auburn Gresham, Chicago Loop

your programs serve. Also be

programs do not serve.

The Essential Nonproﬁt Strategic Plan Template © 9

Scope Includes Doesn't Include Comments

Then, identify the individuals

your programs serve. Also be

programs do not serve.

List your programs and your

Feel free to include any other

The Essential Nonproﬁt Strategic Plan Template © 10

Board 5% 5% Get a sense of your

federal) government funded It's important to look at the

In the comments section, list

To take this a step further, you

Events 10% 10%

Interest and investment 4% 4%

The Essential Nonproﬁt Strategic Plan Template © 11

Board Get a sense of your

federal) It's important to look at the

To take this a step further, you

Interest and investment

The Essential Nonproﬁt Strategic Plan Template © 12

The Essential Nonproﬁt Marketing

Your Organization Comparator 1 Comparator 2 Comparator 3 To ﬁll in this page:

Operating Budget $3.5M $8.4M $8.6 M $5.5M Choose 3-5 "comparator"

You want to get a sense of how

Comments Replaced ED last year

The Essential Nonproﬁt Strategic Plan Template © 14

Your Organization Comparator 1 Comparator 2 Comparator 3 To ﬁll in this page:

Operating Budget Choose 3-5 "comparator"

You want to get a sense of how

Programs You can do this through web

The Essential Nonproﬁt Strategic Plan Template © 15

What are the current trends within your sector?

The Essential Nonproﬁt Strategic Plan Template © 16

What are the current trends within your industry?

The Essential Nonproﬁt Strategic Plan Template © 17

The Essential Nonproﬁt Marketing

like to be include groups like clients,

The Essential Nonproﬁt Strategic Plan Template © 19

include groups like clients,

Determine the groups most

The Essential Nonproﬁt Strategic Plan Template © 20

The Essential Nonproﬁt Strategic Plan Template © 21

The Essential Nonproﬁt Marketing

Strengths (Internal) Weaknesses (Internal)

opportunities and threats.

We’ve included one example

● Private philanthropy taking an

● Federal level policy

The Essential Nonproﬁt Strategic Plan Template © 23

These templates provide guidelines on the basic information you need

_____is the best positioned to

________ for by