Free Strategic Plan Kickstarter Toolkit
Free Strategic Plan Kickstarter Toolkit
Everything below is free to use and adapt. Print the cheat sheet, bring the conversation guide to your first meeting, and copy the email templates into your own voice.
Everything below is free to use and adapt. Print the cheat sheet, bring the conversation guide to your first meeting, and copy the email templates into your own voice.
Quick reference: the six phases
Quick reference: the six phases
Phase 1: Planning to Plan
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Executive director and board chair align on purpose and scope
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Identify a strategic thinking partner
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Decide whether the plan will inform a fundraising campaign
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Outline the timeline and draft responsibilities
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Add strategic planning to board and staff agendas
☐ Executive director and board chair align on purpose and scope
☐ Identify a strategic thinking partner
☐ Decide whether the plan will inform a fundraising campaign
☐ Outline the timeline and draft responsibilities
☐ Add strategic planning to board and staff agendas
☐ Executive director and board chair align on purpose and scope
☐ Identify a strategic thinking partner
☐ Decide whether the plan will inform a fundraising campaign
☐ Outline the timeline and draft responsibilities
☐ Add strategic planning to board and staff agendas
Phase 2: Assess and Gather Input
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Scan peers and sector trends (newsletters, reports, AI scans)
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Run a PESTLE scan if helpful
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Design the stakeholder input plan (surveys, interviews, focus groups)
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Gather and summarize feedback
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Generate a SWOT analysis
☐ Scan peers and sector trends (newsletters, reports, AI scans)
☐ Run a PESTLE scan if helpful
☐ Design the stakeholder input plan (surveys, interviews, focus groups)
☐ Gather and summarize feedback
☐ Generate a SWOT analysis
☐ Scan peers and sector trends (newsletters, reports, AI scans)
☐ Run a PESTLE scan if helpful
☐ Design the stakeholder input plan (surveys, interviews, focus groups)
☐ Gather and summarize feedback
☐ Generate a SWOT analysis
Phase 3: Create
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Host a mission, vision, and values workshop
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Draft the organizational history and planning timeline
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Define three to five strategic goals
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Identify measurable objectives under each goal
☐ Host a mission, vision, and values workshop
☐ Draft the organizational history and planning timeline
☐ Define three to five strategic goals
☐ Identify measurable objectives under each goal
☐ Host a mission, vision, and values workshop
☐ Draft the organizational history and planning timeline
☐ Define three to five strategic goals
☐ Identify measurable objectives under each goal
Phase 4: Review, Refine, and Approve
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Share the draft with the executive director, board chair, and senior staff
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Get committee review (alignment, feasibility, integration)
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Assess resources, budget, effect on fundraising, and risks
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Incorporate feedback and refine the draft
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Present to the board for discussion and vote
☐ Share the draft with the executive director, board chair, and senior staff
☐ Get committee review (alignment, feasibility, integration)
☐ Assess resources, budget, effect on fundraising, and risks
☐ Incorporate feedback and refine the draft
☐ Present to the board for discussion and vote
☐ Share the draft with the executive director, board chair, and senior staff
☐ Get committee review (alignment, feasibility, integration)
☐ Assess resources, budget, effect on fundraising, and risks
☐ Incorporate feedback and refine the draft
☐ Present to the board for discussion and vote
Phase 5: Implement
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Assign ownership for goals and tactics
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Define timelines, benchmarks, and resources
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Identify KPIs (quantitative and qualitative)
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Align with staff work plans, budgets, and fundraising
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Set up dashboards or check-ins for tracking
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Prepare a one-page public summary
☐ Assign ownership for goals and tactics
☐ Define timelines, benchmarks, and resources
☐ Identify KPIs (quantitative and qualitative)
☐ Align with staff work plans, budgets, and fundraising
☐ Set up dashboards or check-ins for tracking
☐ Prepare a one-page public summary
☐ Assign ownership for goals and tactics
☐ Define timelines, benchmarks, and resources
☐ Identify KPIs (quantitative and qualitative)
☐ Align with staff work plans, budgets, and fundraising
☐ Set up dashboards or check-ins for tracking
☐ Prepare a one-page public summary
Phase 6: Monitor and Adapt
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Schedule monthly staff check-ins
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Schedule quarterly board updates
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Adjust tactics, goals, and timelines as needed
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Hold an annual reflection and refresh priorities
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Share updates with staff, volunteers, donors, and partners
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Plan a midpoint refresh for multi-year plans
☐ Schedule monthly staff check-ins
☐ Schedule quarterly board updates
☐ Adjust tactics, goals, and timelines as needed
☐ Hold an annual reflection and refresh priorities
☐ Share updates with staff, volunteers, donors, and partners
☐ Plan a midpoint refresh for multi-year plans
☐ Schedule monthly staff check-ins
☐ Schedule quarterly board updates
☐ Adjust tactics, goals, and timelines as needed
☐ Hold an annual reflection and refresh priorities
☐ Share updates with staff, volunteers, donors, and partners
☐ Plan a midpoint refresh for multi-year plans
Remember: progress, not perfection, will move your mission forward.
Remember: progress, not perfection, will move your mission forward.
Board Chair Conversation Guide
Board Chair Conversation Guide
Your strategic planning process starts with clarity and alignment between the executive director and the board chair. Use these questions to structure that conversation and set the tone for a focused, collaborative process.
Your strategic planning process starts with clarity and alignment between the executive director and the board chair. Use these questions to structure that conversation and set the tone for a focused, collaborative process.
Purpose and outcomes
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Why are we pursuing a strategic plan now?
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What do we hope to gain from this process?
☐ Why are we pursuing a strategic plan now?
☐ What do we hope to gain from this process?
☐ Why are we pursuing a strategic plan now?
☐ What do we hope to gain from this process?
Scope and timing
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Are we building a three-to-five-year plan, an interim plan, or a focused refresh?
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Are there upcoming transitions or external factors influencing our timing?
☐ Are we building a three-to-five-year plan, an interim plan, or a focused refresh?
☐ Are there upcoming transitions or external factors influencing our timing?
☐ Are we building a three-to-five-year plan, an interim plan, or a focused refresh?
☐ Are there upcoming transitions or external factors influencing our timing?
Stakeholder voice
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How will we include the voices of those we serve (members, clients, community)?
☐ How will we include the voices of those we serve (members, clients, community)?
☐ How will we include the voices of those we serve (members, clients, community)?
Relationship to fundraising
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Is this plan intended to inform an upcoming fundraising campaign or capacity-building effort?
☐ Is this plan intended to inform an upcoming fundraising campaign or capacity-building effort?
☐ Is this plan intended to inform an upcoming fundraising campaign or capacity-building effort?
Ownership and drafting
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Who will serve as the executive director's strategic thinking partner during this process?
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Should the executive director and board chair prepare an initial draft for the executive committee before launching a full process?
☐ Who will serve as the executive director’s strategic thinking partner during this process?
☐ Should the executive director and board chair prepare an initial draft for the executive committee before launching a full process?
☐ Who will serve as the executive director’s strategic thinking partner during this process?
☐ Should the executive director and board chair prepare an initial draft for the executive committee before launching a full process?
Process support
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Can we lead this ourselves, or should we engage a consultant or a planning tool?
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What is a realistic budget if external support is needed?
☐ Can we lead this ourselves, or should we engage a consultant or a planning tool?
☐ What is a realistic budget if external support is needed?
☐ Can we lead this ourselves, or should we engage a consultant or a planning tool?
☐ What is a realistic budget if external support is needed?
Feedback and communication flow
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How will we gather and share feedback throughout the process?
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Who needs to be involved, and when?
☐ How will we gather and share feedback throughout the process?
☐ Who needs to be involved, and when?
☐ How will we gather and share feedback throughout the process?
☐ Who needs to be involved, and when?
Logistics and calendar
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What upcoming board meetings, staff retreats, or events can anchor our planning timeline?
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Are there vacation schedules or major events we need to consider?
☐ What upcoming board meetings, staff retreats, or events can anchor our planning timeline?
☐ Are there vacation schedules or major events we need to consider?
☐ What upcoming board meetings, staff retreats, or events can anchor our planning timeline?
☐ Are there vacation schedules or major events we need to consider?
Common pitfalls to avoid
Rushing to planning without a clear purpose or scope
Overloading the process with too many voices too early
Skipping discussions of budget and capacity
Underestimating how planning connects to future fundraising
Avoiding tough conversations about priorities
Rushing to planning without a clear purpose or scope
Overloading the process with too many voices too early
Skipping discussions of budget and capacity
Underestimating how planning connects to future fundraising
Avoiding tough conversations about priorities
Next steps
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Summarize the key decisions and agreements from your conversation.
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Add “strategic planning” to your executive committee, board, and senior staff agendas.
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Decide whether to create a one-page internal timeline following this discussion.
☐ Summarize the key decisions and agreements from your conversation.
☐ Add “strategic planning” to your executive committee, board, and senior staff agendas.
☐ Decide whether to create a one-page internal timeline following this discussion.
☐ Summarize the key decisions and agreements from your conversation.
☐ Add “strategic planning” to your executive committee, board, and senior staff agendas.
☐ Decide whether to create a one-page internal timeline following this discussion.
Email templates
1. Planning kickoff announcement to staff and board
Subject: Strategic Planning Kickoff
Subject: Strategic Planning Kickoff
Dear Team,
Dear Team,
I am writing to share that we are beginning a strategic planning process to guide our organization over the next few years. Our goal is to make sure we are focusing our resources and energy on what matters most to our mission while staying responsive to the needs of those we serve.
I am writing to share that we are beginning a strategic planning process to guide our organization over the next few years. Our goal is to make sure we are focusing our resources and energy on what matters most to our mission while staying responsive to the needs of those we serve.
Over the coming weeks, we will reach out for your input and insights. Your perspective is important, and we want our planning to be informed by the experience of our team. We will share updates along the way and look forward to working together to shape our organization’s future.
Over the coming weeks, we will reach out for your input and insights. Your perspective is important, and we want our planning to be informed by the experience of our team. We will share updates along the way and look forward to working together to shape our organization’s future.
Thank you for your ongoing commitment.
Thank you for your ongoing commitment.
Warmly, [Your Name], [Your Title]
Warmly, [Your Name], [Your Title]
2. Stakeholder input invitation
Subject: We Value Your Input
Subject: We Value Your Input
Dear [Name],
Dear [Name],
As we begin a strategic planning process for [Organization Name], we are reaching out to those who know our work well and care about our mission. We would value your perspective on what you see as our strengths, our opportunities for growth, and the needs you believe we should address in the coming years.
As we begin a strategic planning process for [Organization Name], we are reaching out to those who know our work well and care about our mission. We would value your perspective on what you see as our strengths, our opportunities for growth, and the needs you believe we should address in the coming years.
You can share your thoughts by [linking to a survey / scheduling a short conversation / attending a focus group]. Your insights will help shape our priorities and ensure our plan reflects the needs of those we serve.
You can share your thoughts by [linking to a survey / scheduling a short conversation / attending a focus group]. Your insights will help shape our priorities and ensure our plan reflects the needs of those we serve.
Thank you for considering this request, and for your continued support of [Organization Name].
Thank you for considering this request, and for your continued support of [Organization Name].
Best, [Your Name], [Your Title]
Best, [Your Name], [Your Title]
3. Progress update to donors and partners
Subject: Strategic Plan Progress Update
Subject: Strategic Plan Progress Update
Dear [Name],
Dear [Name],
We wanted to share a brief update on our strategic planning process. Over the past few months, we have engaged staff, board members, and stakeholders to identify priorities and opportunities for [Organization Name] as we look to the future. We are now in the implementation phase, turning our plan into clear actions that will strengthen our programs and advance our mission.
We wanted to share a brief update on our strategic planning process. Over the past few months, we have engaged staff, board members, and stakeholders to identify priorities and opportunities for [Organization Name] as we look to the future. We are now in the implementation phase, turning our plan into clear actions that will strengthen our programs and advance our mission.
Your support makes this work possible, and we are grateful to have you as part of our community. We will continue to keep you updated as we move forward.
Your support makes this work possible, and we are grateful to have you as part of our community. We will continue to keep you updated as we move forward.
Thank you for believing in the mission of [Organization Name].
Thank you for believing in the mission of [Organization Name].
With gratitude, [Your Name], [Your Title]
With gratitude, [Your Name], [Your Title]
Resources we trust
Resources we trust
From PlanPerfect
Learn: the free education library, with Board 101, 201, and 301 lessons, Fundraising 101 and 201, and quizzes to test your knowledge. Watch: From Planning to Action: Six Phases for Strategic Plans That Stick with Nonprofit Hub; Ready, Set, Plan and From Overwhelmed to On Track with Nonprofit Resource Hub; Board Accountability in Uncertain Times. Listen: Strategic Planning as a Rhythm on Inspired Nonprofit Leadership; Strategic Planning for Nonprofits: Simple, Agile, and Real on Nonprofits Are Messy; Hope Is Not a Strategy But Good Planning Is. Read: the blog and the client case studies. See: PlanPerfect’s own public strategic plan and the FAQs.
Learn: the free education library, with Board 101, 201, and 301 lessons, Fundraising 101 and 201, and quizzes to test your knowledge. Watch: From Planning to Action: Six Phases for Strategic Plans That Stick with Nonprofit Hub; Ready, Set, Plan and From Overwhelmed to On Track with Nonprofit Resource Hub; Board Accountability in Uncertain Times. Listen: Strategic Planning as a Rhythm on Inspired Nonprofit Leadership; Strategic Planning for Nonprofits: Simple, Agile, and Real on Nonprofits Are Messy; Hope Is Not a Strategy But Good Planning Is. Read: the blog and the client case studies. See: PlanPerfect’s own public strategic plan and the FAQs.
Articles by phase
Phase
Articles
Why plan
Governance
Phases 1 and 2
Phases 3 and 4
Phases 5 and 6
Beyond PlanPerfect
Resource
URL
Why we trust it
BoardSource
https://boardsource.org/
The sector’s reference on board leadership, with tools, trainings, and research. Its board self-assessments are the standard.
Candid
https://candid.org/
Data on 1.9 million nonprofits and their funders, the first stop for peer research and prospecting. GuideStar search now lives inside Candid.
National Council of Nonprofits
https://www.councilofnonprofits.org/
The largest network of nonprofits in North America, with practical tools and samples on running a nonprofit ethically and effectively.
IRS: Charities and Nonprofits
https://www.irs.gov/charities-and-nonprofits
The primary source on tax-exempt status, Form 990, and compliance. Go here before relying on a secondary summary.
Nonprofit Resource Hub
https://nonprofitresourcehub.org/
A trade association that educates and connects nonprofits with vetted service providers; host of two of our webinars.
Nonprofit Hub
https://nonprofithub.org/
Free guides, webinars, and podcasts for nonprofit professionals; host of our six-phases webinar.
Kellogg Nonprofit Board Essentials
https://www.kellogg.northwestern.edu/executive-education/nonprofit-management/resources/nonprofit-board-essentials-on-demand-learning/
More than seventy free on-demand governance videos from Kellogg faculty, funded by The Allstate Foundation.
About PlanPerfect
About PlanPerfect
PlanPerfect helps nonprofit leaders and boards build, implement, and continuously improve strategic plans, with stakeholder engagement, enterprise risk management, progress tracking, board-ready reporting, and AI-powered guidance in one place. The result is a plan the whole organization can execute, not one that ends up on a shelf.
PlanPerfect helps nonprofit leaders and boards build, implement, and continuously improve strategic plans, with stakeholder engagement, enterprise risk management, progress tracking, board-ready reporting, and AI-powered guidance in one place. The result is a plan the whole organization can execute, not one that ends up on a shelf.
Co-founders Sophia Shaw and Adam Wolford met at Northwestern’s Kellogg School of Management in 2020. Sophia spent four decades in the nonprofit sector as a chief executive, trustee, board president, donor, volunteer, consultant, and educator; she served as president and CEO of the Chicago Botanic Garden and directed the Kellogg Board Fellows program. Adam is a technology, product, and strategy executive with experience at Accenture and Deloitte. Their early consulting work together showed them the same problem again and again: organizations spending time and money on strategic plans they had no way to put into practice. They founded PlanPerfect in 2024 to close that gap.
Co-founders Sophia Shaw and Adam Wolford met at Northwestern’s Kellogg School of Management in 2020. Sophia spent four decades in the nonprofit sector as a chief executive, trustee, board president, donor, volunteer, consultant, and educator; she served as president and CEO of the Chicago Botanic Garden and directed the Kellogg Board Fellows program. Adam is a technology, product, and strategy executive with experience at Accenture and Deloitte. Their early consulting work together showed them the same problem again and again: organizations spending time and money on strategic plans they had no way to put into practice. They founded PlanPerfect in 2024 to close that gap.
PlanPerfect serves nearly one hundred organizations across twenty-nine states and four countries, including nonprofits, schools, associations, foundations, and the consultants who support them. In 2025 the company closed a strategic funding round backed by Nexus3 Capital. PlanPerfect runs its own strategic plan on the platform, and that plan is public. The company is certified as a Woman-Owned Business by the State of Florida. Support includes email, weekly office hours, and direct access to the founders.
PlanPerfect serves nearly one hundred organizations across twenty-nine states and four countries, including nonprofits, schools, associations, foundations, and the consultants who support them. In 2025 the company closed a strategic funding round backed by Nexus3 Capital. PlanPerfect runs its own strategic plan on the platform, and that plan is public. The company is certified as a Woman-Owned Business by the State of Florida. Support includes email, weekly office hours, and direct access to the founders.
Every plan includes unlimited users, stakeholder surveys, strategic planning tools, enterprise risk management, progress dashboards, board-ready reporting, and the PlanPerfect Advisor. You can use the full platform for fourteen days and cancel within that window for a complete refund. Details are on our pricing page.
Every plan includes unlimited users, stakeholder surveys, strategic planning tools, enterprise risk management, progress dashboards, board-ready reporting, and the PlanPerfect Advisor. You can use the full platform for fourteen days and cancel within that window for a complete refund. Details are on our pricing page.
Book a live demo with a PlanPerfect founder and bring your current plan, or your blank page Start your fourteen-day evaluation Questions first? Write to founders@planperfect.co.
Book a live demo with a PlanPerfect founder and bring your current plan, or your blank page Start your fourteen-day evaluation Questions first? Write to founders@planperfect.co.
Book a live demo
Start your fourteen-day evaluation
Plan Smart. Lead With Heart.
Plan Smart. Lead With Heart.
