Across Canada, non-profit leaders are facing a difficult reality: community needs are rising faster than organizational capacity. Since COVID-19, demand for charitable services has increased dramatically. A study from Carleton University, Capacity vs. Demand: An Ongoing Struggle for Non-Profits, highlights the growing strain across the sector. An IPSOS report found that 1 in 5 Canadians accessed charitable services, with 7 out of 10 doing so for the first time. Capacity is Mo

HiP Strategic Non-Profit Consulting is growing up! After 20 years in business, we are undertaking a vital review, revision, and revitalization of our brand, approach, and service. Our internal process reflects what we do with our clients. Since last October, we’ve assessed our strengths and opportunities and how to best meet clients’ needs. We’ve conducted this analysis within the framework of what matters most to us: family and community. 2024 is all about unrolling change!

Stakeholder Engagement planning is easy. Getting people to show up and share ideas is more challenging.

Choose who to invite to stakeholder conversations, by defining the purpose (WHY) of the conversation and what it is you want to learn.

Stakeholder engagement empowers our community share their ideas about our future and enables our agency to remain responsive to local needs.

Whether you are new to a Board of Directors or have been on a Board for a long time, you’ve likely heard about the two “types” of boards in the non-profit sector: working or governance boards. In this blog post, I’d like to examine the differences between the two and showcase the situations in which each type of board shines.

Building on the need to invest time and energy into action planning as outlined in the blog post, "Committing to Action: The Missing Step...

A strategic plan shouldn’t sit on a shelf. When the non-profit Board and Executive Director stay connected to the plan, clear KPIs, accountability, tracking and reporting make it easier to see what’s working, what’s not, and where it’s time to adjust. What do you do at your Board meetings to keep the strategic plan front and centre?

The Board of Directors has passed the non-profit's Strategic Plan, Goals and Objectives. The Management Team understands what direction...

So, specifically in the context of non-profits, what do we mean when we make a “strategic decision?” We mean making decisions that align with the strategy (or direction) that we set overall: how we choose to operate, how we use our resources (people, time, money, or knowledge), what objectives we set for our teams (specific success metrics), and the actions or activities we focus on. What types of strategic decisions does your board make regularly?

When choosing KPIs and performance metrics for your non-profit strategic plan, start by asking your management team what they already track. Use existing data wherever possible, then add a few simple, measurable indicators that help your Board and Executive Director track progress, measure results, and strengthen accountability.

A good non-profit strategic plan needs goals people can actually understand and use. By getting clear on what’s behind each goal, Boards can turn big ideas into SMART goals, measurable objectives and KPIs that support accountability, guide implementation, and keep the plan moving forward—even when leadership changes.

When a non-profit Board has limited time for strategic planning, choosing the right priorities matters. Three or four clear strategic goals can create more focus, accountability and impact than a long list no one can realistically achieve. Clustering and prioritization help Boards connect goals to their vision, mission and values. The question is: Are you choosing the goals that matter most—or simply the ones that are easiest to agree on?

A strong non-profit strategic plan does more than set direction—it defines where you’re going and how you’ll know you’re getting there. Clear strategic goals and measurable objectives help the Board, Executive Director and management team turn vision and mission into action, accountability and results. If your goals don’t clearly define where you’re going, how will anyone know when you’ve arrived?

What if non-profit strategic planning focused less on what’s wrong and more on what’s possible? SOAR strategic planning uses Appreciative Inquiry to explore Strengths, Opportunities, Aspirations and Results, helping Boards and teams build on what already works. It’s a strengths-based alternative to SWOT that encourages engagement, creativity and action. What could your non-profit achieve if you started with possibility instead of problems?

Getting ready for non-profit strategic planning can feel like a lot. Your Board needs to decide why you’re planning, who to involve, which strategic planning process and model to use, and whether you need an outside facilitator or consultant. Asking the right questions before you begin can make all the difference. Before you start creating your strategic plan, has your Board stopped to ask what you actually need from the process?

COVID-19 tested non-profit leadership, crisis management and organizational resilience in ways few could have predicted. Boards and Executive Directors faced difficult decisions about staffing, finances, service delivery and long-term sustainability—while still supporting their communities. The lessons remain relevant for non-profits preparing for future uncertainty. If your organization faced a major crisis tomorrow, would you be ready to respond—and recover?

Non-profit strategic planning is about more than creating a plan. Strong interest holder engagement, honest conversations, clear action planning and regular progress reviews help Boards and Executive Directors turn strategy into meaningful results. The strategic plan should become a living tool that guides decisions, accountability and organizational growth. Is your strategic plan actively guiding your organization—or gathering dust on a shelf?

Is your non-profit strategic plan guiding decisions—or gathering dust? Strategic planning only creates value when Boards, Executive Directors and teams regularly review, update and implement the plan. Whether your strategy needs a refresh or a complete rethink, keeping it relevant turns goals into action, accountability and results. If your strategic plan disappeared tomorrow, would anyone notice a difference in how your organization operates?

A great non-profit strategic plan isn’t created in a single Board retreat. Strong strategic planning takes preparation, meaningful interest holder engagement, shared ownership and ongoing implementation. When Boards, Executive Directors and teams stay connected to the plan, strategy becomes a living tool for accountability, decision-making and organizational growth. Is your strategic plan shaping your future—or was creating the document the end of the process?