How to Use The Strategic Plan Document

No doubt this is an overwhelming document, but then again, the Charter is an organization that has a number of moving parts. Reviewing the new mission and vision statements below are important as is getting acquainted with the new tagline and reflecting on our values as an organization are essential. Therefore reading page two is necessary. Continue to page three and digest the 14 priority goals that came out of the Strategic Planning process. Decide on what goal(s) you feel most passionate about and commit to working with others on that goal. You’ll find names of people who proposed and worked on the ideas related to the goal. You may want to work through the full document. Continue by matching your selected goal to its corresponding Action Step that begins on page 5.

Section Two: Highlights of the Process that Affects the 2023-24 Strategic Plan

The participants of the planning process worked on revising the mission and vision statements, selecting a new tagline for the Charter and determining the values of the organization.

Mission Statement

In part the original mission statement of the Charter read: We support the emergence of a global movement that brings the Charter for Compassion to life. To do so, we are a network of networks, connecting organizers and leaders from around the world, providing educational resources, organizing tools, and avenues for communication.

The new statement reads: We support the emerging global movement of compassion to co-create transformation at all levels, by connecting, cultivating, and encouraging networks of compassionate action.

Vision Statement

The prior vision statement, “ A world where everyone is committed to living by the principle of compassion,” has been replaced with the new statement, “A transformed world where all life flourishes with compassion.”

Tagline:

A new tagline has been created, “Connecting those who care,” to replace “Peace starts here.” A branding of the new tagline will become central to the newly designed website which will be launched at the beginning of August 2023.

Values Employed by the Charter for Compassion

Charter for Compassion values are summed up in the acronym TRUST. Further explanation of the acronym defines how the mission, vision and tagline of the Charter, “Connecting those who care,” point to our ethical and philosophical beliefs and how we conduct ourselves in our work and service to the global community.

TEAMWORK: Work humbly together for personal and global transformation

RESPECT: Serve as a steward for the Earth and All Beings

UNITY: Strive for justice, equity, diversity and inclusion

SERVICE: Serve with compassion

TRANSPARENCY: Be open and authentic

Section Three: Goals

This section of the report lists the specific and measurable targets that the Charter for Compassion aims to achieve in the short-and-long-term. The Goals are named below and in the Action section that follows. Steps and ownership of the goal is provided.

1. Determine issues of branding.

2. Update the website.

3. Hire a fundraiser.

4. Prioritize financial health and sustainability of the Charter for Compassion.

5. Reorganize the operation of sectors.

6. Ensure a stronger vetting process for new partners.

7. Honor the health and wellbeing of staff and volunteers.

8. Initiate compassionate support for children and families.

9. Build the health sector to treat with the heart to care.

10. Expand the Charter’s Education Institute.

11. Work to achieve global peace through partnership cooperation.

12. Engage others in our divine dance with Mother Earth.

13. Act on creating a succession plan.

14. Continue to follow through on existing Action Steps.

Section Four: Action Plans

A detailed plan that outlines specific steps the Charter of Compassion will take to achieve its goals follows.. Each of the goals listed above are detailed here. It will be the work of each team committed to implementing the goal to review what has been suggested by others, perhaps challenge what they see, and agree on how to activate the tasks at hand. Names of potential team members are provided with each goal, as is other information gleaned through the planning process.

Goals 1 and 2: Determine issues of Branding and Update the Website

The Charter for Compassion has contracted with FireSpring to help bring sections of our existing website to a new platform. The steps outlined below have begun as of May 1 and the new site will go live on August 1, 2023. Steps for this redesign include:

1. Conducting a discovery and consultation with FireSpring designers and creating a customized site structure specific to the Charter’s initiatives and audiences to maximize interaction. This will help to ensure target audiences and what they need in 3 clicks or less.

2. Creating a full responsive design customized to brand identity to present the Charter’s site on any desktop, tablet or smartphone.

3. Creating an email marketing stationery customized for on new brand and website design for a cohesive engagement tool.

4. Making the new site launch simpler and smoother by helping with initial content.

In addition to contracting with FireSpring we have vetted a new database provider, Compuco, a UK based company. This change will require the Charter to transition our existing CiviCRM database to CiviPlus. This change will allow for us to have:

• Each sector be given the ability to track their work, calendars and partners.

• The Board of Trustees to track the work of committees and maintain records, calendars and contact information.

• Unlimited fundraising campaigns.

• Optional integrated payment processing (3% per transaction)

• Site analytics and statistics

• Search engine optimization tools

• Targeted marketing landing page tools

• Integrated e-commerce shopping cart

• Event registration and management tools

• Email marketing campaign automation tools

Implementors

Natalia Zurita will work with FireSpring on the new website, Merida McCarthy will facilitate the setting up of the sector pages of the database and Lynn de Vree will be responsible for the membership CiviPlus database and maintaining contact with donors.

Goals 3 and 4: Hire a Fundraiser and Assure the Stability of the Charter for Compassion

In addition to the named Goals in this section there was another suggested topic, Ways to Promote the Charter for Compassion and Raise Funds. All three areas of discussion have been combined and are included below.

Highlights of the Discussion

1. Secure help from a professional fundraiser/PR person

2. Join forces with other key organizations (i.e., URI, Unity Earth, Think Equal, School of Inspired Leadership, UNESCO etc.) to broaden and strengthen existing work

3. Seek out working with influencers and activists to post about the Charter for Compassion–we increase the following/marketing of the Charter

4. Create partnerships with local corporations in different countries / geographical hubs, for example Tata Group in India. Charter would earn money by being a consultant to different projects.

5. Build a business sector by joining forces with corporations / organizations that address training - to inform them and take the lead on a compassion based program. Consult with Area 9 to help expand this idea.

6. Consult with Monash University, Melbourne and other potential universities / foundations - for example - Stephanie’s foundation, to promote courses and workshops on common humanity. This would go across all sectors.

7. To make better use of creating affiliate links to partners in order to get a percentage of revenue for the work the Charter currently gives out for freethis is also a key component of ‘vetting’ our new partners.

8. Grow our Shopify - re-strategize

9. Revisit and support small community gatherings to introduce the Charter for Compassion to individuals, organizations, and future funding sources.

10. Focus on potential grant writing in collaboration with strategic partners [Global Compassion Coalition, Prosocial World, Prosocial Spirituality, CIT]

11. Create a Business plan, Marketing plan, PR plan

12. Use the board to provide contacts and introductions to amplify the three plans of point number 11, and assess what kind of ‘follow up’ needs to be done as well. Energize board members to work collaboratively with one another, cultivate relationships with former board members

13. Consult with Starita Ansari (board member)

14. Create a network of Charter Ambassadors that include people from GCC, Humanitarian Awardees, Youth Collaborating for Compassion (Netherlands, San Antonio TX)

15. Create a Charter for Compassion speaker’s bureau.

16. Work with Michelle (Karen Armstrong’s PA) at Felicity Bryant Agency to see how we can get Karen more involved or see how we can be included in her event calendar so we can take advantage of new opportunities.

Recommendations

1. Hire a professional fundraiser

2. Seek advisement on PR

3. Utilize the talents of Natalia and Anum to build a network of activists and influencers on social media

4. Start an ‘Ambassadors Network’

5. Essential to design plans - business, marketing, PR : Work with the board to bring these plans to fruition

6. Work with the Charter Education Institute to help build the business sector and identify programs that would generate money for the Charter

7. As part of the fundraising effort to make it ‘Fun’ raising and ‘Friend’ raising approach

8. Explore alternative funding opportunities – people giving us stock,

Criteria for Selecting a Fundraiser

1. Alignment with the organization's mission: The fundraiser should be aligned with the non-profit's mission and values. It should be something that the organization's stakeholders can get behind and support.

2. Feasibility and cost-effectiveness: The fundraiser should be feasible and costeffective, taking into consideration the resources available to the organization. The fundraiser should also have a reasonable return on investment (ROI) to make it worthwhile.

3. Sustainability: The fundraiser should be sustainable and have the potential to generate long-term support for the non-profit. It should not be a one-time event or activity but should have the potential to become an ongoing fundraising initiative.

4. Engagement and participation: The fundraiser should engage and encourage participation from the non-profit's stakeholders, including donors, volunteers, and staff. It should be an opportunity for the organization to build relationships with its supporters.

5. Relevance and appeal: The fundraiser should be relevant to the non-profit's audience and appeal to their interests and motivations. It should be something that resonates with them and inspires them to take action.

6. Ethical considerations: The fundraiser should be ethical and aligned with the non-profit's values. It should not compromise the organization's integrity or reputation, and it should be transparent and accountable in its operations.

7. Measurability and accountability: The fundraiser should be measurable and accountable. The non-profit should be able to track and report on its progress and results, and it should be transparent in its use of funds raised.

Evaluating the Success of a Fundraiser

The success of a non-profit fundraiser can be measured using various metrics. Here are some of the common ways to rate the success of a non-profit fundraiser:

1. Fundraising goals: One of the most important metrics is whether the fundraiser met or exceeded its fundraising goal. This goal should be set before the fundraiser begins, and the success of the fundraiser can be measured against this goal.

2. ROI: Another way to measure the success of a fundraiser is to calculate its return on investment (ROI). This involves calculating the amount of money raised compared to the cost of organizing the fundraiser. A successful fundraiser should have a high ROI.

3. Donor retention rate: The retention rate of donors is an important metric in evaluating the success of a fundraiser. A high donor retention rate means that the organization was able to retain the support of its donors, which is critical for long-term sustainability.

4. New donor acquisition: The fundraiser's success can also be measured by the number of new donors it was able to attract. Acquiring new donors is an important part of growing the organization's support base.

5. Volunteer engagement: A successful fundraiser should engage volunteers and supporters of the organization. Measuring volunteer engagement and participation is an important metric in evaluating the success of a fundraiser.

6. Impact: Ultimately, the success of a non-profit fundraiser should be measured by the impact it has on the organization and its mission. Did the funds raised help the organization achieve its goals and make a difference in the lives of its beneficiaries?

Overall, the success of a non-profit fundraiser should be evaluated using a combination of these metrics, with a focus on whether the fundraiser helped the organization advance its mission and make a positive impact in the world.

Note on Influencers

When working with influencers, it's important to have a clear understanding of your goals and what you want to achieve through the partnership. You should also do your research to find influencers who align with your brand's values and target audience.

Once you've identified potential influencers, reach out to them and establish a rapport. Discuss your goals and how the influencer can help you achieve them. Be clear about the scope of the partnership, including expectations, and timeline.

It's important to give the influencer creative control over the content they create. While you can provide guidelines and direction, they know their audience best and will be able to create content that resonates with their followers.

Finally, track and measure the results of the partnership. This will help you determine the ROI of working with influencers and identify areas for improvement in future campaigns.

Note on Cost of a Fundraiser (Source: Google Search

The average Charity Fundraiser salary is $49,147 as of March 28, 2023, but the salary range typically falls between $43,739 and $55,563. Salary ranges can vary widely depending on many important factors, including education, certifications, additional skills, the number of years spent in the profession.

Implementors

These goals should be led by the Philanthropy Committee and there were volunteers who worked on the goals during the Strategic Planning sessions: Charles Barker, Lynn de Vree,, Barbara Kaufmann, Anum Mulla, Marilyn Turkovich, and Natalia Natalia Zurita.

Measures of Success

1. Money coming in

2. Increased activity with the Charter

3. Increased number of recurring donors

Goal 5. Reorganize the Operation of Sectors

To fulfill our mission of achieving transformational, grassroots impact by “Connecting those who care”, the Charter for Compassion works within a structure of twelve sectors. These sectors represent the ways in which communities work, and ways that caring people can connect with each other and learn from each other to pursue their higher mission in life.

Highlights of the Discussion

• Define the size (5-8?) and roles of sector leadership teams (Consideration of there being geographic hub teams, or at least teams in close geographic proximity–example is the growing interest in RISE).

• Invite all board members to join a sector, and engage the EC (or full board) to fill up leadership teams where needed (thus far we have Health, Education, RISE and Social Justice representation from the Board).

• Sectors are important because the give the Charter its unique breadth of reach

• Sectors are the pieces of the motor of the Charter - it’s mechanics

• If they are working well they will exponentially grown the Charter’s influence

Roles of Sector Teams Currently and in the Future

1. To support connections, locally and globally, e.g., through the Map of Co-creators as well as the sectors’ activities and contact people presented on our website.

2. To offer a “library” of knowledge in the Grassroots Wisdom Book.

3. To proactively facilitate networking and sharing of knowledge, e.g., through webinars (e.g., like EdNet), newsletters, social media, conferences, etc.

4. Create criteria for the purpose of sectors. Revisit the criteria for sector teams and responsibilities of their work as individual sectors and the ways in which they can cooperate interdependently.

5. Change the name ‘key leads’ to ‘coordinators’.

6. Determine how sector teams can become Circles of Trust; consider how to expand the purpose of a circle of trust to partners.

7. Encourage representatives from city initiatives to join a circle of trust of a sector that corresponds to areas of interest that are being worked on locally–consequently have these individuals bring back to their grass roots team the concept of circles of trust.

8. Promote the advantages of volunteering in a sector by emphasizing free registration for CEI courses, through taking Crossing Borders training and other opportunities through the Charter.

9. Produce, in conjunction with Charter staff, at least two informative newsletters that highlight the work of sector partners.

10. Keep dashboard sheets (impact report) updated at least three times a year and keep on a Google drive for other sectors to contribute to–feature each sector at least twice a year at staff/lead volunteer meetings.

11. Invite sector leads to offer presentations at Board/Executive meetings.

12. Continue to have sectors make recommendations for Global Reads, Humanitarian Awards, etc.

13. Highlight the work of sectors and partners in a Charter virtual conference to be held every few years.

14. Write a Newsletter from the vantage point of their sector - Once a year so each month is covered by one sector.

15. Create an e-group of sector coordinators to be set up for sharing information. Page of

16. Select a topic to which sectors can be focused on during the year thereby allowing for all sectors to incorporate this into their work.

17. Sectors coordinators to do an annual review of their sector.

Reorganization

The Sectors facilitate an ecosystem of initiatives, connections, and knowledge exchanges - supporting people in joyfully working together, pursuing their higher life missions. The Sector’s section on our website will be an increasingly important tool to present people, teams, initiatives, tools, etc.

Each Sector has a Global Council which aims to support all caring people, volunteers, and staff in pursuing the roles of the Sector, helping everybody to navigate in this fluid and complex ecosystem. The Global Sector Council should have 5-8 members, including a Board member, who:

1. See the work in the Sector as a great opportunity to pursue their own life purpose.

2. Can co-create with others, e.g., with a deep interest in understanding others’ perspectives to seek synergies with their own.

3. Consider creating a Sector Council made up of all active sectors.

4. Agree and express desired personal characteristics of people that we would like to attract to the Global Sector Councils, e.g.:

• Is motivated by a higher purpose, regardless of whether they receive any personal recognition in this pursuit

• Has personal experience and a good personal network of compassionate change-makers in the sector

• Is openminded, humble and curious to understand and integrate others’ perspectives

• Knows and feels that all of life is one interconnected whole

• Is compassionate, and doesn’t work against anybody

• Are perfectly willing to withdraw from the Council if somebody else can offer greater contributions. Resigning people will continue to contribute to subsectors or specific initiatives close to their hearts.

Working with Compassionate Communities and Partners in their initiatives, as well as with other Sectors, will be critical activities for building a Sector. To support such networking, one member of the Sector’s staff or Council should participate in our regular staff and volunteer meetings.

As the Sectors grow, they may naturally form sub-sector and regional groupings which provide opportunities for people to connect with others who share more specific, sub-sector or geographically relevant interests – ultimately achieving greater grassroots impact.

Implementors

Each sector coordinator and team members will work alongside the Charter’s ED and Partner coordinator, Merida McCarthy to contribute to the mission, goals and objectives of each sector, along with affirming roles and responsibilities of sectors. This will include determining the formation of a Sector Council and the possibility of Sector “sub” teams.

Measures of Success

• Increased number of sector team members who feel good about helping to initiate Circles of Trust

• Increased visibility of new participants on Co-Creators Map

• Increased stories in the Grassroots Wisdom Book

• Development of a core group of Crossing Borders training.

• More people within compassionate cities who sponsor Circles of Trust and Crossing Borders sessions.

Goal 6: Ensure a Stronger Vetting Process for New Partners

When vetting a potential new partner for the Charter for Compassion, there are several criteria we can use to assess their suitability:

1. Alignment with Mission and Values: A potential partner should share CFC's mission and values. This means they should be committed to the same goals and have a similar approach to achieving them.

2. Track Record of Success: Consider partners who have a proven track record of success in their area of expertise. While partners can come from any spectrum of society, they should have a caring and open heart to the work they do, passion for their mission and demonstrate compassion and kindness to their immediate circle with whom they work.

3. Stability: A partner's stability is important to ensure that they can meet their commitments to the people with whom they are involved and to the Charter for Compassion Family.

4. Organizational Capacity: Consider the partner's organizational capacity, including their infrastructure, and resources. This will help determine if they have the capacity to effectively collaborate with CFC and work in collaboration.

5. Reputation and Ethics: A partner's reputation and ethics are important to maintain the integrity and credibility of CFC. Consider adding partners who have a good reputation and demonstrate a commitment to ethical practices.

6. Compatibility and Communication: Compatibility and effective communication are key to a successful partnership. Look for partners who are easy to work with and have good communication skills. This will help ensure that we are working on common goals.

7. Legal and Compliance: It's important to ensure that any potential partner is compliant with relevant laws and regulations. This includes requirements for non-profit organizations, as well as any specific regulations related to the partner's area of expertise.

In short, by vetting potential partners, we should ensure that we are working with organizations that share CFC's values, have a proven track record of success, and are well-suited to collaborate with your organization to achieve your goals.

Implementors

Creating the criteria for vetting new partners will be accomplished by those most closely aligned with the work: Merida McCarthy, Lynn de Vree and Natalia Zurita.

Measure of Success

More direct involvement with partners. Page of 17 35

Goal 7: Honor the Health and Wellbeing of Staff and Volunteers