Charity Management Archives - FundraisingForce

Stephen Mally Charities, Charity, Charity Management, Fundraising, NFP, Non-profit, Nonprofit, Nonprofit Management, Outcomes, Strategic Plan

Whose Responsibility Is It to Achieve a Nonprofit’s Strategic Plan?

When a nonprofit organisation sets out to create a strategic plan, it’s a roadmap intended to guide the entire organisation toward mission-driven goals. But once that plan is approved, a common question arises: who is ultimately responsible for ensuring the plan is implemented and successful — the CEO or the Board?

The answer is both — but in different, complementary ways.

The Board’s Role: Oversight and Governance
The Board of Directors holds fiduciary responsibility and provides governance-level oversight of the strategic plan. They ensure the plan aligns with the mission and values of the organisation and that the resources — financial, human, and otherwise — are aligned to support the plan’s success. The Board sets strategic priorities, approves the plan, and monitors progress through regular reporting and accountability frameworks. Their role is not to manage the plan’s day-to-day execution but to hold the CEO accountable for its delivery.

The CEO’s Role: Leadership and Execution
The CEO, on the other hand, is responsible for operationalising the strategic plan. This includes aligning staff, setting KPIs, resourcing programs, and translating broad strategic priorities into actionable activities. The CEO is also the bridge between strategy and implementation — inspiring the team, cultivating stakeholder support, and tracking performance against the plan’s targets. A strong CEO leads the charge, drives internal culture around the strategy, and keeps the organisation moving toward its goals.

Shared Accountability, Distinct Roles
Achieving the strategic plan is a shared responsibility. Success depends on strong partnership and clear communication between the CEO and the Board. When both parties understand their roles and collaborate effectively, strategic goals are not just aspirational — they are achievable.

In the end, strategy is a team sport. The Board sets the direction. The CEO steers the organisation. Together, they ensure the nonprofit makes measurable progress toward its mission. Together, everyone can celebrate and take credit for successful outcomes.

Stephen Mally CEO, Charities, Charity, Charity Management, Leadership, NFP, Non-profit, Nonprofit, Nonprofit Management

How a New CEO Can Make a Big Impact in the First 90 Days

The first 90 days in a nonprofit CEO role can define a leader’s long-term success. It’s a period of intense observation, relationship building, and early wins. New CEOs stepping into mission-driven organisations must navigate unique dynamics — from donor relationships and governance responsibilities to community trust and limited resources.

Here are key ways a new CEO can make a meaningful impact in those critical early days:

1. Listen First, Lead Second

Start by learning — not just about programs and finances, but about culture, history, and people. Conduct listening tours with staff, Board members, donors, volunteers, and service recipients. Ask what’s working, what’s not, and what success would look like. This builds trust, surfaces valuable insights, and signals respect for the organisation’s legacy.

2. Clarify the Mission and Strategic Priorities

A clear understanding of the mission and current strategic plan helps the CEO align their work and decisions. Revisit the strategic plan with the Board and leadership team to identify priority areas for the next 6–12 months. If the organisation doesn’t have a strategic plan, consider initiating a light-touch planning process to set focus and direction.

3. Establish Strong Board Relationships

A productive CEO–Board relationship is foundational. Meet one-on-one with each Board member to understand their background, expectations, and aspirations for the organisation. Regular check-ins with the Board Chair and transparent communication set the tone for effective governance and support.

4. Communicate Early and Often

Internal and external stakeholders are paying close attention in the first few months. Use this time to clearly and confidently communicate your vision, values, and priorities. Staff town halls, donor updates, and community messages can help unify the organisation and reinforce momentum.

5. Assess Organisational Health

Review financials, staffing structures, technology, and fundraising performance. Work with the leadership team to identify any urgent risks, stalled projects, or resource gaps. Understanding internal systems early can prevent surprises down the line.

6. Secure a “New CEO Quick Win“

Identify and deliver on a small but meaningful improvement — whether it’s a new staff recognition program, an overdue policy update, or reactivating a donor relationship. Early wins demonstrate action and instill confidence.

7. Set Leadership Expectations and Culture

Articulate how you lead and what you value — whether it’s transparency, collaboration, innovation, or equity. Early behaviours set cultural expectations, so model the tone you want for the organisation.

In Summary

A nonprofit CEO’s first 90 days are a rare window of opportunity to inspire confidence, align teams, and lay the foundation for long-term success. By listening deeply, aligning to mission, and acting with intention, a new CEO can make a powerful early impact — one that sets the stage for bold progress and lasting change.