By Christine Thornton
Founder & Coach, 3Minds Consulting Group
Practical, experience-based insights for not-for-profit leaders who want to build strategy that works, not just sits on a shelf.
Strategy Isn’t a Document. It’s a Practice
After 15+ years in CEO and executive roles across health, mental health, community services and international development, I’ve learnt this: strategy in not-for-profits is too often seen as a product rather than a process.
Strong strategy isn’t about big binders, glossy PDFs or clever jargon. It is about creating a shared foundation that guides decisions, funding, priorities and action. In good times and uncertain ones.
The Reality of Strategy in the Not-for-Profit Sector
Australia’s not-for-profit sector is mighty. Nearly 60,000 registered charities, over $222 billion in revenue, and more than 1.47 million people employed. That’s about 10% of the national workforce, as of 2023.
Despite this scale, many organisations don’t fully recognise themselves as businesses. They’re mission-led, yes. But they are still businesses. And their future depends on having a clear direction and a shared sense of where they’re headed.
Consider This:
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Over 50% of sector income comes from government funding, which is inherently subject to political tides and policy changes.
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Leaders and staff often feel stuck in a loop of grant-writing, tendering and reacting to external shifts.
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Long-term thinking becomes a luxury. Survival takes centre stage.
A strong, well-owned strategy doesn’t eliminate these pressures. But it does provide a stabilising force. Something to steer by, even in rough water.
Common Pitfalls and Why They Matter
Most not-for-profits have a strategy. But few use it meaningfully. Some common traps include:
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Written in isolation, often by a CEO or leadership team with limited staff or board involvement.
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Approved and launched, then quietly ignored.
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No link to operational planning or performance measures.
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Staff don’t understand it, or worse, don’t relate to it at all.
A 2024 survey backs this up:
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75% of executives refer to their strategy only a few times a year.
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More than 50% of staff and volunteers are unaware of the plan or don’t engage with it.
That’s not a strategy. That’s a missed opportunity.
What Works. A Real-World Approach
Here’s how I’ve approached strategy development over the years. At Wyndham Health Foundation and in earlier roles in mental health, homelessness services and international NGOs.
1. Start with Structure and Engagement
Before writing anything, invest in your engagement architecture:
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Meet one-on-one with every board member and executive (30–45 mins each).
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Run a joint session early to align on purpose, process and ambition.
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Collate insights to inform your first draft. It’s not just inclusive. It’s smart.
2. Bring Your People With You
Staff buy-in is earned, not assumed:
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Run team-wide conversations about current strengths, gaps and aspirations.
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Share draft versions early. Invite genuine feedback.
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Reflect staff voices in the final strategy. It builds belief and buy-in.
These sessions are where the gold lives. Real-world insight, operational truth, cultural cues.
3. Open the Window to the Outside World
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Conduct an environmental scan: policy shifts, funding trends, community needs.
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Gather input from funders, partners and even non-partners. Ask how your organisation is seen, and what might be missing.
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This external lens sharpens your internal thinking.
Moving from Strategy to Action
Once the strategy is approved by your board, don’t file it away. Make it visible, lived and embedded.
1. Formal Adoption and Communication
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Share how consultation shaped the final plan.
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Host a strategy launch, not just a PowerPoint presentation. Tell stories, use visuals and make it real.
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Translate strategy into multiple formats. Posters, dashboards, quick-reference guides.
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Appoint internal champions and assign strategic leads.
2. Operationalise It
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Break each strategic pillar into specific actions, deliverables and KPIs.
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Involve teams in defining what success looks like.
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Co-design operational plans. Ownership grows where people co-create.
3. Integrate Strategy Into Daily Life
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Refer to it in team meetings, planning sessions and funding proposals.
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Build it into annual planning and quarterly reviews.
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Keep it on the leadership agenda. Make it a tool, not a trophy.
Reporting That Builds Culture
Reporting shouldn’t just tick boxes. It should tell stories, celebrate progress and flag challenges early.
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Use simple, visible formats like traffic lights or dashboards.
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Create a clear line of sight from front-line teams to the board.
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Include reflections, learnings and even quotes from staff or clients.
Done well, this reporting culture shifts your organisation from reactive to reflective. And from short-term to strategic.
It Takes Time. And That’s OK
A meaningful strategy refresh usually takes 6 to 12 months. That’s not a flaw. It’s a feature.
One organisation I worked with began in August 2024 and had their final strategy adopted in June 2025. It was deliberate, inclusive and paced for impact. Not just speed.
Trying to rush the process usually leads to disengagement and rework. Don’t shortcut the journey.
Final Words for Executives
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Strategy is a shared conversation, not a solo task.
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Involve your board early. Not just at the finish line.
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Include your staff meaningfully. Not symbolically.
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Use your strategy to guide. Not just to report.
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Keep it alive. Revisit it. Talk about it. Learn from it.
And most of all, make it real.
At 3Minds, I work with organisations ready to move beyond ‘strategy in theory’ and into strategy in action. If you’d like to talk about what that looks like for your organisation, I’d love to connect.
Let’s build strategy that matters.
