Planning for Quality Management Responses

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Mock Proposal for a Strategic Non-Profit Business Plan

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for Aug 2020-Aug 2021

Approved by Nicole Hanlin, Chief Service Officer, on 8/23/2020

Update Status: on 8/30/2020


Executive Summary


  1. Strategic Focus3
  2. The Organization 5
  3. Organisational Management6
  4. Corporate Governance7
  5. Human Resource & Market Analysis7
  6. Research and Development7
  7. Stakeholder Relationships and Alliances7
  8. Risk Factors and Regulatory Compliance8
  9. Strategic Marketing/Communication Plan8
  • Budget and Financial Management9
  • Strategic Action Plan (Logic Model)9



The Executive Summary is the last section of the business plan to be written. This section will be written at the end when you submit the final draft of your proposal. In general, limit it to 23 pages. In essence, it is a distillation of the overall business plan into a ‘hard hitting’, concise summary of key performance targets and initiatives. Typically, it would include:

  • The Business opportunity;
  • The Service or Product;
  • The Market strategy;
  • The Management team;
  • Financial and cash projections;
  • Investment strategies; and
  • Fiduciary obligation to directors and customers/clients.







Section One



Established in Aug 2020. The Soul Food Kitchen is a 501 (c)(3) non-profit organization whose goal is to feed and educate the spiritual and nutritionally hungry in Warren County, Virginia.Our vision is to ensure that anyone who needs fed, is fed, regardless of their circumstances.We will serve with respect and compassion, three meals a day, opening each meal with a word of prayer.Each volunteer will obtain and maintain the necessary food handling certificate to ensure the safety of our guests as well as the continued viability of Soul Food Kitchen is protected.


The Mission of Soul Food Kitchen is to feed people in need regardless of their circumstances. The Soul Food family strives to provide healthy and nutritious meals for breakfast, lunch and supper to all who come through our doors.When you leave, you will go home with whatever food you need to get through the night until we can be together again. Matthew 25:35 ESV For I was hungry and you gave me food, I was thirsty and you gave me drink, I was a stranger and you welcomed me.

Core Organizational Values

INTELLIGENT FAITH We commit to share the word of Christ to all who sit at our table. (Acts 27:35; Matthew 26:26)

SERVANT LEADERSHIP We commit to serving responsibly in our local community to any who have need. As Christ has served without judgement, let us too serve with respect and compassion. (Deuteronomy 8:10; Matthew 4:4)

COMPASSIONATE SERVICE We commit to follow Christs example of compassion and benevolence toward those in need through active, altruistic, and responsible engagement, using our knowledge and abilities to promote the physical, mental, and spiritual well-being of the people we encounter and the communities we serve. (1 Peter 4:10)

TRANSFORMATIONAL TEACHING We commit to equip ourselves and others with the knowledge, skills and abilities to make healthy choices and prepare healthy meals. (Colossians 1:10)

CREATIVE EXCELLENCE We commit to developing and using our individual talents and resources in service of others all for the glory of Him who put all of humanity before himself. (1 Corinthians 10:31; Colossians 3:17)

PERSONAL INTEGRITY We commit to faithfully apply the words of Jesus to our daily interactions with others, so they too may desire to come to know Him. (Proverbs 11:3)

RESPECT FOR ALL We commit to treating all people with dignity and respect, demonstrated through honest and compassionate service. (Romans 12:10)


The goals of Soul Food is the meet the needs of the hungry in our local community through spiritual and nutritional feedings.We will prepare 3 nutritious meals a day, at 6am, 12 noon and 6pm, where anyone who comes can eat a meal, receive prayer, spiritual mentorship and a bag of grocery items to meet their dietary needs until they need to come again.We will also teach nutition classes once a month, that will highlight affordable seasonal options, teach everyone how to read nutrition labelsand how to prepare affordable healthy meals, which will help eliminate food waste according to Luiza, Costa & Thompson.


Performance Objectives

Write 3 or more performance objectives to supporteachof the strategic goals of the organization. Use theSMARTacronym to create clear, concise action-oriented objectives.SMARTobjectives areSpecific, Measurable, Attainable, Relevant, and Time-bound.State each objective as a target that has been achieved, including the Audience involved, Behavior desired, Conditions of evaluation, Degree of success, and End-point projected.

S.M.A.R.T Objectives:

1. To secure a facility large enough to prepare and serve nutritious meals to 50 people per meal by Oct 2020.

2. To secure a pantry/room large enough to hold dry goods and parishable fruits/vegetables that each guest can opt to take with them when they leave, to tide them over until they need to return again.

3. For each volunteer to obtain the necessary food handling certification to ensure the safety and welfare of our non-profit and our guests.

4. To secure $1500 in monthly financial commitments from the local community to ensure Soul Food can serve those in need with their meals each day and the monthly nutrition class by Sept 2020.

The performance objectives below form a performance scorecard for easily tracking the performance improvements generated by this plan.Section Twelveprovides the inputs for this performance scorecard. The planning team determines the composition of the performance scorecard.

Performance Area Performance Measures Target Time Frame
PROGRAM OBJ.Financial Performance
PROGRAM OBJ.Market & Customer and Performance

Internal Efficiency and Effectiveness


Short Term Effectiveness


Long Term Efficacy and Effectiveness


Section Two


  • Chief Service Officers are Nicole Hanlin, Jane Doe and John Doe.
  • Soul Food Kitchen was established in August 2020 to meet the nutritional needs of the hungry in our local area
  • Each volunteer with Soul Food is responsible for obtaining and maintaining a food handlers certificate.
  • To obtain, prepare and serve nutritious food to guests three times daily in our Soul Food kitchen in Front Royal, Virginia
  • This is a beginner non-profit established Aug 2020
  • Based on our volunteer efforts with the local Cold Weather Shelter we have determined a need to feed the hungry and homeless, more than just during the cold months. We are committed to feeding the hungry 12 months a year, 365 days, 3 meals per day. According to Sharpe, Food insecurity exceeds the 14% national level in severely disadvantaged households.

Section Three


Current organisational structures and human resource capabilities will most likely require improvement to meet increasing business demands. Conduct an analysis of the current situation as well as growth projections for the company to identify the key organizational and human resource issues that must be addressed if these growth projections are to be realized. Then develop strategies with key performance measures and targets to address these key issues. Areas to be addressed typically include (for each item, show structures now and for the near future):

  • Wages, salaries, and benefits will not exceed 20% of the budget allowances.
  • Training-In compliance with the Virginia Department of Healthwe will follow all food handling guidelines as well as food safety basics.



Section Four


Board of Directors-

Nicole Hanlinbrings to the organization a servants heart. She has spent the last 20 years cultivating her own niche in the marketing field before switching lanes to the Human Services industry. Nicole is in charge of volunteer recruitment, food supply donations and dining room service with a word of prayer each time and time to minister to the needs of the heart for anyone who comes.

Jane Doehas been a chef for the last 25 years and has a desire to feed the body and soul of anyone who comes.Jane is in charge of menu planning, dietary balance and the once monthly nutrition class.

John Doehas been a jack of all trades his entire life and loves to dedicate himself to fulfilling the needs of others. John is in charge of set-up, clean-up and safety for our guests and staff.

Our future prep cook will bring to the table the ability to be a team player, multitask, and have some sous chef experience. We expect to see the guest numbers increase at different seasons of the year and expect the need for additional help to follow.

Company Constitution

The purposes of the Soul Food Kitchen are:

  1. to operate a politically unaffiliated soup kitchen providing free meals to all who attend with meals prepared and served by a team of volunteers.
  1. Without limiting the generality of the foregoing, the Soul Food Kitchen may:
    1. (a) provide assistance to religious and charitable organizations who promote the health, welfare and education of the community at large
    2. (b) supply food and aid the hungry and/or provide relief to disadvantaged members of the public
    3. (c) heighten public awareness about the plight of those who suffer malnutrition and homelessness
    4. (d) educate the public on the topics of poverty and malnutrition through educational seminars and written and/or visual material
    5. (e) apply for, raise and receive grants, gifts, legacies, devices and bequests and to hold, administer, invest, expend or deal with the same in furtherance of the purposes of the Soul Food Kitchen
    6. (f) acquire by purchase, lease, licence or otherwise and to hold or dispose of any real or personal property or interest therein in furtherance of the purposes of the Soul Food Kitchen
    7. (g) do all such other acts or things as are conducive to the attainment of the core purpose of the Soul Food Kitchen


Luiza, T., Costa, F. M., & Thompson, B. (2020). Impact of consumers understanding of date labelling on food waste behaviour.Operational Research, 20(2), 543-560. doi:

Sharpe PA, Liese AD, Bell BA, Wilcox S, Hutto BE, Stucker J. Household food security and use of community food sources and food assistance programs among food shoppers in neighborhoods of low income and low food access.Journal of hunger & environmental nutrition. 2017;2018;13:482-496.

Secondwind Consultants. What Percentage of Revenue Should be Spent on Payroll? Updated May 11, 2019. Accessed Aug 30, 2020.

Virginia Department of Health.Accessed Aug 30, 2020

Second reply:

Hayley Hudson

Section 3


  • President: Hayley Hudson- Provides leadership for the objectives and goals of the program. Serves as the face of the program and represents the program in all professional and social matters. Guides the focus of the program to ensure standards and values are upheld at all times.
  • Vice President: Responsible for development and planning phases of the program. Delivers business presentations and spear-heads proposals for new ideas and incorporations for the program. Assuring delegation and a smooth operation of subordinates is kept.
  • Assistant Vice President: Manages the personnel and employee portion of the program. Assists employees with their duties in a managerial post. Oversees marketing, human resources and operations for the program.
  • Chief Financial Officer: Ensures financial stability and durability for the program. Runs analysis to ensure funds are distributed evenly and allocated for appropriately.
  • Staffing Requirements
  • Bachelors degree minimum (Preferred Masters degree for Vice-President)
  • 2 years of experience in a public health related field
  • No criminal record
  • Great communication skills
  • Efficient in Microsoft, Adobe Spark, etc
  • Team Player

***All employees and volunteers operating in a medical capacity must have current licenses and/ or certificates and must keep these up to date***

  • Job descriptions and work design for management and staff: Management co-ordinates in order to ensure the ideals of the company are kept fundamental to the outcomes. Staff are responsible for the day to day interactions with youth, their parents and the participating community. Together, both management and staff build the program values and assist communities in building healthier youth and both pieces will form the program as a whole and ensure it benefits the intended participants/community fully.
  • Human performance standards, measurement and feedback: All standards measureable are compared against the core values and objectives of the program. Non-violation of the founding ideas is essential to compliance within the program. Performance assessments will be administered to all employees and staff members. These evaluations will be based heavily on youth, parent and community member reports on behavior and conduct. Ensuring staff and employees are catering to the program participants in a respectful and genuine manner is essential to the program continuing to grow within the community. This program will run based on feedback from all levels within the chain of command as to be more inclusive and increasing a higher rate of generalizability. It will be easier to continue to cater to a changing crowd such as a community.
  • Recruitment and induction: Youth participants are recruited through initial introductions in school settings. Their parents are solicited through youth recommendation and subsequent mailings that edify on the program and benefits. Induction into the program for youth, parents and community members involves a full presentational introduction about the program and expectations.
  • Wages, salaries, and benefits: Employees will be compensated based on experience and qualifying education backgrounds. Increases in salary will be granted annually depending on qualifications grading performance, conduct and achievement, yearly reviews. Benefits will be provided to all full-time employees. Volunteers will not be compensated monetarily or be afforded benefits.
  • Providing leadership and building employee morale: Leadership and team building training will be offered to all employees and staff. Building morale within the program is a priority in order to grow members rather than constantly filling positions.
  • Training needs analysis: Initial training and refresher material will be administered monthly. There will also be mandatory recertification and it will be required that all licenses are kept up to date for applicable professionals. All employees and staff will submit to physical and mental evaluation in order to ensure they are competent and fit to be around children.
  • Personnel performance evaluation: Aligning with the core values of the program will ensure all personnel are performing to program standards. Responses and feedback from program participants weigh heavily on members staying compliant in performance and conduct.
  • Quality management: Adapting to and catering to the community is how this program will maintain compliance.
  • Information management and security: Confidentiality as it pertains to participants/patients when dealing with any medical professionals adjoined to the program will be upheld. There will be no tolerance for confidentiality breaches, security and privacy will be extremely important.
  • Performance improvement: There will be quarterly performance testing conducted on all employees. Salary increases will be a potential after yearly reviews and annual end of year reports will be the rewarding factor. Feedback from youth and their parents will allow staff to maintain their values for evaluation moments.


  • Corporate Structure


  • President
  • Vice President
  • Assistant Vice President
  • Chief Financial Officer


  • Employed Medical Professionals
  • Physical Education Counselors
  • Dietary Education Counselors
  • Community volunteers
  • Company Constitution

Article 1

Organization name – Lewisville Community Health Coalition

Article 2

The founding objective of the Lewisville Community Health Initiative is to provide programs and activities that promote healthy lifestyles to the residents of the area with the ultimate goal of improving the overall health in the area and thereby reducing obesity rates.

  • Board of Directors will consist of 5 members which will be the President, Vice President, Assistant Vice President and the Chief Financial Officer along with one elected staff employee for a 5th vote to represent the non-managerial body of the program.
  • Duty of Board of Directors Provide guidance and wisdom for the direction of the program. Make decisions on behalf of all participating members.
  • Board performance appraisal All voting members will bear witness to each other in an appraisal. Duties as outlined for each member will be voted on compliance or lack of completion. This will include adherence to organization goals, mission, vision and quality or performance. The appraisals will be counted and compiled by a board advisor to avoid bias.
  • Advisors to the board Advisors shall be called upon to assist the board in any split decisions or called in to lend an outside perspective when influence is needed. The president shall also serve as a secondary advisor and reserve the right to impart influence or direction when needed.
  • Board and management performance measurements Completion of all organization trainings and classes on any subject. Meeting quarterly and annual goals. Lack of complaints and disciplinary warnings that may lead to probation or termination.

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