Getting started is easy.

Nearly all engagement with non-profit entities begin with an Organizational Assessment to provide a streamlined, candid and unbiased perspective of where the organization is right now.

Organizational Assessment

Garnering support to initiate an assessment, interviewing the right people, ensuring the assessment is presented and reviewed the right way, and gaining consensus about current reality are key indicators of a successful Organizational Assessment.

Strategic Planning

An optional extension of the Organization Assessment process is to move right into a Strategic Planning offsite with the board and key organizational leaders.  Strategy empowers an organization to focus on their core mission and avoid potential distractions.

We recommend a facilitated approach that includes a 1 ½ – 2 days offsite culminating in strategic plan that includes clear direction, strategic initiatives and a 1,3, and 5-year financial model tied to the strategy.

Having moved from assessment into strategy we’ve made it to the fun part.  Execution.  The main difference between people and organizations that truly make an impact and reach their potential can be boiled down to one factor – execution.  Up until the point of execution, the only thing we have is idealistic intention.  A good prerequisite, but a hollow substitute for results.

General Executive Counsel

Cathedral offers a monthly implementation program called General Executive Counsel which is specifically designed for leaders of non-profits and ministries.

Every month Cathedral facilitates a 90-minute General Executive Counsel meeting with your leadership team (and sometimes the board chair) to review current and projected financial status, fundraising plans, donor and constituent relations, and strategic topics that influence the key operational functions of a non-profit organization.

New IRS reporting requirements have done non-profits a favor by forcing them to acknowledge that a not-for-profit business has three elements that need to be addressed financially and operationally.


  1. The work you do, the problems you solve, or the people you serve.
  2. Administration: The staff and expenses required to keep the programs alive and to keep the organization organized and compliant.
  3. Fundraising: The lifeblood of every non-profit.

Each monthly General Executive Counsel meeting touches on these three pillars of a non-profit and leads to healthy, incremental progress in the areas that matter most including;

  1. Financial Review
    • P&L (Statement of Activities)
    • Balance Sheet (Statement of Financial Position)
    • Cash Flow Statement (Statement of Cash Flows)
  2. Development and Fundraising (Using Cathedral’s MIDBI™ Fundraising model)
    • Major Donor Cultivation
    • Individual Donations
    • Donor Database
    • Board of Directors
    • Institutions (Foundations/Grant Writing)

  1. Progress Towards Initiatives
    • As defined in the budget or strategic plan
  1. Board of Directors
    • Utilization
    • Board Development
  1. A Non-Profit leadership Topic of the Month
  2. Action Items and Schedules