Strategic Plan 2025-2028 : About Us : Community Shares of Mid Ohio

Community Shares of Mid Ohio Strategic Plan 2025–2028

From the Ground Up: Reimagining Workplace Giving to Build a Stronger Nonprofit Ecosystem

Dear Friends and Partners,

We’re living through a moment that demands more from all of us—and especially from those working to build strong, just communities. Across Ohio, grassroots organizations are doing incredible work with limited resources and outdated systems. Community Shares of Mid Ohio has long been a trusted partner in moving unrestricted dollars to these groups, but the time has come to do more.

This plan marks a turning point. It is our pivot from maintaining what was to building what’s needed: a modern, mission-aligned system that reimagines workplace giving, strengthens nonprofit infrastructure, and invests in the power of local organizations.

The four priorities in this plan—membership, revenue, voice, and systems—are about meeting this moment with clarity and courage. They reflect what our network has asked for and what we believe is possible.

We are proud to share this vision with you. And we are ready to do the work to make it real.

With gratitude and resolve,

Ryan Kovalaske
Executive Director

The Gap: What’s broken, and why it matters now

Community Shares of Mid Ohio has long been a trusted channel for unrestricted giving and shared infrastructure. We’ve supported dozens of nonprofits with compliance, disbursements, and fiscal sponsorship—and we’ve connected thousands of donors to causes they believe in.

But we are operating in a landscape that’s changing faster than the tools we’ve inherited. Traditional workplace giving models no longer meet the moment. Many donors feel disengaged. Employers want more purpose-driven tools. Nonprofits—especially smaller ones—need unrestricted support and back-end systems they can count on.

At the same time, the most effective grassroots work is often happening in organizations that are underfunded, invisible to funders, or left out of traditional giving channels. These groups need more than a donation, they need infrastructure.

We also heard this from our own network:

“It’s too hard to renew.”
“What exactly do I get as a member?”
“We need more visibility. More help telling our story.”
“The system feels outdated. But the people? The people are solid.”

We’re at a decision point. Do we try to make the old model work harder? Or do we build something that actually meets the moment?

Mapping Our Leverage: How We Move Forward with What We’ve Got

As we pivot, we’re asking not just what needs to change, but what we can build from. This is how we’ll use what’s working, fix what’s not, and stay focused on what matters most.

We’re using our strengths to go further:

Trusted staff relationships → Help us engage new members and sectors
In(form)ed services → Offer scalable back-end and compliance support for grassroots orgs
Strong track record with grassroots organizations → Builds credibility with new funders and partners

We’re fixing what’s been holding us back:

Complicated onboarding and renewal → Simplified processes are on the way
Unclear membership value → New tiered membership model shows benefits at a glance
Outdated disbursement and donor systems → Being upgraded to improve the donor and member experience
Brand confusion → A refreshed identity will reflect our role and the successes of our network

We’re acting on the moment:

Funders want equity and grassroots access → We can be their bridge
Small orgs want services, not just funds → In(form)ed and Community Shares programming is expanding to meet this need
New employers want values-driven engagement → We offer giving that feels personal and purpose-driven

We’re staying ahead of risk:

Shrinking public funding → We’re diversifying revenue now
Staff burnout → We're investing in tools and capacity before growth overwhelms us
Mission drift → We're aligning services tightly with our grassroots mission

The Pivot: What we’re building—and how we’ll get there

This plan is our pivot. It’s not about doing more of the same. It’s about building something more useful, more equitable, and more sustainable. Something that centers small nonprofits and reimagines workplace giving as a true benefit for employees, employers, and communities alike.

Our 5-year North Star:
By 2030, Community Shares will distribute $1 million annually in unrestricted funding, support 100 grassroots member organizations, and generate 25% of our budget through mission-aligned earned revenue.

To get there, we’re focusing on four strategic priorities:

1. MEMBERSHIP

Deepening and Diversifying Our Membership Base

2028 Target: Support a diverse, statewide coalition of 80 member organizations with tailored services, clearer pathways to engagement, and stronger infrastructure to meet the needs of underrepresented groups.

Why This Matters
Too many small, emerging, and culturally specific nonprofits, especially those led by immigrants, people with disabilities, and other marginalized groups, still lack access to sustainable, unrestricted funding and back-end support.

By deepening and diversifying our membership, we will become more than a fundraising conduit; we will be the connective tissue for Ohio’s grassroots infrastructure.

Goals by 2028

Reach 80 active member organizations, including at least 20 new members from underserved sectors or geographies
Launch a tiered membership structure with clear benefits and pricing to expand access and improve sustainability
Provide technical assistance, fiscal sponsorship, and compliance services to help 10 small nonprofits build capacity
Implement streamlined onboarding and renewal processes to reduce administrative burden

2. REVENUE

Reimagining Workplace Giving and Growing Sustainable Revenue

2028 Target: Mobilize 4,000 annual donors and ensure 20% of CSMO’s operating budget is sustained through earned income and flexible, mission-aligned revenue.

Why This Matters
Workplace giving is shifting—and we must shift with it. The historical model alone can no longer meet the needs of our members or the expectations of today’s donors. By reimagining the giving experience, piloting donor-centered campaigns, and expanding our earned revenue through In(form)ed and membership services, we will increase our impact while reducing reliance on a single funding stream.

Goals by 2028

Grow to 4,000 annual donors through modern, accessible campaigns and platforms
Ensure In(form)ed covers 20% of operating costs, offering subsidized fiscal and compliance support for grassroots orgs

Position workplace giving as an employee engagement benefit, not just a deduction system, through new workplace marketing materials

3. VOICE

Expanding Public Awareness and Positioning CSMO as a Voice for Grassroots Nonprofits

2028 Target: Establish CSMO as a leader in nonprofit visibility, data storytelling, and advocacy for community-based organizations.

Why This Matters
The value of grassroots nonprofits often goes unrecognized. Many lack the time, staff, or tools to tell their story—and as a result, remain invisible to donors, media, and policy conversations. CSMO has the opportunity to change that by becoming a trusted narrator and advocate for our sector.

Goals by 2028

Launch a rebrand and public narrative strategy that reflects our bold, locally rooted impact
Serve as a hub for collective data and storytelling to demonstrate grassroots impact
Equip members to share their work more clearly with donors, the press, and the public
Increase media and policymaker engagement with the CSMO network

4. SYSTEMS

Streamlining and Upgrading Operations to Power Growth

2028 Target: Automate core administrative processes, strengthen internal capacity, and ensure CSMO is positioned for sustainable, long-term growth.

Why This Matters
As we grow, so must our systems. Many nonprofits plateau not because of vision, but because of infrastructure gaps. This priority is about ensuring our operations, including technology, staffing, and decision-making, are strong enough to support our mission and flexible enough to scale with it.

Goals by 2028

Automate key processes in disbursement, reporting, and membership management
Build out internal capacity through new staff roles and professional development
Codify a business model and sustainability plan that aligns capacity with community needs
Increase transparency and accessibility in all back-end operations

The Future: What success looks like—and how we’ll build it together

By the end of this plan, Community Shares of Mid Ohio will be more than a funding channel. We’ll be a critical piece of Ohio’s nonprofit infrastructure: powering grassroots work, equipping frontline groups, and helping donors and employers support what matters most.

We’ll know we’ve succeeded when we:

Distribute $1 million annually in unrestricted funds to grassroots nonprofits
Serve 100+ member organizations across Central and broader Ohio
Engage 5,000 annual donors through workplace and community giving
Generate 25% of its annual revenue through earned income
Automate a third of core administrative processes to power growth
Be recognized as a trusted voice for grassroots nonprofits in Ohio
Support a locally-rooted statewide movement where community organizations have what they need to lead, grow, and win

This moment calls for more than tweaks. It calls for transformation. For leadership that listens and builds. For infrastructure that isn’t just functional, but liberatory. For a giving model that matches the imagination and urgency of the people doing the work.

We’re not just sustaining our network, we’re rebuilding the system it runs on. From the ground up.

Join us.

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