Strategic Roadmap 2023-2024

International Charter for Compassion 2023-24

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Contents Title Section One: The Process

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Overview

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How to Use This Strategic Plan Document

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Section Two: Highlights of the Process Mission Statement Vision Statement Tagline Values Employed by the Charter for Compaassion Section Three: Goals Section Four: Action Plan 1. Determine Issues of Branding 2. Update the Website 3. Hire a Fundraiser 4. Assure the Stability of the Charter for Compassion 5. Reorganize the Operation of Sectors 6. Ensure a Stronger Vetting Process for New Partners 7. Honor the health and Wellbeing of Staff and Volunteers 8. Initiate Compassionate Support for Children and Families 9. Build the Health Sector to Treat with the Heart to Care 10. Expand the Charter’s Education Institute.

11. Work to Achieve Global Peace through Partnership Cooperation.

12. Engage Others in Our Divine Dance with Mother Earth 13. Act on Creating a Succession Plan 14. Continue to Follow Through on Existing Action Steps Section Five: Timeline for the Strategic Plan Section Six: Monitoring and Evaluation Section Seven: Budget and Resource Allocation Section Eight: Summary—Next Steps Moving Forward Page 2 of 35

Section One: Overview of the Process: Charter for Compassion Beginning on March 27 and continuing through to March 29, forty individuals representing the Charter for Compassion’s Board, staff, lead volunteers and representatives of compassionate initiatives came together to begin contributing to the Charter’s next strategic plan. The process was titled, Discover—Dream—Design.

The bulk of the design and organization for the sessions was done by Ole Kjörrefjord and Arun Wakhlu and was informed by the Charter’s ED. Nitya Wakhlu from Drawbridge was instrumental in formulating the design, summarizing results of work accomplished and illustrating the process.

The four days, divided into two sessions each day to accommodate Charter representatives in different time zones, began with an Appreciative Inquiry exercise, moving to acknowledge what successes have been realized with the work of the Charter. The open space meetings continued the next days by naming and exploring issues upon which the Charter is currently engaged and brainstorming the immediate and future issues that should be de ned and acted upon.

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How to Use The Strategic Plan Document No doubt this is an overwhelming document, but then again, the Charter is an organization that has a number of moving parts. Reviewing the new mission and vision statements below are important as is getting acquainted with the new tagline and re ecting on our values as an organization are essential. Therefore reading page two is necessary. Continue to page three and digest the 14 priority goals that came out of the Strategic Planning process. Decide on what goal(s) you feel most passionate about and commit to working with others on that goal. You’ll nd names of people who proposed and worked on the ideas related to the goal. You may want to work through the full document. Continue by matching your selected goal to its corresponding Action Step that begins on page 5.

Section Two: Highlights of the Process that Affects the 2023-24 Strategic Plan The participants of the planning process worked on revising the mission and vision statements, selecting a new tagline for the Charter and determining the values of the organization.

Mission Statement In part the original mission statement of the Charter read: We support the emergence of a global movement that brings the Charter for Compassion to life. To do so, we are a network of networks, connecting organizers and leaders from around the world, providing educational resources, organizing tools, and avenues for communication.

The new statement reads: We support the emerging global movement of compassion to co-create transformation at all levels, by connecting, cultivating, and encouraging networks of compassionate action.

Vision Statement The prior vision statement, “ A world where everyone is committed to living by the principle of compassion,” has been replaced with the new statement, “A transformed world where all life ourishes with compassion.”

Tagline: A new tagline has been created, “Connecting those who care,” to replace “Peace starts here.” A branding of the new tagline will become central to the newly designed website which will be launched at the beginning of August 2023.

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Values Employed by the Charter for Compassion Charter for Compassion values are summed up in the acronym TRUST. Further explanation of the acronym de nes how the mission, vision and tagline of the Charter, “Connecting those who care,” point to our ethical and philosophical beliefs and how we conduct ourselves in our work and service to the global community.

TEAMWORK: Work humbly together for personal and global transformation RESPECT: Serve as a steward for the Earth and All Beings UNITY: Strive for justice, equity, diversity and inclusion SERVICE: Serve with compassion TRANSPARENCY: Be open and authentic

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Section Three: Goals This section of the report lists the speci c and measurable targets that the Charter for Compassion aims to achieve in the short-and-long-term. The Goals are named below and in the Action section that follows. Steps and ownership of the goal is provided.

1. Determine issues of branding.

2. Update the website.

3. Hire a fundraiser.

4. Prioritize nancial health and sustainability of the Charter for Compassion.

5. Reorganize the operation of sectors.

6. Ensure a stronger vetting process for new partners.

7. Honor the health and wellbeing of staff and volunteers.

8. Initiate compassionate support for children and families.

9. Build the health sector to treat with the heart to care.

10. Expand the Charter’s Education Institute.

11. Work to achieve global peace through partnership cooperation.

12. Engage others in our divine dance with Mother Earth.

13. Act on creating a succession plan.

14. Continue to follow through on existing Action Steps.

Section Four: Action Plans A detailed plan that outlines speci c steps the Charter of Compassion will take to achieve its goals follows.. Each of the goals listed above are detailed here. It will be the work of each team committed to implementing the goal to review what has been suggested by others, perhaps challenge what they see, and agree on how to activate the tasks at hand. Names of potential team members are provided with each goal, as is other information gleaned through the planning process.

Goals 1 and 2: Determine issues of Branding and Update the Website The Charter for Compassion has contracted with FireSpring to help bring sections of our existing website to a new platform. The steps outlined below have begun as of May 1 and the new site will go live on August 1, 2023. Steps for this redesign include: 1. Conducting a discovery and consultation with FireSpring designers and creating a customized site structure speci c to the Charter’s initiatives and audiences to

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maximize interaction. This will help to ensure target audiences and what they need in 3 clicks or less.

2. Creating a full responsive design customized to brand identity to present the Charter’s site on any desktop, tablet or smartphone.

3. Creating an email marketing stationery customized for on new brand and website design for a cohesive engagement tool.

4. Making the new site launch simpler and smoother by helping with initial content.

In addition to contracting with FireSpring we have vetted a new database provider, Compuco, a UK based company. This change will require the Charter to transition our existing CiviCRM database to CiviPlus. This change will allow for us to have: • Each sector be given the ability to track their work, calendars and partners.

• The Board of Trustees to track the work of committees and maintain records, calendars and contact information.

• Unlimited fundraising campaigns.

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• Optional integrated payment processing (3% per transaction) • Site analytics and statistics • Search engine optimization tools • Targeted marketing landing page tools • Integrated e-commerce shopping cart • Event registration and management tools • Email marketing campaign automation tools

Implementors Natalia Zurita will work with FireSpring on the new website, Merida McCarthy will facilitate the setting up of the sector pages of the database and Lynn de Vree will be responsible for the membership CiviPlus database and maintaining contact with donors.

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Goals 3 and 4: Hire a Fundraiser and Assure the Stability of the Charter for Compassion In addition to the named Goals in this section there was another suggested topic, Ways to Promote the Charter for Compassion and Raise Funds. All three areas of discussion have been combined and are included below.

Highlights of the Discussion Secure help from a professional fundraiser/PR person Join forces with other key organizations (i.e., URI, Unity Earth, Think Equal, School of Inspired Leadership, UNESCO etc.) to broaden and strengthen existing work 3. Seek out working with in uencers and activists to post about the Charter for Compassion–we increase the following/marketing of the Charter 4. Create partnerships with local corporations in different countries / geographical hubs, for example Tata Group in India. Charter would earn money by being a consultant to different projects.

5. Build a business sector by joining forces with corporations / organizations that address training - to inform them and take the lead on a compassion based program. Consult with Area 9 to help expand this idea.

6. Consult with Monash University, Melbourne and other potential universities / foundations - for example - Stephanie’s foundation, to promote courses and workshops on common humanity. This would go across all sectors.

7. To make better use of creating af liate links to partners in order to get a percentage of revenue for the work the Charter currently gives out for free this is also a key component of ‘vetting’ our new partners.

8. Grow our Shopify - re-strategize 9. Revisit and support small community gatherings to introduce the Charter for Compassion to individuals, organizations, and future funding sources.

10. Focus on potential grant writing in collaboration with strategic partners [Global Compassion Coalition, Prosocial World, Prosocial Spirituality, CIT] 11. Create a Business plan, Marketing plan, PR plan 12. Use the board to provide contacts and introductions to amplify the three plans of point number 11, and assess what kind of ‘follow up’ needs to be done as well. Energize board members to work collaboratively with one another, cultivate relationships with former board members 13. Consult with Starita Ansari (board member) 14. Create a network of Charter Ambassadors that include people from GCC, Humanitarian Awardees, Youth Collaborating for Compassion (Netherlands, San Antonio TX) 1.

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15. Create a Charter for Compassion speaker’s bureau.

16. Work with Michelle (Karen Armstrong’s PA) at Felicity Bryant Agency to see how we can get Karen more involved or see how we can be included in her event calendar so we can take advantage of new opportunities.

Recommendations 1. Hire a professional fundraiser 2. Seek advisement on PR 3. Utilize the talents of Natalia and Anum to build a network of activists and in uencers on social media 4. Start an ‘Ambassadors Network’ 5. Essential to design plans - business, marketing, PR : Work with the board to bring these plans to fruition 6. Work with the Charter Education Institute to help build the business sector and identify programs that would generate money for the Charter 7. As part of the fundraising effort to make it ‘Fun’ raising and ‘Friend’ raising approach 8. Explore alternative funding opportunities – people giving us stock, Criteria for Selecting a Fundraiser 1.

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Alignment with the organization's mission: The fundraiser should be aligned with the non-pro t's mission and values. It should be something that the organization's stakeholders can get behind and support.

Feasibility and cost-effectiveness: The fundraiser should be feasible and costeffective, taking into consideration the resources available to the organization.

The fundraiser should also have a reasonable return on investment (ROI) to make it worthwhile.

Sustainability: The fundraiser should be sustainable and have the potential to generate long-term support for the non-pro t. It should not be a one-time event or activity but should have the potential to become an ongoing fundraising initiative.

Engagement and participation: The fundraiser should engage and encourage participation from the non-pro t's stakeholders, including donors, volunteers, and staff. It should be an opportunity for the organization to build relationships with its supporters.

Relevance and appeal: The fundraiser should be relevant to the non-pro t's audience and appeal to their interests and motivations. It should be something that resonates with them and inspires them to take action.

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Ethical considerations: The fundraiser should be ethical and aligned with the non-pro t's values. It should not compromise the organization's integrity or reputation, and it should be transparent and accountable in its operations.

Measurability and accountability: The fundraiser should be measurable and accountable. The non-pro t should be able to track and report on its progress and results, and it should be transparent in its use of funds raised.

Evaluating the Success of a Fundraiser The success of a non-pro t fundraiser can be measured using various metrics. Here are some of the common ways to rate the success of a non-pro t fundraiser: 1.

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Fundraising goals: One of the most important metrics is whether the fundraiser met or exceeded its fundraising goal. This goal should be set before the fundraiser begins, and the success of the fundraiser can be measured against this goal.

ROI: Another way to measure the success of a fundraiser is to calculate its return on investment (ROI). This involves calculating the amount of money raised compared to the cost of organizing the fundraiser. A successful fundraiser should have a high ROI. Donor retention rate: The retention rate of donors is an important metric in evaluating the success of a fundraiser. A high donor retention rate means that the organization was able to retain the support of its donors, which is critical for long-term sustainability.

New donor acquisition: The fundraiser's success can also be measured by the number of new donors it was able to attract. Acquiring new donors is an important part of growing the organization's support base.

Volunteer engagement: A successful fundraiser should engage volunteers and supporters of the organization. Measuring volunteer engagement and participation is an important metric in evaluating the success of a fundraiser.

Impact: Ultimately, the success of a non-pro t fundraiser should be measured by the impact it has on the organization and its mission. Did the funds raised help the organization achieve its goals and make a difference in the lives of its bene ciaries?

Overall, the success of a non-pro t fundraiser should be evaluated using a combination of these metrics, with a focus on whether the fundraiser helped the organization advance its mission and make a positive impact in the world.

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Note on Influencers When working with in uencers, it's important to have a clear understanding of your goals and what you want to achieve through the partnership. You should also do your research to nd in uencers who align with your brand's values and target audience.

Once you've identi ed potential in uencers, reach out to them and establish a rapport.

Discuss your goals and how the in uencer can help you achieve them. Be clear about the scope of the partnership, including expectations, and timeline.

It's important to give the in uencer creative control over the content they create. While you can provide guidelines and direction, they know their audience best and will be able to create content that resonates with their followers.

Finally, track and measure the results of the partnership. This will help you determine the ROI of working with in uencers and identify areas for improvement in future campaigns.

Note on Cost of a Fundraiser (Source: Google Search The average Charity Fundraiser salary is $49,147 as of March 28, 2023, but the salary range typically falls between $43,739 and $55,563. Salary ranges can vary widely depending on many important factors, including education, certi cations, additional skills, the number of years spent in the profession.

Implementors These goals should be led by the Philanthropy Committee and there were volunteers who worked on the goals during the Strategic Planning sessions: Charles Barker, Lynn de Vree,, Barbara Kaufmann, Anum Mulla, Marilyn Turkovich, and Natalia Natalia Zurita.

Measures of Success Money coming in Increased activity with the Charter Increased number of recurring donors

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To ful ll our mission of achieving transformational, grassroots impact by “Connecting those who care”, the Charter for Compassion works within a structure of twelve sectors. These sectors represent the ways in which communities work, and ways that caring people can connect with each other and learn from each other to pursue their higher mission in life.

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De ne the size (5-8?) and roles of sector leadership teams (Consideration of there being geographic hub teams, or at least teams in close geographic proximity–example is the growing interest in RISE).

Invite all board members to join a sector, and engage the EC (or full board) to ll up leadership teams where needed (thus far we have Health, Education, RISE and Social Justice representation from the Board).

Sectors are important because the give the Charter its unique breadth of reach Sectors are the pieces of the motor of the Charter - it’s mechanics If they are working well they will exponentially grown the Charter’s in uence

Roles of Sector Teams Currently and in the Future 1. To support connections, locally and globally, e.g., through the Map of Co-creators as well as the sectors’ activities and contact people presented on our website.

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Goal 5. Reorganize the Operation of Sectors

2. To offer a “library” of knowledge in the Grassroots Wisdom Book.

3. To proactively facilitate networking and sharing of knowledge, e.g., through webinars (e.g., like EdNet), newsletters, social media, conferences, etc.

4. Create criteria for the purpose of sectors. Revisit the criteria for sector teams and responsibilities of their work as individual sectors and the ways in which they can cooperate interdependently.

5. Change the name ‘key leads’ to ‘coordinators’.

6. Determine how sector teams can become Circles of Trust; consider how to expand the purpose of a circle of trust to partners.

7. Encourage representatives from city initiatives to join a circle of trust of a sector that corresponds to areas of interest that are being worked on locally– consequently have these individuals bring back to their grass roots team the concept of circles of trust.

8. Promote the advantages of volunteering in a sector by emphasizing free registration for CEI courses, through taking Crossing Borders training and other opportunities through the Charter.

9. Produce, in conjunction with Charter staff, at least two informative newsletters that highlight the work of sector partners.

10. Keep dashboard sheets (impact report) updated at least three times a year and keep on a Google drive for other sectors to contribute to–feature each sector at least twice a year at staff/lead volunteer meetings.

11. Invite sector leads to offer presentations at Board/Executive meetings.

12. Continue to have sectors make recommendations for Global Reads, Humanitarian Awards, etc.

13. Highlight the work of sectors and partners in a Charter virtual conference to be held every few years.

14. Write a Newsletter from the vantage point of their sector - Once a year so each month is covered by one sector.

15. Create an e-group of sector coordinators to be set up for sharing information.

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17. Sectors coordinators to do an annual review of their sector.

Reorganization The Sectors facilitate an ecosystem of initiatives, connections, and knowledge exchanges - supporting people in joyfully working together, pursuing their higher life missions. The Sector’s section on our website will be an increasingly important tool to present people, teams, initiatives, tools, etc.

Each Sector has a Global Council which aims to support all caring people, volunteers, and staff in pursuing the roles of the Sector, helping everybody to navigate in this uid and complex ecosystem. The Global Sector Council should have 5-8 members, including a Board member, who: 1. See the work in the Sector as a great opportunity to pursue their own life purpose.

2. Can co-create with others, e.g., with a deep interest in understanding others’ perspectives to seek synergies with their own.

3. Consider creating a Sector Council made up of all active sectors.

4. Agree and express desired personal characteristics of people that we would like to attract to the Global Sector Councils, e.g.:

• Is motivated by a higher purpose, regardless of whether they receive any

personal recognition in this pursuit • Has personal experience and a good personal network of compassionate change-makers in the sector • Is openminded, humble and curious to understand and integrate others’ perspectives • Knows and feels that all of life is one interconnected whole • Is compassionate, and doesn’t work against anybody • Are perfectly willing to withdraw from the Council if somebody else can offer greater contributions. Resigning people will continue to contribute to subsectors or speci c initiatives close to their hearts.

Working with Compassionate Communities and Partners in their initiatives, as well as with other Sectors, will be critical activities for building a Sector. To support such Page 15 of 35

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16. Select a topic to which sectors can be focused on during the year thereby allowing for all sectors to incorporate this into their work.

networking, one member of the Sector’s staff or Council should participate in our regular staff and volunteer meetings.

As the Sectors grow, they may naturally form sub-sector and regional groupings which provide opportunities for people to connect with others who share more speci c, sub-sector or geographically relevant interests – ultimately achieving greater grassroots impact.

Implementors Each sector coordinator and team members will work alongside the Charter’s ED and Partner coordinator, Merida McCarthy to contribute to the mission, goals and objectives of each sector, along with af rming roles and responsibilities of sectors.

This will include determining the formation of a Sector Council and the possibility of Sector “sub” teams.

Measures of Success

• Increased number of sector team members who feel good about helping to initiate Circles of Trust

• Increased visibility of new participants on Co-Creators Map • Increased stories in the Grassroots Wisdom Book • Development of a core group of Crossing Borders training.

• More people within compassionate cities who sponsor Circles of Trust and Crossing Borders sessions.

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Goal 6: Ensure a Stronger Vetting Process for New Partners When vetting a potential new partner for the Charter for Compassion, there are several criteria we can use to assess their suitability: 1.

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Alignment with Mission and Values: A potential partner should share CFC's mission and values. This means they should be committed to the same goals and have a similar approach to achieving them.

Track Record of Success: Consider partners who have a proven track record of success in their area of expertise. While partners can come from any spectrum of society, they should have a caring and open heart to the work they do, passion for their mission and demonstrate compassion and kindness to their immediate circle with whom they work.

Stability: A partner's stability is important to ensure that they can meet their commitments to the people with whom they are involved and to the Charter for Compassion Family.

Organizational Capacity: Consider the partner's organizational capacity, including their infrastructure, and resources. This will help determine if they have the capacity to effectively collaborate with CFC and work in collaboration.

Reputation and Ethics: A partner's reputation and ethics are important to maintain the integrity and credibility of CFC. Consider adding partners who have a good reputation and demonstrate a commitment to ethical practices.

Compatibility and Communication: Compatibility and effective communication are key to a successful partnership. Look for partners who are easy to work with and have good communication skills. This will help ensure that we are working on common goals.

Legal and Compliance: It's important to ensure that any potential partner is compliant with relevant laws and regulations. This includes requirements for non-pro t organizations, as well as any speci c regulations related to the partner's area of expertise.

In short, by vetting potential partners, we should ensure that we are working with organizations that share CFC's values, have a proven track record of success, and are well-suited to collaborate with your organization to achieve your goals.

Implementors Creating the criteria for vetting new partners will be accomplished by those most closely aligned with the work: Merida McCarthy, Lynn de Vree and Natalia Zurita.

Measure of Success More direct involvement with partners.

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Goal 7: Honor the Health and Wellbeing of Staff and Volunteers

STILL UNDER DEVELOPMENT

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Goal 8: Initiate Compassionate Support for Children and Families

While the discussion from this group is broad it forces us to zero-in on what can the Charter for Compassion do to support children and families. To a certain extent this Goal affords for us to explore the question, are we a service provider or a networker, or are we both?

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Highlights of Discussion The hand that rocks the cradle rules the works (understands destiny). The • mother understands where the ark is headed If you educate the mother you raise the quality of life of the whole family • Women in many places of the world remain 2nd class citizens; economically, • maternal & child mortality, the right to be educated; the right to decide whether or not you want to have a baby, etc.

Parents learn how to parent for better or worse, from the parenting they had.

• We are missing a compassion circle. Building communities requires taking • responsibility (Self, family, community, world) We do not support families as a concept, but if we are not supporting families, • we are not supporting (Rick Hansen Project). We need training in what it means to be a father, a mother, a parent, part of a family) We need to create a safety net for families and articulate the need for such • things as family leave and parental training; “Compassion, a safety net for families” Many live and grow up in a world of trauma.

• 0-5 year olds are the big push in Pomona, CA. community, whose Mayor has • jumped on board.

History in the USA that the family is “private” • No child left behind has pushed politicians into the culture of families • In earlier times parents did not have time to “re ect” they had to focus on • surviving.

We need more community health workers who can support families right from • the start.

How do we market things that might help change the status quo?

• Early childhood trauma, how do we change that culture? We build safety nets • for families It takes a village to raise a family • We need to understand the different cultures and cultural beliefs • Children are born loving and compassionate and then they get conditioned, • indoctrinated, culturally conditioned which leads to many of the world's problems. How can we heal this divide? We need to remove fear The most important question ever in the universe is …Do we live in a friendly • universe?

Diverse beliefs on the fundamental nature of children; good or evil.

• Simultaneous equation. Biological needs and spiritual needs both need to be • simultaneously attended to.

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Recommendations • • • • • • • • •

We need to build safety nets for families into our communities.

Compassion, the safety net for families.

Stop control of such things as economics, war.

We must rst change ourselves.

Change our thinking from the fundamental unit from and individual to a community.

We need another compassion circle.

We need a better awareness of other cultures/cultural beliefs.

We meed educational programs to be developed that focus on family units as part of a community.

We need to develop a better understanding of the lifelong impact of early childhood trauma (“What happened to you?” As opposed to what is the matter with you?” What is wrong with you?”

Resources Required Program Planner/Developer/Speakers Implementors Laura Burgess, Yaffa Maritz, Stephanie Paulmeno, Shawn Perriera, Susan Soleil, and Arun Wakhlu Measure of Success (Marilyn’s response) I believe that at the core of supporting families looms in an individual’s understanding of their own perspective and their perceived wisdom. You know what you know but don’t have a clue of what you don’t know. We are victims of our own wisdom. How do we change this perception? I believe it is in Experiencing, Examining and Considering cultures other than one’s own.

There is a need to tie in your discussion points above with the UN Sustainable Development Goals (SDGs) and respond to these SDGs with compassionate action steps. We can then explore what programs meet the criteria that we have explored.

Who among our partners are doing the work that we see needs to be done? I believe putting together a menu of possibilities is the work of the Charter NOT creating new programs. There is Yaffa’s program, Mary Gordon’s program, Roots of Empathy, Don Dinkemeyers’ Systematic Training for Effective Parenting, etc.

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Goal 9: Build the Health Sector to Treat with the Heart to Care

This goal is expansive and all-encompassing. The central points of mission and vision and focus for the healthcare sector still need to be solidi ed.

Highlights of the Discussion

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The need to restore compassion into all facets of healthcare from those at the front desk, all the support services who interact with patients and families, and up to all clinicians including our physicians, nurses, physician’s assistants, nurse practitioners, EMTs/EMSs and midwives.

Healthcare encompasses health and mental health as well as the focus on individuals and public health which encompasses, community health, population health, the health of our environment and all that includes.

Even caregivers to our pets, or veterinarians, need to be compassionate and to show their compassion to pet-parents and to their pet-patients.

The complexities of healthcare and the exorbitant documentation now required appears to have wrung compassion right out of the care provided.

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boxes and responses that all sense of the patient and the patient’s history are lost.

Many healthcare providers are now so focused on getting data into the computer that the healthcare provider: patient relationship is lost (or never developed) in the process Studies from major universities, Harvard being one, have surveyed both doctors and nurses and have identi ed compassion to be dwindling and a lost art.

We need to reach professionals and paraprofessionals while they are in training, when their values and mores are forming, and instil the value and merits of compassionate care throughout the lifecycle of care to patients and their loved ones.

We need to reach experienced professionals who have or are burning out We need to reach front-desk staff to address the value of compassion from the rst encounter on forward, and how that can be done. (Look at your computer presence; does a person answer the phone? If you are having a medical crisis, who calls you back? How long do you have to wait for the return call or an appointment? When you have a test or lab work done, how long do you have to wait for your provider to call you back? Is your test result mailed to you with no one to explain it or discuss your options, etc.?

Care with compassion bene ts the patient, the families and loved ones of the patient, as well as the healthcare providers who are delivering compassionate care. It also bene ts the bottom line of practices, facilities, and organizations (Compassionomics: The revolutionary scienti c evidence that caring makes a difference; Trzeciak & Mazzorelli) Many feel they don’t have time to offer compassion, but actually it can take just seconds to convey compassion and to act upon it.

Patients and families who feel their care providers and staff actually care about them are less likely to sue you or to give your practice, of ce, hospital or healthcare agency a negative Press-Ganey rating or a bad on-line review; they are more likely to take the time to write a positive review.

Most healthcare providers want to do a good job, yet sometimes this fades away in practice; COVID-19 exacerbated this.

We need healthcare providers to be speakers and mentors of the kinds of care we would want to receive and that we would want our own loved ones to receive, and why that matters.

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We need healthcare providers to be speakers and mentors of the kinds of care we would want to receive and that we would want our own loved ones to receive, and why that matters.

Charter for Compassion could create &/or partner with other like minded groups to provide this type of Care-with Compassion training modules We could recognize groups, agencies and individuals who provide this type of exemplary care.

• Next Steps 1. Seek big name supporters/advocates/well-known healthcare providers to promote models of compassionate care that intentionally address wholeness physical, emotional, mental, and spiritual wellness - and to help create a growing segment of the population that picks their providers based on their ability to provide this type of care.

2. Create Public Service Announcements about why you should want and expect compassionate care, what it looks like, and how to recognize it when you receive it.

3. Create checklists for patients and families (multicultural & multilingual) that provide suggestions of questions to ask your care providers, identify the compassionate care techniques &/or approaches used in that of ce, assess such things as making appointments, responses to your health problems, phone access/etiquette, etc..

4. Create a CFC library of Powerpoints, short animated videos, short podcasts and videos, etc. on various aspects of care with compassion; why your of ce values it; how to deliver it at every phase of the patient experience; aimed at different healthcare segments (Does your website show care with compassion?

5. When the patient calls your of ce, who is on the other end of the line; balancing your need for paperwork and documentation and the patients’ need to have you present in every sense of the word; Every Member of The Healthcare Team (support staff to clinicians) Has a Role in Compassion.

Resources Required Volunteer program creators, presenters Mentoring individuals, practices, facilities and organisations for students People with marketing and social media skills

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People who are pro cient with technology People who can create and distribute brief CFC surveys on healthcare providers providing care with compassion (to be sent to healthcare providers and to patients and families through social media venues &/or professional associations

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• Implementors Charlie Barker, and Healthcare Sector Team, Debbie Ling, Mary Ann Boe and Stephanie Paulmeno.

Measures of Success Monitoring the numbers requests for educational programs, presentation, patient guides on how to choose compassionate care providers and what those look like Increasing numbers of practices, of ces, agencies, facilities and health systems joining in as partners with the Charter for Compassion Progressively improved results for patient surveys Expand the Charter’s Education Institute.

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Goal 10: Expand the Charter’s Education Institute

While the issue of expanding the Charter’s Education Institute did not make it to a report status it was brought up several times throughout the four day planning session and will be central to implementing the actions of several of the goals presented in this report.

It is important to note why the Charter Education Institute exists: 1.

2.

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5.

6.

Promotes compassion as a heart-and-head based skill.

Nurtures curious minds.

Keeps us up with tools and skills needed to act in a constantly changing world.

Builds new skills and improves skills we already have, but desperately need.

Opens minds and increases wisdom Creates a path for self-and-compassion-for others.

Implementors Charter Education Institute team led by Olivia McIvor, Marilyn Turkovich, and contributing sector coordinators.

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Goal 11: Work to Achieve Global Peace Through Partnership Cooperation The background discussion for this goal needs to be ushed out more in order to arrive at the action steps and measurable outcomes. The Charter for Compassion’s Peace sector has over four hundred partners and while the group works to develop this issue, it might consider how to involve some of these resources. It is also important to consider some of the strategic partnerships the Charter has continued to work with through the last seven years: Compassion Games, Global Compassion Coalition, Parliament of World Religions, Peace Alliance. ProSocial,September Families for a Peaceful Tomorrow, the SINE network, the Vegan Interfaith Coalition, United Religions Initiative, and Voices for a World Free of Nuclear Weapons. Four of the organizations named, Parliament of World Religions, Peace Alliance, ProSocial and United Religions Initiative, have signed Memos of Understanding with the Charter for Compassion.

Highlights of Discussion

• Many synchronistic connections have already started happening.

• Individual, City wise, National, International • We need to create a Working Model for Cooperation.

• Just meeting and talking is not enough.

• Many In uential organizations are cooperating now.

• Prosocial, Unify, David Gershon , • The Social Justice Sector needs to do some work rst.

• Make the hidden examples visible. II should be diverse, M/F , young, old,

transcend boundaries.

• Summit >>Science, Society and Human Survival >> Auroville.

• India has the ideal conditions for the renaissance >> Social, Technical, • Living Directory, of all the Organizations in the Network • Open Space Technology is very important • Three shifts in Human Consciousness: Fragility of Human Life, Our Interdependence and Need for Cooperation.

• Prosocial world has collaborations happening with the G20 people.

• Science of Collaboration >>Elenor Austin >>Policy Work >> Government • Grass roots >> Bottom Up • There is also evidence that top down work is also happening • Collaboration Vs Cooperation? Inner work and outer work • Humanity can be in the drivers • A few of Cooperating organizations docking as an organism to foster peace including Charter for Compassion

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References https://www.holomovement.net/ https://empowermentinstitute.net/ https://www.unify.org/ www.Unity.earth https://www.earthwisecentre.org/our-projects/ Global Kindness game https://empowermentinstitute.net/behavior-change-research/ Action Alert Organize and connect Charter with others organizations that are experimenting with working together as an organism toward a movement toward peace this year (2023).

A collaboration is forming in the coming weeks to do something toward this year’s International Day of Peace.

Resources Required No additional resources needed at this time. All organizations will experiment with bringing their core value without requiring additional resources.

Measures of Success Some of the organizations already have research and metrics capabilities. There will be measurable outputs such as the following.

• • • • • • •

Behavorial change # of people participating # of groups and communities Measurements on groups capacity for prosocial behavior Qualitative and quantitative research capabilities # of organizations working together as an organism Testimonials and videos

Implementors Jeff Genung, Cristina Gonzalez, Arun Wakhlu and Pattie Williams

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Goal 12: Engage Others in Our Divine Dance with Mother Earth Highlights of the Discussion 1. One fundamental problem we have as a species is an illusory sense of separation from LIFE (Love In Full Expression). We think we are an isolated wave, whereas actually we are the WHOLE Ocean, dancing with Divine Love. This awakening affects all aspects of the work of the Charter such as Engaging with Mother Earth, Equity, Wholesome Business, Justice, Health , the Arts, Spirituality, Interfaith Harmony, Livelihoods and abundance through the Light of Compassion.

2. Healing will bloom out of our Wholeness, Holiness, and realization that We Are One! We are already whole and we need to awaken our divine hearts to this reality/truth. This is our starting place.

3. All the rest will follow as we rest in peace and equanimity while living!!

4. This will involve all our relationships Within the Charter and Outside the Charter, including embracing our Divine Dance with Mother Earth and all beings more than human.

Recommendations 1. By healing ourselves and each other we heal the world. When we are healed, Wholeness will be revealed.

2. Gather all the beloved Mystics in the charters together as Beloved CommUNITY: Jamal, Steve, Donna, Merida, Yaffa , Marilyn, Susan, Gard, Charles, Arun, Ole, Morgana, Pattie, all staff and volunteers, as well as Anne Stadler, Jeff van der Clute, Jeff Gerung and all other like-spirited beings.

3. Give the CALL to gather the imaginal cells WITHIN the Charter Ecosystem to heal ourselves and each other through: Honoring, Celebration, Bonding, Sharing Sparks: Quotes, Jokes, Healing, Stories, Songs, Dance and Music, Play, Poetry, Drama, Theatre, 4. Any Conclusions, Recommendations, Needs?

5. By healing ourselves and each other we heal the world. When we are healed, Wholeness will be revealed.

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6. Gather all the beloved Mystics in the charters together as Beloved CommUNITY: Jamal, Steve, Donna, Merida, Yaffa , Marilyn, Susan, Gard, Charles, Arun, Ole, Morgana, Pattie, all staff and volunteers, as well as Anne Stadler, Jeff van der Clute, Jeff Gerung and all other like-spirited beings.

7. Give the CALL to gather the imaginal cells WITHIN the Charter Ecosystem to heal ourselves and each other through: Honoring, Celebration, Bonding, Sharing Sparks: Quotes, Jokes, Healing, Stories, Songs, Dance and Music, Play, Poetry, Drama, Theatre, Visual arts (Painting, Drawing, etc.). We HEAL ourselves and others when we embrace and embody COMPASSION in its many forms .

Action

• Steve Kramer to meet Scott Wurtz in Seattle. Arun to make an introduction.

• Give out a call in the Charter for Compassion for a Gathering of the Divine Dance • Steve does rst draft.

Measures of Success How many people are “on re?” Peaceful, Happy, Compassionate, Seeing and feeling the Light within them and in their actions/interactions with other beings: “I feel the divinity which is beyond words.” It’s an Inner, Intuitive knowing!!

The world will be drenched, or be consummate with justice, equity, love, health, wholeness , abundance, ourishing, thriving, celebrating, dancing , joy !!

Have been you been “Goddessed ” as Jean Houston says?

(Are you Goddess in Hiding? >> Jean Houston exercise) Are you Goodness/Love/Light/Sacredness/Joy/Peace in Hiding?

(Goddessed people are silent in this exercise. Ungodded people repeat the same question.)

Implementors Steve Kramer and Arun Wakhlu

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Goal 13: Act on Creating a Succession Plan A succession plan is an important process for any organization, including global nonpro t organizations such as the Charter for Compassion. It is a proactive approach to ensure that the organization can continue to operate effectively in the future, even when key leaders or staff members leave or retire. Creating a succession plan allows for the possibility of a revamping of the organization. Here are some components that a global nonpro t organization can follow to develop a succession plan: 1.

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Identify key positions: The rst step in developing a succession plan is to identify key positions within the organization that are critical to its success.

These positions may include executive directors, program directors, or other leadership roles.

Develop job descriptions: Once the key positions are identi ed, the organization should develop job descriptions that clearly outline the responsibilities, skills, and experience required for each position.

Identify potential successors: The organization should identify potential successors for each key position, either internally or externally. This may involve a talent search or a development program to prepare current staff members for future leadership roles.

Develop training and development programs: The organization should develop training and development programs to prepare potential successors for their future roles. This may include mentoring programs, leadership training, and other professional development opportunities.

Implement a transition plan: When a key leader or staff member leaves the organization, a transition plan should be put in place to ensure a smooth handover of responsibilities. This may involve providing interim leadership or hiring a consultant to provide support during the transition.

Review and update the plan regularly: The organization should review and update the succession plan regularly to ensure that it remains relevant and effective. This may involve revising job descriptions, identifying new potential successors, and updating training and development programs.

By following these components, a global nonpro t organization can develop a succession plan that ensures the continuity of its operations and leadership, and allows it to continue making a positive impact on the world.

Implementors Members of the Philanthropy and Governance Committees and the Charter’s ED.

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Goal 14: Continue to Follow Through on Existing Action Steps.

While these issues did not make their way to a “report” on day four of the planning process, the items that followed where included in the summary itemization prepared

by Nitya as “Actions the Charter for Compassion is Currently Taking and Should Continue.” Some of these arose from the Appreciative Inquiry process and other items were captured in the remaining four days. Each of the recommendations noted will need to be assessed, if appropriate developed and put into action steps. This will occur rst at the staff level and then weighed against the other 13 Goals listed here and nally compared to the Charter’s Resolution passed by the Board in December 2022.

1. Continue to grow the network and weave programs and partnerships smoothly into different categorical networks.

2. Connect compassion to all our networks 3. Conduct open dialogues in order to improve the Charter for Compassion.

4. Work enthusiastically.

5. Grow Circles of Trust.

6. Continue with the great graphics that are being used.

7. Continue the froth and development of sectors and share lessons between and among sectors.

8. Continue the good work of social media.

9. Focus on increasing diversity within the Charter for Compassion.

10. Focus more time and energy on Compassionate USA 11. Seek with open eyes and hearts.

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12. Discover compassion together as we navigate the cause of compassion.

13. Continue the personal transformation the Charter proves. Explore how a network of organizations can work collaboratively together to create cooperation.

14. Explore educational programs for children and families.

15. Partner with activists across the globe.

16. Work to explore and re ect on the marriage of equity and compassion.

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Section Five: Timeline for the Strategic Plan On-Going 2023-24: Continue to work with ProSocial on promoting focus groups with city initiatives, provide tools and processes to measure success and help move projects forward, offer joint training programs for compassionate cities.

May 5, 2023: Worked to create site development map and select template for new website. (Goals 1 and 2) May 6, 2023: Filled out registration to be part of the New Pluralists public database of 790 organizations and networks who see themselves as committed to action. New Pluralists are committed to uplift organizations like the Charter to a broad ecosystem of funders and practitioners who care about building a culture of belonging. (https:// newpluralists.org/) July 2023: Revise the Volunteer and Staff Orientation course in the Ruzuku platform to re ect any changes resulting from the new strategic plan.

August 2023: Launch new FireSpring website for the Charter for Compassion.

August 2023: Follow through on the Charter for Compassion’s MOU with the Parliament of World Religions by ful lling obligations outlined in that document.

September 2023: Train all staff and volunteer coordinators in the use of the new CiviCRM+ database that allows for sectors to maintain their own records and contacts with Charter partners. Invite the Board of Trustees to maintain their own section in the database.

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Section Six: Monitoring and Evaluation

The system for tracking progress toward goals and objectives, identifying areas for improvement, and making adjustments to the plan as needed.

Section Seven: Budget and Resource Allocation A detailed plan for allocating recourses to support the strategic plan.

Section Eight: Summary—Next Steps Moving Forward

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