365 DAYS (more strategic & long-term)

Months 4 - 12: Deepening strategic planning, capacity building of fundraising and marketing, strengthening organizational culture, expanding impact measurement and community engagement, and launching key initiatives.

  • GPS 

  • Annual Implementation Plans

  • Fully functional Friendraising/Fundraising/Marketing department

  • Human Capital & Organizational Culture

  • TSI Impact

  • Advocacy & Community Engagement

  • Board Activation

IN THE FIRST 365 DAYS

A Strong, Inspirational yet Practical 3-Year Strategic Plan

TSI STRATEGIC PLAN'S KEY ELEMENTS
Mission Statement: A clear, concise statement of the organization’s purpose. Objectives and Strategies: Specific, measurable objectives under each strategic priority, and the strategies or actions to achieve them.
Vision Statement: A description of the desired future state or long-term impact. Implementation Plan: Details on how the strategies will be executed, including timelines, responsible parties, and needed resources.
Core Values: The fundamental beliefs and guiding principles of TSI. Evaluation and Monitoring: Mechanisms for tracking progress, evaluating success, and making adjustments as needed.
Environmental Scan/SWOT: An assessment of internal strengths and weaknesses, and external opportunities and threats. This may include stakeholder input, market analysis, and trends. Resource and Capacity Assessment: Analysis of the resources (financial, human, infrastructure) needed to achieve the plan.
Strategic Priorities or Goals:The broad areas of focus that will drive the organization’s work over next 3 years. Marketing & Communications Plan:How the strategic plan and its progress will be communicated to stakeholders.

Annual Implementation Plans with Annual Program and/or Monetary Targets for Each department/Service derived from the Strategic Plan

KEY PRINCIPLES KEY ELEMENTS
Alignment: Each department’s plan should directly support our strategic goals, turning big-picture objectives into clear action steps for the year. Clearly defined annual objectives tied to the strategic plan.
Targets: Set annual, measurable goals for both programs and finances, for example, clients served or dollars raised. Specific program and financial targets.
Integration: Make sure these plans are built into department budgets and staff work plans so resources match our priorities. Assignment of responsibility for each target/action.
Responsibility: Clearly assign who is accountable for each goal or action. Integration into department budgets and staff work plans.
Monitoring: Review progress regularly, report results, and adjust plans as needed to stay on track. Regular progress monitoring and reporting.
Board Oversight: The board monitors progress, ensures alignment with our strategy, and holds leadership accountable, including approving the annual budget. Mechanisms for adjusting actions based on performance and changing conditions.

Fully Functional Fundraising, Friendraising, and Marketing Department

TARGETS A PROACTIVE, RESULTS-DRIVED DEPARTMENT
Build Awareness and Engage Key Audiences: We will focus on building awareness and engaging all our key audiences-our friends, board members and their networks, donors, community partners, local businesses, and foundations. This isn’t just about visibility; it’s about recruiting passionate volunteers and supporters who will invest in our mission.
Tell Our Story and Promote Impact: We will tell TSI’s story in a way that resonates-educating the public about our impact, highlighting our programs and events, and showing why financial support is so critical to the work we do.
Execute Professional Media and Public Relations: On the media front, we will be proactive-writing press releases, pitching stories, arranging interviews, and making sure our leadership and board members are seen as the trusted faces of TSI.
Leverage Social Media and Digital Outreach: Our website, social media, and digital outreach will be vibrant and strategic. Regular newsletters, engaging videos, and posts will support the growth.
Strengthen Community Relations: Community partnerships will be a priority as well.
Set Clear Fundraising Goals and Strategies: I suggest working with a strong Consultant (SW) in our community, who will collaborate with our Development Director to develop a strong and comprehensive development and marketing plan that communicates TSI’s impact and inspires investment. This plan will include clear, ambitious fundraising goals, detailed prospect lists, and gift charts. We will have a focused strategy to identify, cultivate, and solicit donors, ensuring that our efforts are both strategic and message-driven.
Implement Fundraising Mailers, Appeals, and Annual Reports: As part of the Fundraising Goals and Strategies, targeted sets of fundraising mailers, appeals, annual reports will be thoughtfully crafted and timed to inspire giving. These appeals will tell real stories, make clear asks, and be personalized to deepen donor relationships.
Events and Volunteerism By the end of my first year, I plan to focus on events and volunteer engagement. This will help us build a strong base of friends and supporters, raising both awareness and funds.
Plan and Track All Activities: Finally, everything we do will be planned on a comprehensive calendar, tracked carefully, and reported transparently. We will track our progress, and adjust when needed.

Human Capital and Organizational Culture
I believe our staff are TSI’s most valuable asset. In my first year, I will thoroughly assess our human resources systems and organizational culture to ensure they align with our mission and support every employee’s well-being. I will review HR policies, recruitment, onboarding, compensation, staffing levels, and technology integration for efficiency and fairness. I will implement employee reward and recognition systems, both monetary and non-monetary, to show genuine appreciation for staff contributions, boost morale, and foster a culture of gratitude and engagement. I will also focus on professional development, wellness, and succession planning. By combining strong systems with a caring, people-centered approach, we will build a healthy, sustainable, and united organization—ready to meet the challenges and opportunities ahead.

IMPACT: Program Impact and Data Reporting Analysis

To truly measure our impact, we need to keep our strategic plan and clear outcomes front and center. In my first few months, I will focus on strengthening how we monitor and evaluate our programs:

TARGETS REPORTS & MONITORING FUNDERS
Review our annual program plans to make sure they align with our strategic goals. Check that every program has clear objectives, measurable targets, and easy-to-follow guides. I will review how we collect and report data, and see if our technology and software make this process efficient. I will provide the Board with user-friendly dashboards so we can celebrate our wins and spot areas for improvement. I will use all this information to regularly monitor our performance, so we can fix issues before they become bigger problems. I will review staff and client surveys and gather suggestions for improvement. I will reach out to funders and potential funders to introduce myself and reaffirm our commitment to delivering high-quality, impactful services.
COMPLIANCE STAFF ALLOCATIONS SOCIAL ENTERPRISE CONCEPTS
I will review all grants and contracts to ensure we are fully compliant with funder requirements. I will make sure all required funder reports are submitted correctly and on time. I will analyze how program staff are funded and assigned, making sure there are no gaps or overlaps. I will confirm that all staff positions are properly funded and that our program income is tracked and reported accurately. In addition to traditional fundraising, TSI will explore social enterprise concepts to generate sustainable revenue and create meaningful opportunities for clients. Each idea will be carefully evaluated for feasibility and mission alignment before implementation, with a focus on proven models from similar organizations.

Advocacy and Community Engagement

REMAIN RELEVANT FEEDBACK SUSTAINABILITY OPEN COMMUNIC. MEANINGFUL PRT. AVOCACY FOCUS
As a change agent, I will keep an eye on trends in the nonprofit sector and make sure TSI stays responsive to what our community really needs. I will work closely with the Board to boldly move the organization in new directions when the data and community feedback show it’s time for a change. I am not afraid to take smart risks, try new ideas, and adopt fresh approaches if that’s what it takes to help us succeed- while always keeping an eye on sustainability. I believe in open communication and will keep everyone-staff, Board, volunteers, and donors- in the loop as we move forward. As a community creator, I will focus on building a visible, inclusive organization and developing partnerships that are truly meaningful, not just for show. About 12 to 18 months in, I plan to ramp up targeted advocacy activities so we can amplify the voices of those we serve.

Board Activation

SUPPORTING BOARD STRUCTURE & GOVERNANCE STRENGTHENING RESOURCE DEVELOPMENT EQUIPPING THE BOARD FOR SUCCESS CLARIFYING BOARD ROLES & EXPECTATIONS FOCUS ON SUCCESSION PLANNING CELEBRATING THE BOARD
We can brainstorm the creation of a standing Governance Committee (if not already in place), focusing on board recruitment, education, self-evaluation, and CEO evaluation. I suggest working with the Consultant (SW) mentioned above, and I can provide good materials. We might consider forming a Resource Development Committee to partner with our fundraising and friendraising teams, to help us grow our base of unrestricted funding. I will prepare a detailed Board Guide or Binder, updated annually, with essentials like board responsibilities, legal documents, committee roles, agreements, and key organizational information. Board members will have clear job descriptions, annual agreements, and access to ongoing orientation and training. We will establish a process for regular board self-evaluation and annual CEO performance review. Later in my first year, I will lead us in developing robust succession plans across the organization. I believe in recognizing and celebrating the Board’s achievements and milestones, reinforcing a culture of appreciation and engagement.

STRATEGIC INITIATIVES: Expanding Service Populations and Unlocking New Funding Opportunities

Strategic expansion? WHY? This strategic expansion will position TSI for greater impact and long-term growth, meeting the evolving needs of our community.
In my first year as CEO, I will lead a thorough analysis of expanding the populations TSI serves. Why? There is a clear to serve children and adults with other types of disabilities in Southern Nevada. Our community has at least 341,000 people living with disabilities-about 15% of our community. Yet, only 12 to 16 nonprofits serve this population - Opportunity Village, Goodwill, The Arc, NDALC, and Centers for Independent Living, but the need far exceeds current capacity.
Broadening our mission To open opens doors to new funding- from government grants to foundation and corporate partnerships-strengthening financial sustainability.
Explore other possibilities? Maybe residential and other services in the future? We will conduct a needs assessment, engage funders and partners, and explore new program models aligned with community needs and funding opportunities. 62% of adults we serve still live with aging parents, so expanding into group homes and additional supports is critical.
Specific Capital Campaign Activities Work with the Consultant mentioned above (SW) on a capital campaign, as well as start County and City grant submissions for the Cheyenne and other future building construction locations.