TUSKEGEE AIRMEN, INC. ®
TUSKEGEE AIRMEN, INC. ®
STRATEGIC PLAN 2012- 2015
TAI Strategic Plan 2012
1
Table of Contents
EXECUTIVE SUMMARY:
3
TAI’S 2012 – 2015 STRATEGIC FOCUS AREAS
ENGAGING MEMBERS
FUND/FRIEND-RAISING
BRANDING & MARKETING TAI
DEVELOPMENT OF STRONG NATIONAL, REGIONAL AND CHAPTER INFRASTRUCTURE
3
3
4
4
4
STRATEGIC PLANNING COMMITTEE MEMBERS:
5
OUR INTENTION:
6
OUR VISION
OUR MISSION
OUR PURPOSE
OUR LEGACY
OUR VALUES
6
6
6
6
6
OUR PROCESS:
7
OUR DRIVERS:
10
OUR RESULTS
11
PATH FORWARD: 2012 AND BEYOND
GOAL 1: ENGAGING MEMBERS
GOAL 2: FUND/FRIEND-RAISING
GOAL 3: BRANDING & MARKETING TAI
GOAL 4: DEVELOP STRONG NATIONAL, REGIONAL AND CHAPTER INFRASTRUCTURE
11
12
12
13
13
APPENDIX A: SPOT ANALYSIS
15
APPENDIX B: GAP ANALYSIS
16
APPENDIX C: ACTION PLAN
17
TAI Strategic Plan 2012
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Executive Summary:
The Tuskegee Airmen, Inc. (TAI) is a foundation based on honoring the accomplishments of
African-Americans who participated in aircrew, ground crew and operations support training in
the Army Air Corps during WWII. Their legacy of yesterday will inspire and motivate youth to
strive for outstanding achievement and leadership through educational opportunities.
The TAI 2012 – 2015 strategic plan compiles past progress, the integration of stakeholder
feedback, and shared values to outline priorities, clear strategic focus areas, related goals, and
action plans that will support the vision for the future of TAI. The intent is to accomplish the
goals and objectives set out in the strategic plan by December 31, 2015.
Through our membership surveys (464 respondents) and a gap analysis the following priorities
became apparent: (1) honor the accomplishments of and perpetuating the history of African
Americans who were a part of the Tuskegee Airmen Experience and (2) introduce young people
to the world of aviation and science.
An analysis of TAI’s strengths, problems, opportunities, and threats identified several key points:
(1) the need to continue to fully engage and communicate with our members; (2) an
opportunity to better align our infrastructure, processes, and systems at the national, regional
and chapter levels, (3) the need for consistent revenue streams to support TAI programs and
operations at both the national and local chapter levels; (4) development of external networks
to better support TAI programs and public image; (5) the need for continuous training for our
elected and volunteer leaders (6) an opportunity to strengthen our organizational branding and
marketing efforts to take full advantage of opportunities as they emerge; (7) the need to
articulate a clear, common organizational vision that can be communicated and implemented at
the regional and local chapter levels; and (8) an active recruitment plan to continually attract
new TAI members .
TAI’s 2012 – 2015 Strategic Focus Areas
Based on our findings, the TAI 2012 – 2015 strategic plan identifies four strategic focus areas to
serve as our core goals for the next three years: (1) engaging members; (2) fund/friend raising;
(3) branding & marketing TAI; and (4) development of a strong national, regional and chapter
Infrastructure.
Engaging Members
Members are important and it is a priority to engage our members through development of
youth engagement programs, communication enhancement efforts between leadership and
volunteer positions and capture DOTA history. In order to achieve these objectives, TAI has
committed to establishing National Youth Programs that will align national TAI efforts. A staff
member will be identified to oversee the National Youth Program. In order to ensure
transparency and promote inclusion, all leadership, board and committee meetings will be open
to the public and the content will be made available to all members. Finally, collaborations with
TAI Strategic Plan 2012
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other organizations who are interested in capturing the DOTA history and experience will be
established.
In addition to the work commitments, each regional President will be responsible for continually
engaging the National Board, seeking collaborations with organizations to identify programmatic
opportunities specific to National Youth Programs and ensuring operational training of each
Chapter Executive Committee/Board members.
Fund/Friend-raising
Funding is an important aspect of the foundation. In order to support the funding objectives,
TAI is committed to creating a fundraising strategy and will hire a dedicated staff person to
oversee the plan at a national level. In order to ensure the organization is attractive to potential
funders, a full audit will be conducted and any areas that do not meet acceptable financial
standards will be cleaned up.
In addition to the work commitments each regional President will be responsible for working
with local chapters to develop and advertise programs that align with the National Youth
Programs strategy.
Branding & Marketing TAI
In order to achieve the identified branding and marketing objectives, TAI has committed to
developing a marketing plan to encompass a variety of different marketing methods including,
and not limited to, social media, campaigning, merchandising, conferences and membership
recruitment. A business plan to address financial goals and implications of a merchandizing
campaign will be developed.
In addition to work commitments, as appropriate, each regional President will be responsible for
executing Board approved marketing plans within their regions.
Development of Strong National, Regional and Chapter Infrastructure
Infrastructure to support Regional, National and Chapter needs is necessary. In order to
achieve the identified objectives, TAI has committed to develop program standards, criteria and
governance best practices in order to ensure chapters are in compliance and rewarded. An
Executive Director will be hired to oversee TAI’s national operations. The National by-laws and
procedural manual will be revised and updated as needed. A full business operations audit will
be conducted to ensure general operation is in line with best practice organizations. And, each
Chapter will be required to obtain at least $250,000.00 liability insurance policy coverage.
In addition to work commitments, each regional President will be responsible for supporting
local chapters through the program implementation process as well as continually engaging the
National Office and staff in feedback regarding operation improvement.
While these priorities will be met with challenges, the strategic plan addresses improving
communication, chapter development, long-term planning and moving TAI forward, leadership
and accountability, members’ services and benefits, youth programs and activities, and member
recruitment.
TAI Strategic Plan 2012
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Strategic Planning Committee Members:
This plan was crafted under the guidance of the Strategic Planning Board Committee.
Members included:

Mr. Rodney Gillead

Mr. Ronald D. Hilliard

Mr. John B. Patterson
National 1st Vice President
Chairman, Strategic Planning Committee

Ms. Diane Rafalski

Mr. Robert R. Rose

Rev. Solomon A. Williams
TAI Strategic Plan 2012
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Our Intention:
As a result of Tuskegee Airmen, Inc.’s (TAI) continued growth, we recognize the value in and
responsibility for creating a meaningful three-year strategic plan that will guide us to be the
foremost resource for members and stakeholders interested in the Tuskegee Airmen legacy. We
have a proud history that is characterized by a bond of fellowship among those who were
pioneers in the Tuskegee Airmen aviation program of the United States during World War II. As
we continue to be dedicated to preserving the history of African American veterans who
changed the face of the American military, this strategic plan has been developed with past
progress, the integration of stakeholder feedback, and with our shared values in mind. While
building on and supporting our vision, mission and values, this strategic plan outlines priorities,
clear strategic focus areas, related goals, and action plans that we believe will support our vision
for the future of TAI.
Our Vision
Our legacy of yesterday will inspire youth of today with the hope and promise of tomorrow.
Our Mission
TAI’s mission is to perpetuate the legacy of the Tuskegee Airmen by inspiring youth to strive for
excellence through educational opportunities.
Our Purpose
TAI shall acknowledge the contributions and achievements of the men and women of the
Tuskegee Aviation Experience and motivate our youth to outstanding achievement and
leadership.
Our Legacy
The Tuskegee Airmen forged a legacy of excellence with determination, tenacity, and courage as
they opened doors of opportunity, broke myths of incompetence, and pioneered in military
aviation. At a time when they faced racism, discrimination, and second-class citizenship during
World War II, the Tuskegee Airmen endured and refused to be denied the opportunity to serve
their country. The strength of character of the Black men and women of the Tuskegee Aviation
Experience and their skills and discipline in combat shall serve as an example for younger
generations.
Our Values
TAI has established the following core values as the foundation from which to operate the
organization and interact with our members. By distinguishing core values from operating
practices and cultural norms, TAI affirms the timeless, never changing values that honor the
legacy of the men and women of the Tuskegee Airmen Experience. These core values shall
influence the organizational culture, practices, and public image of TAI:
 Excellence in all that we do
 Honesty in what we do
TAI Strategic Plan 2012
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



Integrity in how we do it
Respect for each other and our partners
Accountability and responsibility to our members
Commitment of service to our youth
Our Process:
We engaged Brighter Strategies, a firm that provides strategic planning, process improvement
and leadership development consulting to the non-profit sector, to facilitate a strategic
visioning/organizational planning process that walked our Strategic Planning Board Committee
through the stages of strategy development.
These stages included:
1. Preparing for the Journey: In the beginning, we worked with the
consultants to create a clear process that engaged the crucial parts of the organization in
taking this important journey. We launched a membership survey to identify the trends,
perceptions and climate of our chapters and members.
2. Exploring and Learning: In this part of the process, we reviewed our history and
achievements and engaged in an analytical exploration of our external environment. A
direct product of this stage was the creation of a SPOT (strengths, problems,
opportunities and threats) analysis. (A larger/more legible representation of our SPOT
may be found in Appendix A).
TAI Strategic Plan 2012
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TAI’s SPOT
April 14, 2012
+ Legacy knowledge (Red
Tails)
+ Strong name recognition/
Strong brand name
+ Procedures Manuals
+ Dedicated members
+ By-laws
+ DOTA’s still with us
+ Member loyalty
+ Youth support
+ Growth of chapters
+ Access to military
+ Strategic Planning
PROBLEMS
– Limited knowledge of TAI
operations at the local
and national levels/501c3
operations & requirements
– Two-Way Communication
with Members/
Transparency
(inaccessibility to what is
happening at National)
– Fundraising/Lack of
consistent revenue
streams for national and
most chapters
– BOD & Committee
leadership training &
structure
+
+
+
+
+
Leadership
Active heritage members
Structured Programs
Budget
Volunteer contributions
(time and money)
Organizational financial
worth
Functioning local chapters
Existing strategic plan
A+ staff members
Existing youth programs
External interests
Mission statement
Membership support
DOD Support
OPPORTUNITIES
- Lack of a common
organizational vision
– Lack of organizational
structure/By-laws at all
levels
– No active membership
acquisition plan
– Lack of National Planning
– Trademark Infringement
– Perception of being a
Military Organization
– Marketing
– Competition from other
organizations for
Tuskegee Airmen name
identity
501c3 status threatened
+
+
+
+
+
+
+
+
+
Branding and
marketing TAI
Engaging
members
Developing
Infrastructure
(National,
Regional, and
Chapter)
Fund/Friendraising
THREATS
FUTURE/EXTERN
A L
T /IN
T ERN
A L
CURREN
STRENGTHS
Loss of DOTA’s (how do we look and act without
them?
Loss of members/lack of communication
Access/Eligibility for funding (need to be visible
to members – programming needs to be
proactive and funded)
Brand name competition/trademark infringement
Inability to take advantage of opportunities (Red
Tails movie is an example)
Other organizations raising money with our
DOTA’s
3. Agreeing on Current Realities & a Future Vision: This stage created a solid platform
of information and agreements that served as a springboard for the strategy
development stage. In this stage we validated the membership survey feedback and
conducted a gap analysis that highlighted where we are now (based on member
feedback) and the type of organization we aspire to be. (A larger/more legible
representation of our gap analysis may be found in Appendix B).
TAI Strategic Plan 2012
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4. Creating Viable Strategies: Strategies were then developed that linked learning from
the past with our unified vision by articulating a high-level path forward. We believe the
strategies created tell a powerful story of where the Board of Directors at the National
and Regional levels must focus their attention.
5. Implementing and Championing Change: During this stage, we started to
articulate a tactical action plan to ensure the strategies we created could be
implemented and change could occur. We also identified strategic messages we wanted
to communicate to the regions and their respective chapters to ensure the overall
success of this newly created plan.
6. Living the Vision: We find ourselves in this final stage where we must communicate the
overall strategic direction with both regions and chapters and to work with the regions to
create detailed regional implementation plans. As we know, the ultimate success of a
strategic visioning process is the extent to which leadership and key stakeholders share
ownership. It is in this stage that we invite our regional representatives, members, our
TAI Strategic Plan 2012
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Board, our staff, and other stakeholders to share in celebration of the vision and
articulate their commitment to the strategies developed in our process.
Our Drivers:
Our shared vision, membership feedback, the gap analysis, and our SPOT analysis served as key
drivers in developing our strategic focus areas.
As documented in the Our Intention section, our vision, mission, and values are foundational to
our strategic plan. Member feedback and research is another building block for our strategy
making. From our membership surveys and our gap analysis, we know that:
 Members believe our highest ranking priority should be to honor the accomplishments
of and perpetuating the history of African Americans who where a part of the Tuskegee
Airmen Experience
 Members believe our second priority should be to introduce young people to the world
of aviation and science
 Members view our greatest challenge to be our ability to expand our outreach to youth
beyond flight and aviation programs.
 Members believe our second challenge is to recruit and retain new members.
 Most members are actively involved in their chapters and regularly attend and support
chapter sponsored events
 Members believe that to improve their experience with TAI this plan should address
strategies for:
o Improved communication
o Chapter Development
o Long-term planning and moving TAI forward
o Leadership and accountability
o Members Services and benefits
o Youth programs and activities
o Recruitment
Finally, the SPOT analysis served as a significant driver in our strategy-making process. By
exploring our organization-wide strengths, internal problems, external threats, and potential
strategic opportunities, we illuminated our strengths and began to identify ways to address our
problems. Key points that emerged from this exercise include:
 The need to continue to fully engage and communicate with our members
 An opportunity to better align our infrastructure, processes, and systems at the national,
regional and chapter levels
 The need for consistent revenue streams to support TAI programs and operations at
both the national and local chapter levels
 Development of external networks to better support TAI programs and public image
 The need for continuous training for our elected and volunteer leaders
TAI Strategic Plan 2012
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


An opportunity to strengthen our organizational branding and marketing efforts to take
full advantage of opportunities as they emerge
The need to articulate a clear, common organizational vision that can be communicated
to and implemented at the regional and local chapter levels
An active recruitment plan to continually attract new TAI members
In summary, it is clear to us that we will need to be nimble, flexible, and efficient as our
members’ needs continue to evolve and our demographics change. Our leadership will need to
be strong. And, we will need to be adept at implementing solid change management practices.
Our Results
Using the aforementioned
drivers as inputs, we developed
a list of the most crucial issues
facing TAI in the short- and longterm. From there, using
prioritized strengths, problems,
opportunities and threats; we
identified four strategic
opportunity areas. These areas
will serve as our core goal areas
in the next three years, including
(not in order of importance or
value):
1. Engaging Members
2. Fund/Friend-raising
3. Branding & Marketing
4. Infrastructure
Development
Path Forward: 2012 and Beyond
We believe these four high-level strategic focus areas (engaging members, fund/friend-raising,
branding & marketing, and infrastructre development) will evolve and guide our work in
different ways over the next three years. To ensure our approach remains thoughtful,
meaningful, and successful, we prioritized and identified the actions that will lead us to success
in the first year.
Our intent is to accomplish the goals and objectives set out in this plan by December 31, 2015.
We acknowledged the importance of continued discussion to determine additional actions
needed to accomplish our goals and objectives. In the fall of 2014, the Strategic Plan Committee
TAI Strategic Plan 2012
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will re-convene to review progress and to set the stage and action priorities for 2016 and
beyond.
Goal 1: Engaging Members
Our three-year strategic objectives include:
Objective 1.1: Engage our members by developing youth engagement programs that embrace
the entire aviation experience
Objective 1.2: Enhance communication between our members, leadership, and volunteer
positions to improve transparency and promote inclusion
Objective 1.3: Capture DOTA history in a meaning way that promotes and honors the
accomplishments of and perpetuates the history of those who where a part of the Tuskegee
Airmen Experience
At the National Level, we are committed in the first year to the following strategies:
 We will establish National Youth Programs so that the regions and local chapters may
align their efforts with TAI Nationally.
 We will identify a staff person to be responsible for and to oversee the National Youth
Programs and ensure consistency across the regions.
 We will ensure that all of our leadership, board and committee meetings are open and
that the content is made available to all of our members.
 We will establish collaborations with other organizations interested in capturing the
DOTA history and experience.
 We will establish a National Youth Fund.
In addition to the work we are committed to above, we have developed key messages for the
regions and as a result we will hold each region President responsible for:
 Continually engaging the National Board in dialogue around their interests and other
ways members would like to be engaged in the organization.
 Seeking collaborations with corporations and other nonprofit organizations to identify
programmatic opportunities to engage members in TAI National Youth Programs.
 Ensuring each chapter’s Executive Committee/Board member is operationally trained to
perform his/her duties.
Goal 2: Fund/Friend-raising
Our three-year strategic objectives include:
Objective 2.1: Create a network of movers and shakers (friends of TAI) across the country
interested in promoting the TAI legacy
TAI Strategic Plan 2012
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Objective 2.2: Develop a National (and regional) strategy for fundraising to support local chapter
efforts
At the National Level, we are committed in the first year to the following strategies:
 We will develop a National level fund/friend-raising strategy and will hire a dedicated
staff person to oversee the plan at a national level.
 We will ensure TAI is attractive to potential funders by conducting a full audit of our
financial management practices and clean up any areas that do not meet acceptable
financial standards.
In addition to the work we are committed to above, we have developed key messages for the
regions and as a result we will hold each region President responsible for:
 Working with their local chapters to develop and advertise programs that align with the
National Youth Programs strategy. This will support national, regional, and local
fundraising activities.
Goal 3: Branding & Marketing TAI
Our three-year strategic objectives include:
Objective 3.1: Develop a campaign to promote and sell TAI merchandise to the general public
Objective 3.2: Use social media to market TAI to a younger demographic
Objective 3.3: Develop a campaign to market Red Tails and Double Victory to boost TAI’s public
image
At the National Level, we are committed in the first year to the following strategies:
 We will develop a marketing plan that encompasses social media, a Red Tails and Double
Victory marketing campaign, merchandising, the use of TAI logos in marketing efforts,
conferences, and membership recruitment.
 We will develop a business plan that addresses the financial goals and implications (such
as IRS rules and regulations) of a merchandizing campaign to sell TAI merchandize to the
general public.
In addition to the work we are committed to above, we have developed key messages for the
regions and as a result we will hold each region President responsible for:
 Executing the Board approved marketing plan within their regions, as appropriate.
Goal 4: Develop Strong National, Regional and Chapter Infrastructure
Our three-year strategic objectives include:
TAI Strategic Plan 2012
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Objective 4.1: Develop a National Office with infrastructure to support regional and local
chapter needs
Objective 4.2: Create an incentive program for chapter programming best practices and overall
compliance
At the National Level, we are committed in the first year to the following strategies:
 We will develop program standards, criteria, and governance best practices for chapters
to ensure that chapters are in compliance with and rewarded for operational best
practices.
 We will hire an Executive Director to oversee TAI’s National operations.
 We will revise and update our National by-laws and procedural manual annually at the
Annual Convention, as needed.
 We will conduct a full audit of our business operations (at the national level) to include
risk management, insurance, and general operations to ensure we are operating in line
with best practice organizations.
 We will require all chapters to obtain at least $1,000,000 liability insurance policy
coverage.
In addition to the work we are committed to above, we have developed key messages for the
regions and as a result we will hold each region President responsible for:
 Supporting local chapters as they implement the program standards and chapter best
practices.
 Continually engaging the National Office and staff in feedback to improve our operations.
TAI Strategic Plan 2012
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Appendix A: SPOT Analysis
TAI’s SPOT
April 14, 2012
+ Legacy knowledge (Red
Tails)
+ Strong name recognition/
Strong brand name
+ Procedures Manuals
+ Dedicated members
+ By-laws
+ DOTA’s still with us
+ Member loyalty
+ Youth support
+ Growth of chapters
+ Access to military
+ Strategic Planning
PROBLEMS
– Limited knowledge of TAI
operations at the local
and national levels/501c3
operations & requirements
– Two-Way Communication
with Members/
Transparency
(inaccessibility to what is
happening at National)
– Fundraising/Lack of
consistent revenue
streams for national and
most chapters
– BOD & Committee
leadership training &
structure
TAI Strategic Plan 2012
+
+
+
+
+
+
+
+
+
+
+
+
+
+
Leadership
Active heritage members
Structured Programs
Budget
Volunteer contributions
(time and money)
Organizational financial
worth
Functioning local chapters
Existing strategic plan
A+ staff members
Existing youth programs
External interests
Mission statement
Membership support
DOD Support
- Lack of a common
organizational vision
– Lack of organizational
structure/By-laws at all
levels
– No active membership
acquisition plan
– Lack of National Planning
– Trademark Infringement
– Perception of being a
Military Organization
– Marketing
– Competition from other
organizations for
Tuskegee Airmen name
identity
OPPORTUNITIES
Branding and
marketing TAI
Engaging
members
Developing
Infrastructure
(National,
Regional, and
Chapter)
Fund/Friendraising
THREATS
501c3 status threatened
FUTURE/EXTERN
A L
T /IN
T ERN
A L
CURREN
STRENGTHS
Loss of DOTA’s (how do we look and act without
them?
Loss of members/lack of communication
Access/Eligibility for funding (need to be visible
to members – programming needs to be
proactive and funded)
Brand name competition/trademark infringement
Inability to take advantage of opportunities (Red
Tails movie is an example)
Other organizations raising money with our
DOTA’s
15
Appendix B: Gap Analysis
TAI Strategic Plan 2012
16
Appendix C: Action Plan
Goal
Strategy
Priority
Timeline for
Action
Completion
July 2012 –
September
2012 (1st
quarter)
1
Hire Executive
Director
TAI will hire an Executive
Director to oversee TAI’s
National operations.
1
2
Increase / Engage
Membership
TAI will increase membership by
100 Percent
1
August 2012 –
August 2013
(1st year)
3
National Youth
Program
1
July 2012 –
September
2012 (1st
quarter)
4
Organizational
Transparency
The National Youth Committee
will establish a National Youth
Program so that the regions and
local chapters may align their
efforts with TAI Nationally.
The Board of Directors and
Committee Chairs will ensure
that all of our leadership, board
and committee meetings are
open and that the content is
made available to all of our
members.
1
Immediate Ongoing
Goal
TAI Strategic Plan 2012
Strategy
Priority
Timeline for
Tactics to Accomplish the
Strategy
Hire a firm to conduct an
Executive Director search.
Interview candidates and
select the best fit.
Use Public Service
Announcements (PSA),
Web announcements,
utilize College and use
Military Resources
The National Youth
committee will follow the
mandates as established by
the TAI National Bylaws
(Article 7 section 14).
The President of the
National Board and
Regional Presidents will
issue a statements
supporting organizational
transparency. Their
statements will support
inclusion of all stakeholders
and members.
Announcements of all
meeting will be placed on
the web site and National
and Regional Board of
Directors minutes will be
made available through a
web site membership
access portal.
Tactics to Accomplish
Resources
Needed
Long range
financial
planning to
sustain the
position.
TAI National
and Chapter
Membership
Committees.
A budget of
$100,000.00 to
support the
Nation Wide
Youth Program.
Web site, portal
and
maintenance
availability.
Quarterly
newsletter with
announcements
of all National
Board and
Regional
meetings.
Resources
Person/Committee
Spearheading the
Project
Personnel
Committee
TAI National and
Chapter
Membership
Committees
National Youth
Committee
TAI Board President,
Regional Presidents,
Committee Chairs,
Public Relations
Officer and Web
Master
Person/Committee
17
Action
Completion
September
2012 –
December
2012 (2nd
quarter)
the Strategy
To have complete
successful audit as
required.
5
Fund/Friend-raising
TAI Leadership (National and
Chapters) will ensure TAI is
attractive to potential funders
by conducting a full audit of our
financial management practices
and clean up any areas that do
not meet acceptable financial
standards.
1
6
Adequate National National will assist chapters in
and Chapter
determining and providing
Insurance Coverage adequate liability coverage. TAI
will require all chapters to
obtain at least a minimum
liability insurance policy of
$250,000.00.
TAI will also explore and obtain
an umbrella coverage policy to
cover all chapters.
Branding and
TAI will develop a business plan
Marketing TAI
that addresses the financial
goals and legal obligations to
sell TAI merchandize to the
general public.
1
July 2012 –
September
2012 (1st
quarter)
National will draft a
policy letter and follow
up with compliance
checks.
2
October 2012 –
December
2012 (2nd
quarter)
Obtain professional
assistance to provide a
marketing plan, which
will include marketing
surveys and strategies’.
7
TAI Strategic Plan 2012
Needed
Up to date
financial
records and a
Auditors and /
or Audit
Committees.
Hire a
dedicated staff
person to
oversee the
plan.
Long range
financial
planning to
sustain this
issue.
Marketing
Committee and
a long range
financial plan
to sustain this
issue.
Spearheading the
Project
National, Chapters
Treasurers and
Newly hired
Executive Director
TAI Board of
Directors / Regional
Presidents
Marketing
Committee
18
Goal
8
TAI Management
Review
9
Youth Fund Raising
10
Incentive Programs
11
Enhance
Organizational
Governance
Strategy
Priority
TAI will conduct a full audit of
National business operations to
include risk management, fund
raising, youth activities and
general operations to ensure we
are operating in line with best
practice organizations.
TAI will establish a National
Youth Fund to support National,
Regional and Chapters Youth
Programs.
2
2
TAI will develop program
standards, criteria, and
governance best practices for
Regions and Chapters to ensure
compliance with and rewards
for operational best practices.
Review, and/or update our
National Bylaws and the
Procedural Manual annually;
post TAI Convention.
TAI Strategic Plan 2012
Timeline for
Action
Completion
October 2012 –
December
2012 (2nd
quarter)
Tactics to Accomplish
the Strategy
Resources
Needed
Person/Committee
Spearheading the
Project
Newly hired
Executive Director
Collaborate with
Regional Presidents
and obtain professional
assistance to provide
an audit of TAI
business operations.
Initial funding
to support this
issue and a
professional
management
team.
January 2013 –
June 2013 (3rd
and 4th
quarter)
Solicit funds from all
sources such as
donation’s, grants and
corporate solicitations.
Executive Director,
National Youth Chair
and the staff
approved by the
Board of Directors.
3
August 2012 –
October 2012
(2nd quarter)
Collaborate with
Regional Presidents
and obtain professional
assistance to develop a
TAI incentive program.
Treasurer will
account for
funds and the
Finance
Committee will
have over site.
Consult with a
professional
Incentive
Program
Planner.
2
September
2012 –
November
2012 (2nd
quarter)
The National Bylaws
Committee will
implement approved
changes to the
National Bylaws and
Procedures Manual.
Bylaws
Committee
Bylaws Committee
with Board of
Directors over site
Executive Director
and Executive
Committee over site.
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