Reach Unlimited, Inc.

Strategic Goal 1
Enhance and Expand Programs to Further Advance Integration, Support Choice, and Build Independence in/at All Levels of Abilities

Strategic Goal 2
Creating Connections with the Community by Generating Awareness and Fostering Engagement through Advocacy, Education, and Personal Experiences

Strategic Goal 3
Complete a Master Development Plan for Reach’s Campus and Community

Strategic Goal 4
Maintain Good Financial Health and Stability While Creating Opportunities for Financial Growth

Strategic Goal 1
Key Actions
1.1 Continue to expand collaborations and contracts to increase employment and vocational training offerings through Reach on campus and in the community
1.2 Continue to expand the options in our residential programs to meet the growing demand
1.3
Commit to continuous improvement through ongoing program evaluation and development
to ensure exceptional responsiveness and accountability to members, families, caregivers, and the community
1.4 Continue to expand existing collaborations with local developmental disabilities providers for improved and enhanced services, supports, and other assistance
1.5 Ensure the necessary resources (financial, human, capital, and other) are present to exceed standards of quality for all programs
1.6 Expand meaningful engagement activities for residents as they age to keep them socially and physically active with high quality of life standards

Strategic Goal 2
Key Actions
2.1 Enhance strategic marketing and communications plan to expand brand awareness and community engagement
2.2 Continue to enhance and develop family programs to serve as a forum for exchange of information, support, and respite.
2.3 Connect the community to the organization and our mission through guided campus tours and events to create memorable experiences that influence beliefs, attitudes, choices, and behaviors towards a more inclusive community
2.4 Cultivate a storytelling culture that engages all staff, volunteers, and board members to advance our mission

Strategic Goal 3
Key Actions
3.1 Continue to develop plans for the acquisition of residential housing to meet the significant growing demand
3.2 Develop programs and facility improvements/additions specializing in residential care for our aging residential members
3.3 Assess and evaluate existing facilities to provide revitalization and renovations as needed
3.4 Develop and adopt a strategic technology plan to upgrade equipment and software to support operating efficiencies and residential safety
3.5 Expand/Renovate the greenhouse and gift shop to increase employment, internships, and volunteer opportunities

Strategic Goal 4
Key Actions
4.1 Recruit qualified and skilled development staff and ensure the necessary infrastructure to support a successful fund development program
4.2 Adopt a strategic and robust approach to fund development to cultivate and steward donors.
4.3 Build a culture of philanthropy throughout the organization including internal and external stakeholders.
4.4 Generate and sustain financial reserves with a target of at least six months of operating expenses to support agency in event of external funding disruptions.
4.5 Grow agency endowment to secure permanent, reliable, financial support for the organization to achieve sustainability.
4.6 Implement a process to identify, cultivate, and solicit legacy gifts
4.7 Expand and increase variety of fundraising strategies to diversify funding streams.

Reach has a proven track record of providing our community with programs and services that support individual choice and integrate our members into the community. We've been doing so for 40 years. We are committed to ensuring that all our programs have the resources necessary to operate at the highest level. Through effective community engagement, partnering with organizations that share the same values and agenda, and advocating for members, Reach will ensure that attention is focused on the needs of our community. With more strategic and diverse partnerships, Reach will work to reduce our list of future members on our waiting lists and ensure that everyone all has access to our services.

Reach will strive to tell our story to the community to advocate for our members. We will revitalize our strategic marketing plan to have more people experience the magic of our beautiful 10-acre campus. We will continue to partner with the community to provide parents and caregivers of our members and students access to information and the support they need to navigate the available resources for their loved ones. Reach believes in the power of partnerships and creating a disabilities-strong community. We will continue to seek partnerships with like-minded organizations to advance our mission.

For 40 years, Reach has been recognized as a resource for families and a leader in providing programs and services to adults and children with disabilities in northwest Houston. As the agency positions itself for the future, measures will be taken to develop a master plan that includes expanding services to meet the needs of Reach’s members. This includes developing plans to expand residential services to including senior living options so our members can age in place.

Investments in fundraising, technology, staffing, and facilities will strengthen Reach’s ability to meet the growing needs of the community in the coming years. To make this goal actionable, Reach will diversify funding streams and increase the variety of fundraising strategies across all areas of private revenue. Implementing these strategies will enable us to expand programs, renovate facilities, and provide competitive employment packages—which will attract and keep top talent.

Coming out of the Covid-19 pandemic, Reach is striving to reach pre-pandemic staffing levels as soon as possible. New executive staff, including a new Director of Development, were made in August 2022, as well as the addition of four new board members in September.

Leadership is in alignment of the strategic plan and are ensuring that the foundations for growth are in place.