The Senior Source · Strategic Plan

See & Be Seen

2026–2029 · Leadership Retreat · June 2, 2026
Serve Educate Elevate
Overview The Senior Source — At a Glance
Annual Budget
$8.4M
FY 2025–26
People Served
22,564
unduplicated annually
People Educated
25,418
presentations & programs
Staff
~50
12-member leadership team
Volunteers
3,445
mobilized annually
Programs
8
direct service + volunteer
Mission
A Dallas-based nonprofit serving older adults through direct services, education, and volunteer programs — the trusted go-to for aging services in the Dallas community.
Employee Satisfaction
95%
Attrition: 12.7%
Framework 3 Pillars · 5 Strategic Priorities
Pillar 1
SERVE
"Saturate audiences where the need is greatest"
1
Lead with Place-Based Services for High Need & Underserved Communities
Pillar 2
EDUCATE
"Make TSS the trusted go-to for aging services"
2
Strengthen Brand & Increase Visibility
3
Expand Impact Through Personalized Education
Pillar 3
ELEVATE
"Ensure growth by diversifying revenue & building capacity"
4
Diversify & Strengthen Funding
5
Enhance Our Organization
Vision Big Bets — What We're Committed to by 2029
Serve
5 more high-need neighborhoods using Community Connections model
Hispanic community: 8% → 12% of clients served
50%+ of select services offered in community vs. office
Educate
Brand awareness: 25% → 50% (community survey)
30% increase in people served through 1:many models (excl. LTCOP)
Elevate awareness through client engagement and marketing
Elevate
25% increase in contributed revenue — $6M target
Corporate + fee-for-service = 5% of contributed revenue
Cross-program launches: Outreach, AI, ambassador, toolkit, 1:many
Strategic Priority #1

Lead with Place-Based Services for High Need & Underserved Communities

"Saturate audiences where the need is greatest"
Serve Priority #1 — Strategies & Tactics
Strategy 1.1 · Priority
Replicate Community Connections across the county
Provide agency services in identified neighborhoods. Determine best offerings for community locations.
Expand to 5 neighborhoods (incl. 1 Hispanic) by 2029
50%+ of select services in community vs. office by 2029
Strategy 1.2 · Priority
Develop tactical plan to reach Hispanic population
Taskforce of Hispanic leaders, adult children, and staff. Focus groups. Bilingual materials, videos, website, bots.
Hispanic clients: 8% → 12% (50% increase) by 2029
Kick off Q1 — Hispanic Task Force launching
Strategy 1.3
Reach other underserved communities through place-based partnerships
Establish/maintain 2–3 partnerships for LGBT and Asian communities. Track presentations.
25 presentations/year to identified underserved communities
2–3 active place-based partnerships maintained
Strategy 1.4
Explore providing caregiver respite where needed most
Assess feasibility of respite options at TSS and/or at a church in Southern Dallas.
Host 2 structured respite programs in 2026–27
Strategic Priority #2

Strengthen Brand & Increase Visibility

"Make The Senior Source the trusted go-to for aging services"
Educate Priority #2 — Brand & Visibility Strategies
Strategy 2.1–2.4 · Awareness
Raise brand awareness & dispel misconceptions
Targeted media/ad campaigns. Refine tagline for mid-to-high income adults. Annual service report for current clients.
Brand awareness: 25% → 50% (survey 2025/2027/2029)
New client inquiries increase 20% by 2029
Social media: 8,946 → 15,000 followers
Funding Requirement
Marketing budget: $200K → $400K
Includes agency and video production costs.
Strategy 2.5–2.6 · Authority
Position TSS as most trusted authority on aging in Dallas
Humanize mission through storytelling, case studies, vetted data. Build targeted media relationships.
Website #1 on Google for 6+ key terms (Dallas area)
10+ local + 3+ state/national publications/year
Strategy 2.7 · Thought Leadership
Increase visibility at conferences & panels
TSS experts serve as speakers — raising the org's profile in aging services.
3–5 new conference speaking engagements each year
Strategic Priority #3

Expand Impact Through Personalized Education

"Scalable education for broader audiences while preserving trusted services"
Educate Priority #3 — Personalized Education Strategies
Strategy 3.1 · Priority · The Big Shift
Expand 1:1 services to 1:many through personalized education
Evaluate all services for education-first model. Define "served" vs. "educated." Kick off Q1 — PLT evaluation.
30% increase in people served (excl. LTCOP) via 1:many by 2029
Middle-income participation up 20% over 3 years
40% of presentations to middle/upper income (vs. 30% now)
Strategy 3.2 · Priority
Cross-program Aging Preparedness toolkit
Customizable toolkit: financial, legal, medical, emotional aging knowledge. 6+ programs collaborating.
Launch initial version 2027
Demographic capture + email required to count "served"
Strategy 3.3
SOS campaign — retirement mapping for middle income
Education classes and series. Preventive financial education.
Middle-income EFSC clients grow 20%
Strategy 3.4
Quality assurance for educational offerings
Easy-to-use tool for post-event satisfaction and knowledge gain.
Maintain 80%+ satisfaction for group/digital participants
Strategy 3.7
Expand digital library
Webinars, YouTube, toolkits — growing TSS's digital resources.
12+ new digital resources launched annually
Strategic Priority #4

Diversify & Strengthen Funding

"Ensure agency growth by diversifying and growing revenue"
Elevate Priority #4 — Funding Diversification Strategies
Strategy 4.1 · Priority
Structured corporate sponsorship packages
Asset list by mid-year 2026. Bundle classes into series. Program-focused sponsorship plan — CDO leads.
25% increase in contributed revenue by 2029 ($225K → $275K)
10 new corporate sponsors by 2029
Strategy 4.3 · Priority
Legacy giving campaign & donor pipeline
Current donor stories. CDO + CEO own. Caroline's 3-year plan — 65 committed gifts / 165 conversations target.
$500K in legacy giving commitments over 3 years
Kick off Q1
Strategy 4.2
Pilot fee-for-service offerings
Home safety checks, dementia training, YouTube subscriptions, Friendly Visitor events.
Plan developed Year 1; rollout Years 2–3
Strategy 4.5
Redesign Spirit of Generations & Sage Society
Fill donated tables with next-gen family members. Sage Society programming for younger audience.
Spirit revenue back to $1M+ and 800 guests/year
Sage Society doubles membership by 2029
Strategic Priority #5

Enhance Our Organization

"Mobilize staff and volunteers as ambassadors; leverage technology to expand capacity"
Elevate Priority #5 — Organization & Staff Strategies
Strategy 5.1 · Priority
Ambassador plan — speakers bureau of staff & volunteers
Formal training and customizable materials. Easy social media tools for volunteers. Crossover with EDUCATE.
Board: 1 presentation/year (give or get)
Staff: +5 fairs/presentations each, with tools
Volunteer ambassadors enrolled (number TBD)
Strategy 5.3 · Priority
Be AI curious — assess, pilot, build AI culture
AI assessment (COO leads, 2026). Pilot Intake first. Superusers group. Staff training + incentives.
3–5 successful AI pilots per year
Kick off Q1 — AI assessment underway
Strategy 5.2
Employee education / teacher track for 1:many
Curriculum and training needs for staff leading group education programs.
Employee training plan created in Year 1
Strategy 5.4
Promote inclusive culture & strengthen retention
Wages aligned with national averages. Hiring, onboarding, retention. DEI committee + culture club.
Staff turnover decreases to nonprofit average
Employee satisfaction maintained 95%+
Timeline 3-Year Implementation View
Year 1
FY 2026–27 · Build & Launch
SERVE
Neighborhood 1 (Pleasant Grove). Hispanic Task Force launched. Focus groups with current Hispanic clients.
EDUCATE
PLT evaluates services for 1:many. Toolkit dev begins. AI assessment + Intake pilot. Brand baseline set.
ELEVATE
Corporate sponsorship asset list. Legacy giving launches Q1. Fee-for-service plan. Ambassador bureau launched.
Year 2
FY 2027–28 · Expand & Refine
SERVE
Neighborhoods 2–3. Bilingual materials, videos, bots live. LGBT + Asian partnerships active.
EDUCATE
Aging Preparedness toolkit launches. Brand mid-point study. Fee-for-service rollout. 40 digital resources.
ELEVATE
Spirit of Generations back to $1M+. Fee-for-service expanding. AI pilots scaled 3–5/yr. Sponsor pipeline growing.
Year 3
FY 2028–29 · Sustain & Deepen
SERVE
Neighborhoods 4–5. 50%+ services in community. Hispanic clients at 12%. 25 presentations/yr to underserved.
EDUCATE
Brand awareness at 50%. 30% more served via 1:many. 15K social followers. Middle-income +20%.
ELEVATE
Contributed revenue +25% ($6M). $500K legacy commitments. Corporate + fee = 5%. Sage Society doubled.
June 2 What We're Building Together Today

Walk out with clarity, alignment, and momentum.

This plan was built for TSS. Today, we make it ours — together. Every strategy gets a shared definition, an owner, and a year-one action.

1
Overall Alignment on the Strategic Plan
Shared understanding of direction, priorities, and the choices made.
2
Shared Definitions — Metrics & Language
"Served" vs. "educated," 1:many counting, base/target/stretch goals locked.
3
Clear Tactics for Top-Priority Initiatives
Definition, metrics, complexity, year-by-year tactics, RACI, ownership.
4
Alignment on Next Steps & Ownership
Every open item has a name. Work groups assigned. Everyone knows what's next.