2021-2022 Strategic Plan - Warriors and Quiet Waters
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2021-2022 Strategic Plan
Impact Vision: WQW envisions an America in which a new generation of combat veterans
successfully reintegrate into society.
*Note: Successful Reintegration means a veteran has filled his hierarchy of needs, self-
actualized, and pursues his/her full potential with a sense of purpose.
(Proposed) Organizational Vision: WQW is the VSO of Choice for enabling post-9/11 combat
veterans to achieve their full potential through Gold Standard Recreational Therapy Programs and
Strategic Partnerships.
• WQW combines the power of our People, our Place, and our Resources to deliver life-
changing experiences for our Warriors and their loved ones.
• WQW focuses on our Core - fly-fishing and other inspirational recreational activities in
nature - those things we can do better than anyone. We fulfill needs that we cannot directly
impact through Collective Impact partnerships with other like-minded organizations.
• WQW's people embody our Core Values and put Warriors First, Always.
• WQW's Alumni join a community of fellow Warriors, staff, and volunteers that provides a
safe place for Warriors to confront their challenges and seize opportunities -- for life.
• WQW engages its Alumni in progressive experiences that awaken, challenge and empower
them to achieve their full potential as the Civic Assets that they are.
• Through the power of collective impact and strategic partnerships, WQW practices the No
Wrong Door approach to veteran care to enable veterans and their families to achieve their
full potential as civic assets.
• WQW employs our Donor's resources with discipline and strict stewardship to achieve
maximum positive impact for our Warriors and our Families.
• WQW ensures that the systems, equipment, facilities, people, and processes required to
make the organization function are continually assessed and analyzed to identify
inefficiencies, improve effectiveness, and increase our impact.
• WQW's Staff strives to Win Every Day - constantly seeking self-improvement and striving to
make WQW better every day.
Mission: WQW serves as a catalyst for positive change in the lives of post-9/11 Combat Veterans
and their loved ones.
Values:
• Connection – connecting warriors to people, places, nature, fly fishing
• Nature – belief in its restorative powers; we respect, protect, and use it properly
• Service – respect and honor military service and volunteer service
• Integrity – do the right thing, even when it’s hard or no one is watching
• Diligence – relentlessly pursue the Gold Standard:
• High standards of excellence in our programming, our planning, and our execution.
351 Evergreen Dr. Ste. A Bozeman, MT 59715
warriorsandquietwaters.org – info@wqwf.org – 406-585-9793
501(c)3 nonprofit – EIN 20-8837637• Continuously seek improvement in all aspects of our Foundation.
• Closely manage expenses to ensure the maximum impact of our donor’s resources
• Hire, grow, and retain the highest quality people
• We don’t cut corners, ever
Lines of Effort: WQW will pursue its mission and vision through 5 Lines of Effort:
1) Programming
2) Strategic Partnerships
3) Development
4) Communications & Marketing
5) Business Operations
Strategic Objectives and Key Results
1. Programming Strategic Objectives:
a. WQW engages its Warriors and their loved ones in progressive experiences that awaken,
challenge, and empower them to achieve their full potential.
1. Q4FY20 Key Results:
a. By 8 Dec 2020, complete detailed planning and coordination for implementation of
two WQW Family Fishing Experience (FFX) Pilots in 2021.
b. By 8 Dec 2020, propose two new Enhanced Mission Experience proposals (ideas:
Conservation FX, Backcountry FX) to the BOD for consideration & approval.
2. FY21 Key Results:
a. WQW implements two Family Fishing Experience Pilots.
b. WQW executes three Transition Mission Experience with partners (COMMIT, TMF).
c. WQW implements two iteration of new Enhanced Mission Experience pilots.
d. Increase WQW Alumni returning to participate in progressive programs increase by
10% year over year.
e. WQW launches online Alumni Portal / App as the centerpiece of Alumni
communication & engagement.
3. FY22 Key Results:
a. WQW conducts year-round programming to maximize our resources and impact on
Warriors and their families.
b. WQW incorporates CY21 Pilot Mission Experiences as part of standard yearly
programming (including FFX).
c. WQW Implements two new Enhanced Mission Experience Pilots for new
participants and alumni.
d. WQW executes three Transition Mission Experiences with partners (COMMIT, TMF).
e. Increase WQW Alumni returning to participate in progressive programs increase by
10% year over year.
351 Evergreen Dr. Ste. A Bozeman, MT 59715
warriorsandquietwaters.org – info@wqwf.org – 406-585-9793
501(c)3 nonprofit – EIN 20-8837637b. WQW continuously collects and manages programmatic data and evaluates program
outcomes against validated logic models that demonstrate the efficacy of our programs.
1. Q4FY20 Key Results:
a. Implement interim program evaluation survey developed by the WQW Program
Committee to evaluate WQW programming.
b. Partner with an educational institution to develop long-term program evaluation
metrics, measuring system, data collection and data management plan.
2. FY21 Key Results:
a. Implement long-term program evaluation, measuring system, data collection and
data management plan.
b. Report program outcomes based on interim program evaluation survey to the BOD.
c. Develop and deliver communication and marketing materials that tell the WQW
impact story in a compelling way that aligns with our core values.
3. FY21 Key Results:
d. Evaluate and adjust long-term program evaluation, measuring system, data
collection and data management plan based on FY21 results.
e. Report program outcomes based on long-term program evaluation survey to the
BOD.
f. Develop and deliver communication and marketing materials that tell the WQW
impact story in a compelling way that aligns with our core values.
c. WQW recruits, stewards, and employs a volunteer cadre that sustains WQW volunteer needs,
proliferates awareness and support of WQW, and reflects WQW values.
1. FY21 Key Results:
a. Number of active volunteers increases to meet expanded program needs
b. Increase WQW Alumni returning to volunteer by 10% year over year.
c. Increase WQW volunteers from areas of historical high donor concentration by 10%
year over year.
d. Launch a corporate partnership engagement plan to foster and recruit groups of
younger active volunteers.
e. WQW successfully recruits major national influencer as a volunteer.
2. FY22 Key Results:
a. Number of active volunteers increases to meet expanded program needs.
b. Increase WQW Alumni returning to volunteer increase by 10% year over year.
c. Increase WQW volunteers from areas of historical high donor concentration by 10%
year over year.
2. Strategic Partnership Strategic Objectives:
351 Evergreen Dr. Ste. A Bozeman, MT 59715
warriorsandquietwaters.org – info@wqwf.org – 406-585-9793
501(c)3 nonprofit – EIN 20-8837637a. WQW creates, sustains, and employs strategic partnerships with like-minded organizations
to meet Warriors’ needs through warm handoffs and collective impact to ensure that no
matter the needs of our Warriors, they gain access to care by walking through WQW’s door.
1. FY21 Key Results:
a. WQW establishes strategic partnerships with vetted organizations that provide
direct services to veterans, transitioning service members and their families in the
following need areas: physical fitness and nutrition, mental fitness,
transition/employment / career assistance, financial fitness, social fitness, and
spiritual fitness.
b. WQW establishes and codifies business rules and standard operating procedures to
establish, manage and track warm handoffs with strategic partners.
c. WQW establishes program proposal for one new Enhanced Mission Experience
Pilot with a strategic partner in one of the need areas identified above.
2. FY22 Key Results:
a. WQW launches a Warrior Case Management program to enable warm-handoffs and
Gold Standard Alumni engagement.
b. WQW implements new Enhanced Mission Experience Pilot with a strategic partner
in one of the need areas identified above.
3. Development Strategic Objectives:
a. WQW identifies, engages, evaluates, solicits, recognizes, and stewards donors in a way
that enables WQW to:
o meet our annual operating expenses;
o meet capital campaign requirements designed to fund program expansion and/or
support requirements
o grow our endowments to the level where annual withdrawals provide 4% of WQW’s
annual operating expenses
o provides funding to ensure WQW’s BDORA is maintained at a level to fund 6 months of
operating expenses.
o Inspires donors to advocate for WQW’s mission, impact, and needs.
1. Q4FY20 Key Results:
a. Executive Director and Director of Development have established portfolios of 100-
125 accounts each. Portfolios contain donors at each of the following levels:
identified, prospect, cultivation, solicitation, and stewardship.
b. Demonstrate commitment to ethical and best practice fundraising by DD obtainment
of CFRE.
c. Lead a national conversation on Veterans’ issues through a co-hosted panel
discussion with the MSU Leadership Institute.
d. Execute 10 in-person or virtual “meet and greets” for groups of 8-10 people.
e. Executive director has conversations with 5 donors weekly.
351 Evergreen Dr. Ste. A Bozeman, MT 59715
warriorsandquietwaters.org – info@wqwf.org – 406-585-9793
501(c)3 nonprofit – EIN 20-8837637f. Some form of contact with top 25 donors within DD and ED portfolios every other
month.
g. Finalize 2021 Development Plan by December 31.
h. Demonstrate commitment to the mission through 100% BOD and NAB Giving.
i. Add planned giving language examples to website.
j. Add Donor Bill of Rights to website.
k. Execute quarterly reconciliation in conjunction with Controller and Development
Associate
2. FY21 Key Results:
a. Plan and execute Warrior Taste Fest (WTF) 2021 and 2021 WQW Golf Tournament
fundraisers.
b. Launch monthly donor program complete with value added component.
c. Develop printed collateral to support fundraising asks and stewardship, connecting
financial investment to social impact.
d. Implement online donation platform capable of processing recurring donations,
memoriam/honorarium donations, and peer-to-peer campaigns.
e. Create naming rights program ranging from $500-$100’000+ and capital
improvements plan in alignment with strategic program priorities and capital needs.
f. Increase donor retention rate to 60%.
g. Submit two joint grant proposals with strategic partners.
h. Increase grant requests by 10% year over year.
i. Institute a prospect research tool to enhance donor research capabilities including
planned and major gift identification.
j. Increase number of deferred gift annuities by 10% year over year.
k. Demonstrate commitment to the mission through 100% BOD and NAB Giving.
l. Execute quarterly reconciliation in conjunction with Controller and Development
Associate.
m. Executive director and Director of Development have conversations with 5 donors
weekly; DD has two in-person donor meetings per week; ED has one in-person donor
meeting per week.
3. FY22 Key Results:
a. Plan and execute WTF 2022 and 2022 WQW Golf Tournament fundraisers.
b. Increase donor retention rate to 65%.
c. Submit three joint grant proposals with strategic partners.
d. Increase grant requests by 10% year over year.
e. Increase number of deferred gift annuities by 10% year over year.
f. Demonstrate commitment to the mission through 100% BOD and NAB Giving.
g. Execute quarterly reconciliation in conjunction with Controller and Development
Associate.
351 Evergreen Dr. Ste. A Bozeman, MT 59715
warriorsandquietwaters.org – info@wqwf.org – 406-585-9793
501(c)3 nonprofit – EIN 20-8837637h. Executive director and Director of Development have conversations with 5 donors
weekly; DD has two in-person donor meetings per week; ED has one in-person donor
meeting per week.
4. Communications & Marketing Strategic Objectives:
a. Marketing & Communications promotes and supports WQW Programming to raise
awareness to support current programs and proposed, future programs throughout the
year.
1. Q4FY20 Key Results:
a. Create and distribute weekly marketing and communication collateral (emails,
eNewsletters and social media posts) to promote the 2021 FX season to potential
participants and alumni.
b. Create and distribute weekly marketing and communications collateral (emails
and social media posts) to promote awareness of WQW’s two 2021 Family
Programs, two Transition Mission Experiences, and two Enhanced Mission
Experiences.
c. Announce/promote partnership (eNewsletter and social media) with educational
institution organization on WQW’s development of a long-term evaluation
system.
d. Launch and market monthly ED Blog on each eNewsletter.
2. FY21 Key Results:
a. Create and distribute weekly marketing and communication collateral (emails,
eNewsletters and social media posts) to promote the 2022 FX season, including
new programming, to potential participants and alumni.
b. Promote Alumni participation in WQW programs as volunteers, through monthly
storytelling using associated social media posts and eNewsletters.
c. In coordination with Program, market new Alumni Portal to alumni warriors.
d. Develop marketing plan to recruit corporations as part of an engagement plan
to foster and recruit groups of younger, active volunteers.
e. Market new major national influencer as a volunteer (eNewsletters, social
media).
f. Develop marketing partnership with new strategic program partners.
g. Announce/promote results of WQW season evaluations (Impact reports, emails,
social media, blog, and annual report).
3. FY22 Key Results:
a. Create and distribute weekly marketing and communication collateral (emails,
eNewsletters and social media posts) to promote the 2023 FX season, including
new programming, to potential participants and alumni.
351 Evergreen Dr. Ste. A Bozeman, MT 59715
warriorsandquietwaters.org – info@wqwf.org – 406-585-9793
501(c)3 nonprofit – EIN 20-8837637b. Promote Alumni participation in WQW programs as volunteers, through monthly
storytelling using associated social media posts and eNewsletters.
c. Promote Warrior Case Manager through emails, website posts/blog, and social
media.
d. Announce/promote results of WQW season evaluations (Impact reports, emails,
social media, blog, and annual report).
b. Marketing & Communication promotes and supports Development efforts to raise funds
and awareness of WQW Programs.
1. Q4FY20 Key Results:
a. Send a minimum of 5 and maximum of 8 segmented email communications (to
each segment) targeting small dollar donors using alumni testimonials and
success stories for different segments.
b. Announce/promote partnership with educational institution organization on
WQW’s long-term evaluation system to potential and current donors (social
media, eNewsletters, and blog).
c. Use 2020 program evaluation results in Annual Report, Impact Reports, and on
website.
2. FY21 Key Results:
a. Send a minimum of 5 and maximum of 8 segmented email communications (to
each segment) targeting small dollar, recurring monthly, large individual, and
corporate donors using alumni testimonials and success stories for different
segments.
b. By end of Q1FY21, develop detailed marketing plans for 2021 WTF and 2021 Golf
Tournament.
c. Use 2021 program evaluation results in Annual Report, Impact Reports, and on
website.
d. Develop marketing partnership with new strategic partners to raise awareness of
the efforts of each partner.
e. Announce/promote results of WQW season evaluations (Impact reports, emails,
social media, blog, and annual report).
f. Market new Alumni Portal / App to donors and potential donors in an Impact
Report on website, social media, and emails.
g. Market new monthly donor program to perspective members (eNewsletters,
social media).
3. FY22 Key Results:
a. Send a minimum of 5 and maximum of 8 segmented email communications (to
each segment) targeting small dollar, recurring monthly, large individual, and
corporate donors using alumni testimonials and success stories for different
segments.
351 Evergreen Dr. Ste. A Bozeman, MT 59715
warriorsandquietwaters.org – info@wqwf.org – 406-585-9793
501(c)3 nonprofit – EIN 20-8837637b. By end of Q1FY21, develop detailed marketing plans for 2022 WTF and 2022 Golf
Tournament.
c. Use 2021 program evaluation results in Annual Report, Impact Reports, and on
website.
d. Announce/promote results of WQW season evaluations (Impact reports, emails,
social media, blog, and annual report).
c. Marketing & Communication raises awareness of military / veteran issues among our
donors, supporters, participants and other stakeholders .
1. Q4FY20 Key Results:
a. Develop and release a WQW-branded communication (eNewsletter, Social Media)
highlighting the following events (at a minimum):
• 1 Oct (1986) Goldwater-Nichols DOD Reorganization Act signed into Law
• Oct/Nov/Dec: Army Navy Football Game
• Oct/Nov/Dec: Army Air Force Football Game
• Oct/Nov/Dec: Navy Air Force Football Game
• 7 Oct (2001): Anniversary of Operation Enduring Freedom
• 13 Oct: USN Birthday
• 26 Oct (2019): Anniversary of Abu Bakr al Baghdadi killed
• 7 November (2004): Anniversary of Operation Phantom Fury
• 10 Nov: USMC Birthday
b. Once per month, release a WQW-branded “Profiles in Courage” communication
(eNewsletter, Social Media) highlighting WQW Alumni successes.
c. Once per month, release a WQW-branded “Profiles in Service” communication
(eNewsletter, Social media) highlighting WQW Volunteer stories.
d. Develop and release a WQW-branded communication (eNewsletter, Social Media)
highlighting the release of WQW-vetted studies, reports, and news stories of
consequence to military servicemembers, veterans, and their families.
2. FY21 Key Results:
a. Develop and release a WQW-branded communication (eNewsletter, Social Media)
highlighting the following events (at a minimum):
• 28 Jan: US Coast Guard Birthday
• 2 Mar (2002): Anniversary of Operation Anaconda
• 20 Mar (2003): Anniversary of Operation Iraqi Freedom
• 23 Mar (2019) Anniversary of OIRs destruction of ISIS physical “Caliphate”
• 16 April (1987): Establishment of USSOCOM Anniversary (passing of Nunn-
Cohen Amendment)
• 1 May (2011): Anniversary of Osama Bin Laden Killing
• 8 Jun (2006): Anniversary of Abu Musab al-Zarqawi killed
• 14 June: USA Birthday
• 28 June (2005): Anniversary of Operation Red Wings
351 Evergreen Dr. Ste. A Bozeman, MT 59715
warriorsandquietwaters.org – info@wqwf.org – 406-585-9793
501(c)3 nonprofit – EIN 20-8837637• 7 Aug (2014): Anniversary of Operation Inherent Resolve
• 11 Sep: Anniversary of AQ Attacks on Twin Towers and Pentagon
• 18 Sep: USAF Birthday
• 1 Oct (1986) Goldwater-Nichols DOD Reorganization Act signed into Law
• Oct/Nov/Dec: Army Navy Football Game
• Oct/Nov/Dec: Army Air Force Football Game
• Oct/Nov/Dec: Navy Air Force Football Game
• 7 Oct (2001): Anniversary of Operation Enduring Freedom
• 13 Oct: USN Birthday
• 26 Oct (2019): Anniversary of Abu Bakr al Baghdadi killed
• 7 November (2004): Anniversary of Operation Phantom Fury
• 10 Nov: USMC Birthday
*Note: Anniversaries of other major OIF/OEF combat operations can be used in
successive years.
b. Once per month, release a WQW-branded “Profiles in Courage” communication
(eNewsletter, Social Media) highlighting WQW Alumni successes.
c. Once per month, release a WQW-branded “Profiles in Service” communication
(eNewsletter, Social media) highlighting WQW Volunteer stories.
d. Develop and release a WQW-branded communication (eNewsletter, Social Media)
highlighting the release of WQW-vetted studies, reports, and news stories of
consequence to military servicemembers, veterans, and their families.
3. FY22 Key Results:
a. Develop and release a WQW-branded communication (eNewsletter, Social Media)
highlighting the following events (at a minimum):
• 28 Jan: US Coast Guard Birthday
• 2 Mar (2002): Anniversary of Operation Anaconda
• 20 Mar (2003): Anniversary of Operation Iraqi Freedom
• 23 Mar (2019) Anniversary of OIRs destruction of ISIS physical “Caliphate”
• 16 April (1987): Establishment of USSOCOM Anniversary (passing of Nunn-
Cohen Amendment)
• 1 May (2011): Anniversary of Osama Bin Laden Killing
• 8 Jun (2006): Anniversary of Abu Musab al-Zarqawi killed
• 14 June: USA Birthday
• 28 June (2005): Anniversary of Operation Red Wings
• 7 Aug (2014): Anniversary of Operation Inherent Resolve
• 11 Sep: Anniversary of AQ Attacks on Twin Towers and Pentagon
• 18 Sep: USAF Birthday
• 1 Oct (1986) Goldwater-Nichols DOD Reorganization Act signed into Law
• Oct/Nov/Dec: Army Navy Football Game
• Oct/Nov/Dec: Army Air Force Football Game
351 Evergreen Dr. Ste. A Bozeman, MT 59715
warriorsandquietwaters.org – info@wqwf.org – 406-585-9793
501(c)3 nonprofit – EIN 20-8837637• Oct/Nov/Dec: Navy Air Force Football Game
• 7 Oct (2001): Anniversary of Operation Enduring Freedom
• 13 Oct: USN Birthday
• 26 Oct (2019): Anniversary of Abu Bakr al Baghdadi killed
• 7 November (2004): Anniversary of Operation Phantom Fury
• 10 Nov: USMC Birthday
b. Once per month, release a WQW-branded “Profiles in Courage” communication
(eNewsletter, Social Media) highlighting WQW Alumni successes.
c. Once per month, release a WQW-branded “Profiles in Service” communication
(eNewsletter, Social media) highlighting WQW Volunteer stories.
d. Develop and release a WQW-branded communication (eNewsletter, Social Media)
highlighting the release of WQW-vetted studies, reports, and news stories of
consequence to military servicemembers, veterans, and their families.
5. Business Operations Strategic Objectives:
a. Facilities. WQW facilities will be continued to be maintained at the highest standards of
efficiency, comfort, and safety available for the warriors, caregivers, and their families.
1. Q4FY20 Key Results:
a. Budget for increased QWR use for projects supporting new FY21 program
requirements.
b. Budget for scheduled and unscheduled maintenance costs, both at QWR and WQW
office spaces.
c. Complete planning and scheduling for major FY21 maintenance and program
support projects based on increased program events.
d. Identify maintenance projects on the Capital Reserve Study that need to be
completed, those that can be completed if funds are available, and those that can
be pushed into future years.
2. FY21 Key Results:
a. Develop and implement a WQW Master Facilities Plan.
b. Budget for increased QWR use for projects supporting new FY21 program
requirements.
c. Budget for scheduled and unscheduled maintenance costs, both at QWR and WQW
office spaces.
d. Complete planning and scheduling for major FY22 maintenance and program
support projects based on increased program events.
e. Identify maintenance projects on the Capital Reserve Study that need to be
completed, those that can be completed if funds are available, and those that can
be pushed into future years.
f. Review all property insurance policies to ensure coverage is sufficient, due to
increasing rebuild costs in the Gallatin Valley.
351 Evergreen Dr. Ste. A Bozeman, MT 59715
warriorsandquietwaters.org – info@wqwf.org – 406-585-9793
501(c)3 nonprofit – EIN 20-88376373. FY22 Key Results:
a. Budget for increased QWR use for projects supporting new FY22 program
requirements.
b. Budget for scheduled and unscheduled maintenance costs, both at QWR and
WQW office spaces.
c. Complete planning and scheduling for major FY23 maintenance and program
support projects based on increased program events.
d. Identify maintenance projects on the Capital Reserve Study that need to be
completed, those that can be completed if funds are available, and those that
can be pushed into future years.
e. Solicit decision from Board of Directors on status of WQW office tenant lease
renewal, based on total personnel strength/space requirements. Lease ends on
June 30, 2023.
f. Review all property insurance policies to ensure coverage is sufficient, due to
increasing rebuild costs in the Gallatin Valley.
b. Finance. Identify the resources needed to execute the Strategic Plan, ensure compliance
with all legal financial requirements, and adherence to sound accounting principles that
ensure fiscal responsibility and build public trust.
1. Q4FY20 Key Results:
a. Gain approval of Capital Reserve Study maintenance endowment and Semper Fi LLC
account balance objectives for 30-year coverage of all required maintenance at QWR
and office building.
b. Identify and gain board approval of long-term objective for Operations Endowment.
c. Gain approval of the FY21 budget, incorporating new programs and resource
requirements, if required.
d. Implement a financial dashboard to provide real-time financial data to WQW
stakeholders.
e. Continue to pursue all state and federal grants as they become available to minimize
the impact COVID-19 related fundraising challenges.
2. FY21 Key Results:
a. Monitor endowment portfolio performance relative to established long-term
goals and make appropriate recommendations to the BOD.
b. Execute FY22 budget process in August to account for expanded, year-round
programming requirements and increased budgets.
c. Select online accounting software with the capabilities to increase reporting visibility,
access, and turnaround time.
3. FY22 Key Results:
a. Monitor endowment portfolio performance relative to established long-term
goals and make appropriate recommendations to the BOD.
351 Evergreen Dr. Ste. A Bozeman, MT 59715
warriorsandquietwaters.org – info@wqwf.org – 406-585-9793
501(c)3 nonprofit – EIN 20-8837637b. Expand financial software automation through new systems and internal controls, to
ensure our audit opinions on internal controls and financial representations remain in
good standing.
c. Staffing/HR. Hire and retain the right people and ensure they are in the filling the roles in
which they can maximize their potential and WQW’s effectiveness and impact in an
environment that provides opportunities for growth and a safe work environment.
1. Q4FY20 Key Results:
a. In accordance with WQW’s Personnel Policy, complete review of compensation,
benefits, and other personnel policies to ensure they are fair, equitable and
competitive.
b. Identify potential gaps in staffing that affect FY21 budget process.
2. FY21 Key Results:
a. In accordance with WQW’s Personnel Policy, complete review of compensation,
benefits, and other personnel policies to ensure they are fair, equitable and
competitive.
b. Identify potential gaps in staffing that affect FY22 budget process.
3. FY22 Key Results:
a. In accordance with WQW’s Personnel Policy, complete review of compensation,
benefits, and other personnel policies to ensure they are fair, equitable and
competitive.
b. Identify potential gaps in staffing that affect FY22 budget process.
d. Asset Management. Assess, manage, accept/acquire assets to meet the organizations
resource requirements.
1. Q4FY20 Key Results:
a. WQW Capital Reserve Studies approved and implemented, to ensure the WQW
maintenance endowment and office maintenance funds are adequately funded for the
next 30 years, covering all maintenance expenses.
2. FY21 Key Results:
a. Publish a Facilities Master Plan Policy, which will set forth long-term growth, goals,
development and vision for WQW’s buildings and infrastructure.
b. Publish an Endowment Reinvestment Policy which outlines investment strategy,
withdrawals, caps to endowments, creation of new endowments and selection criteria
for investment firms.
3. FY22 Key Results:
a. Review of Capital Reserve Study for alignment with WQW strategic objectives
and/or new construction.
351 Evergreen Dr. Ste. A Bozeman, MT 59715
warriorsandquietwaters.org – info@wqwf.org – 406-585-9793
501(c)3 nonprofit – EIN 20-8837637e. Information Technology. IT systems maximize organizational effectiveness and efficiency
in balance with cost-effectiveness.
1. Q4FY20 Key Results:
a. Complete semi-annual IT asset inventory and assessment.
b. Identify systems or additional assets required for increased program/personnel and
incorporate into FY21 budget.
2. FY21 Key Results:
a. Complete a professional review of data security by outside consultant.
b. Complete data use/protection policy with outside attorney.
c. Complete semi-annual inventories and systems assessment.
d. Identify systems or additional assets required for increased program/personnel,
incorporate into FY22 budget.
3. FY22 Key Results:
a. Complete semi-annual inventories and systems assessment.
b. Identify systems or additional assets required for increased program/personnel,
incorporate into FY22 budget.
351 Evergreen Dr. Ste. A Bozeman, MT 59715
warriorsandquietwaters.org – info@wqwf.org – 406-585-9793
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