Resilient Retreat Unveils 2024-2026 Strategic Plan

The Giving Coast

After reaching the goals laid out in its initial 2020-2023 Strategic Plan, Resilient Retreat, a Sarasota non-profit providing free and confidential support for survivors of abuse, first responders and helping professionals, is looking ahead with its new Strategic Plan for 2024 to 2026. In addition to setting new programming and financial goals, the organization has appointed a new Chair and Vice Chair of its Board of Directors who will ensure that the mission and vision statements remain a focus for the years to come. The newly appointed Chair of the Board is Gino LaMarca, a retired executive with over 30 years of experience in strategic planning, business development and operations. LaMarca is passionate about helping others, and since retiring to Sarasota from Washington, D.C., he has become an active volunteer in the Greater Southwest Florida community. Newly appointed Vice Chair of the Board Ramin Mesghali is the owner of Jack Dean Flooring in Sarasota. Mesghali brings an extensive background in both for-profit and non-profit organizations, ranging from his experience in IT systems and medical records for Premier Health Partners in Dayton, Ohio to his previous role with Computers 2 San Diego Kids, a non-profit providing computers to low-income families through after-school programs. The top goals in the 2024-2026 Strategic Plan include: Assess Resilient Retreat’s strengths along with community needs to design and deliver the most robust, impactful programming, while remaining mission-focused and driven; Build upon Resilient Retreat’s strong and extensive reach with expanded virtual programs and dedicated space, technology and equipment; Implement financial plans and practices to promote the long-term sustainability and growth of Resilient Retreat, exploring additional revenue streams such as coaching, neurofeedback experiences, peer support trainings, conferences and more. Resilient Retreat’s initial 2020-2023 Strategic Plan included the goals of developing the organizational infrastructure to support future growth; piloting and expanding participant-centered, trauma-informed, empowerment-based programming to support the current and evolving needs of the community; planning for and completing a $7M capital campaign to build the Retreat Center and Community Center; and increasing community awareness and engagement locally, regionally, and nationally.

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