Strategic Plan Webinar Presentation

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Information about Strategic Plan Webinar Presentation

Published on March 1, 2009

Author: thomashm

Source: slideshare.net

Description

Buffalo Olmsted Parks Conservacy Strategic Plan Presentation

Buffalo Olmsted Parks Conservancy 2008 – 2012 Strategic Plan Presented to the Board of Trustees July 31, 2008 and August 7, 2008 logo

With Special Appreciation to Trustees Jerry Castiglia David Colligan Florence Johnson, ad hoc Anne Harding Joyce, Chair Mark Mistretta Alan Pawlowski Gary Mucci Bill Rupp, ad hoc The Strategic Plan Action Committee Staff Brian Dold Patty Mertens Thomas Herrera-Mishler, CEO Bob Stotz Joy Testa-Cinquino Clear Intent Strategy, Inc. Melissa S. Kelly-McCabe, primary Jennifer Comeau

Trustees

Jerry Castiglia

David Colligan

Florence Johnson, ad hoc

Anne Harding Joyce, Chair

Mark Mistretta

Alan Pawlowski

Gary Mucci

Bill Rupp, ad hoc

Context We are embarking on a new era , defined by the Plan for the 21 st Century We have developed an assertive and innovative Strategic Plan We have a passionate commitment to preserving, restoring, and renewing our unique community asset We succeed when people come into and enjoy the parks – from all over the world… seek us out as a destination

We are embarking on a new era , defined by the Plan for the 21 st Century

We have developed an assertive and innovative Strategic Plan

We have a passionate commitment to preserving, restoring, and renewing our unique community asset

We succeed when people come into and enjoy the parks – from all over the world… seek us out as a destination

What We Do and Why Our Mission: The Buffalo Olmsted Parks Conservancy, (BOPC), a 501c3 not-for-profit, independent, community organization that promotes, preserves, restores, enhances and ensures maintenance of Olmsted Parks and Parkways in the greater Buffalo area to guarantee Olmsted park experiences for current and future generations. Ultimately, we work to achieve our Core Purpose: To honor yesterday’s heritage, enhance the quality of life today for neighbors and visitors and create a legacy for the Buffalo of tomorrow.

Our Mission:

The Buffalo Olmsted Parks Conservancy, (BOPC), a 501c3 not-for-profit, independent, community organization that promotes, preserves, restores, enhances and ensures maintenance of Olmsted Parks and Parkways in the greater Buffalo area to guarantee Olmsted park experiences for current and future generations.

Ultimately, we work to achieve our Core Purpose: To honor yesterday’s heritage, enhance the quality of life today for neighbors and visitors and create a legacy for the Buffalo of tomorrow.

Core Values We believe in… Building Our Olmsted Jewel. We believe that the Buffalo Olmsted Parks System must be protected and rehabilitated to preserve and restore the historic integrity of Olmsted’s vision, and that the system must expand to connect the Olmsted parks throughout the city and connect to the Niagara River Greenway. The system must be branded as a unique and historic landscape. Equal Access. We believe that there must be diverse and equitable use of the park system within its intended use.

We believe in…

Building Our Olmsted Jewel. We believe that the Buffalo Olmsted Parks System must be protected and rehabilitated to preserve and restore the historic integrity of Olmsted’s vision, and that the system must expand to connect the Olmsted parks throughout the city and connect to the Niagara River Greenway. The system must be branded as a unique and historic landscape.

Equal Access. We believe that there must be diverse and equitable use of the park system within its intended use.

We strive for … Respect. We believe that operating from a foundation of respect and dialogue enables appropriate conduct, collaboration and interaction between and among individuals, with community partners and with park users. Safety and Security. We believe that the park system must be safe and secure. Sustainability. We believe that our system is best served with sustainable strategies of historic integrity, ecological diversity, and green design. We believe that the system must be managed and maintained through best management practices to achieve public use. Working Together. We believe that partners must be involved to ensure meaningful participation by the community, and that well-maintained parks and parkways should be used as a community and economic development strategy for adjacent neighborhoods. Guiding Principles

We strive for …

Respect. We believe that operating from a foundation of respect and dialogue enables appropriate conduct, collaboration and interaction between and among individuals, with community partners and with park users.

Safety and Security. We believe that the park system must be safe and secure.

Sustainability. We believe that our system is best served with sustainable strategies of historic integrity, ecological diversity, and green design. We believe that the system must be managed and maintained through best management practices to achieve public use.

Working Together. We believe that partners must be involved to ensure meaningful participation by the community, and that well-maintained parks and parkways should be used as a community and economic development strategy for adjacent neighborhoods.

Vivid Description of Our Future* In 2019, the Buffalo Olmsted Parks Conservancy is … A leading destination of connected historic parks, where landscape is art, education and advocacy are second to none, and where the fabric of the City is stitched together according to an ingenious System Plan. As forward-thinking leaders, the Buffalo Olmsted Parks Conservancy dialogues and collaborates to promote stewardship and ensure financial viability. Buffalo Olmsted Parks Conservancy - a leading authority. Buffalo Olmsted Parks Conservancy - stewards of the Buffalo Olmsted Parks and parkways ~ a world class system connecting people with nature, beauty and history. *Note: Full Vivid Description is contained in our Strategic Plan.

In 2019, the Buffalo Olmsted Parks Conservancy is …

A leading destination of connected historic parks, where landscape is art, education and advocacy are second to none, and where the fabric of the City is stitched together according to an ingenious System Plan.

As forward-thinking leaders, the Buffalo Olmsted Parks Conservancy dialogues and collaborates to promote stewardship and ensure financial viability.

Buffalo Olmsted Parks Conservancy - a leading authority.

Buffalo Olmsted Parks Conservancy - stewards of the Buffalo Olmsted Parks and parkways ~ a world class system connecting people with nature, beauty and history.

*Note: Full Vivid Description is contained in our Strategic Plan.

Elements of Our Business Model We define our Business Model: Sphere of Control Providing for Our Park Users Taking Care of Our Environment Restoring the Buffalo Olmsted Parks System Revenue Sources Capital Revenue Sources Annual Operating Sources Partners and Collaborators Volunteer Guild Staff and Work Environment Equipment and Tools Technology

We define our Business Model:

Sphere of Control

Providing for Our Park Users

Taking Care of Our Environment

Restoring the Buffalo Olmsted Parks System

Revenue Sources

Capital Revenue Sources

Annual Operating Sources

Partners and Collaborators

Volunteer Guild

Staff and Work Environment

Equipment and Tools

Technology

Long-Term Strategic Themes Strategic Theme 1: Excellence in Infrastructure and Operations Strategic Theme 2: Build Our Brand Strategic Theme 3: Institute Programming Strategic Theme 4: Execute the Plan for the 21st Century Strategic Theme 5: Controlled Focus on Strategic External Projects

Strategic Theme 1: Excellence in Infrastructure and Operations

Strategic Theme 2: Build Our Brand

Strategic Theme 3: Institute Programming

Strategic Theme 4: Execute the Plan for the 21st Century

Strategic Theme 5: Controlled Focus on Strategic External Projects

Two Major Time Periods Era 1 (2008 - 2012): Add the Muscles. Build capacity. Gain visibility. Build human and financial resources. Become known for our brand and programs. Implement priority Plan for the 21 st Century projects. Present for specific strategic external projects. Era 2 (2013 - 2019): Flex the Muscles. Leverage our brand and programs. Sought as a thought leader. Radically grow our income and capital sources. Implement priority Plan for the 21 st Century projects.

2008 – 2012 Strategic Plan Strategic Goal 1. To build internal capacity Measurables 5,000 members Reserve fund 4% of annual operating fund Best practices program ~ customer satisfaction, safety record Goals for operations Educational/experience levels of staff per plan Strategy 1.1 Build a growth-oriented, strong, and contributing Board of Trustees Strategy 1.2 Build human capital of staff and volunteers with internal clear messaging and communication, and a culture of operational improvement Strategy 1.3 Institute aggressive exponential growth and build our portfolio of earned and contributed revenue streams Strategy 1.4 Implement technology improvements Strategy 1.5 Secure needed equipment and facilities to leverage our staff skills and improve park experiences

Strategic Goal 1.

To build internal capacity

Measurables

5,000 members

Reserve fund 4% of annual operating fund

Best practices program ~ customer satisfaction, safety record

Goals for operations

Educational/experience levels of staff per plan

2008 – 2012 Strategic Plan Strategic Goal 2. To create a brand that represents who we are and what we do Measurables Create a brand Survey – Market Research Strategy 2.1 To ensure one consistent high quality graphic voice that communicates who we are in all external environments

Strategic Goal 2.

To create a brand that represents who we are and what we do

Measurables

Create a brand

Survey – Market Research

2008 – 2012 Strategic Plan Strategic Goal 3. To provide access to high quality programming and venues where they currently do not exist Measurables Number out of town visitors Economic impact on regional tourism Membership trends Reach/impact in programs Strategy 3.1 Focus programming on under-served populations and regional program gap areas Strategy 3.2 Serve as a tourism destination focusing on providing a high quality visitor experience

Strategic Goal 3.

To provide access to high quality programming and venues where they currently do not exist

Measurables

Number out of town visitors

Economic impact on regional tourism

Membership trends

Reach/impact in programs

2008 – 2012 Strategic Plan Strategic Goal 4. To implement the first five years of the Plan for the 21st Century, systematically Measurables Financial picture 5 year plan completion (Y/N Strategy 4.1 Implement Capital Campaign Strategy 4.2 Implement priority projects

Strategic Goal 4.

To implement the first five years of the Plan for the 21st Century, systematically

Measurables

Financial picture

5 year plan completion (Y/N

2008 – 2012 Strategic Plan Strategic Goal 5. To ensure the Olmsted perspective is implemented in related regional projects Measurables Part of a public works agenda/plan Upper cap of time/effort Strategy 5.1 To be involved appropriately with strategic external projects where they are linked to our mission

Strategic Goal 5.

To ensure the Olmsted perspective is implemented in related regional projects

Measurables

Part of a public works agenda/plan

Upper cap of time/effort

And The Rest 2008 – 2012 Deployment Agenda For each strategy, a five-year deployment agenda lays out the major actions which will be undertaken in each year. 2008 – 2009 Operating Plan An 18-month Operating Plan pulls together short-term strategic actions plus business-as-usual elements with a budget for implementation. Linkage to Personal Plans and Goals It is intended that each Operating Plan element is built into staff personal goals and position descriptions, so that executing the Strategic and Operating Plans is accomplished day-to-day, as people do their work.

Questions and Discussion The Board of Trustees approved the Strategic Plan at the September Board Meeting. Thank you.

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