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Buffalo Olmsted Parks Conservacy Strategic Plan Presentation

Buffalo Olmsted Parks Conservacy Strategic Plan Presentation

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Strategic Plan Webinar Presentation Strategic Plan Webinar Presentation Presentation Transcript

  • 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
  • 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
  • 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.
  • 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 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
  • 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.
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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.