"Three-Year Strategic Plan"
Three-Year Strategic Plan Revised for the Period July 1, 2009 – June 30, 2012 Final Approved Plan submitted by the NRPA Strategic Planning Committee to the Board of Trustees National Recreation and Park Association October 18, 2008 Baltimore, MD DRAFT NRPA Strategic Plan October 2008 Page 1 of 8 Introduction The Strategic Plan for the National Recreation and Park Association (NRPA) covers the three year period from July 1, 2008 to June 30, 2011 and was adopted by the NRPA Board of Trustees in September 2007. This iteration of the plan updates the initial plan, further refining several objectives. It reflects NRPA’s increasing sophistication and skill with strategic planning as it moves to a more strategic and less tactical focus. Note: When the strategic plan was revised and approved by the Board in October 2007, the plan was structured to serve as a three to five year plan. It was dated to begin in Fiscal Year 2008/2009 and remain in place through Fiscal Year 2010/2011. Given the tradition of the association to add an additional year to the plan each year, the recommended changes to this iteration of the plan include extending the plan through Fiscal Year 2011/2012. The document provides strategic direction for the work of NRPA in order to advance the important work of member professionals and citizen advocates in public parks, recreation and conservation. It also supports pragmatic decision-making by the Board of Trustees in a manner that reflects the best interests of the Association. This strategic plan reinforces the core business lines of NRPA as a national association: Public Awareness Public Policy Citizen and Professional Development Development and Dissemination of the Body of Knowledge The plan has five goals and all goals are equal in importance and priority. Each goal is referred to with a topical heading. Additionally, objectives reflect the overall movement desired to achieve the goal, rather than identifying a specific action or tactic. In this way, multiple solutions may be pursued to achieve the objective, rather than limiting the approach to a specific alternative identified in a more tactical statement. For example, rather than saying “Develop a procedure among national office, state associations and members to identify emerging legislative issues of potential interest” the plan now says “Increase the ability of the national office, state associations and members to identify and respond to legislative issues of national interest.” Because there is more than one way to pursue such an objective, the revised plan now provides more flexibility to determine which way or ways will be most productive. In updating the current strategic plan, the Planning Committee undertook several data collection steps. A discussion of strategic issues was held with the entire NRPA Board of Trustees in May 2008 in Portland. Online surveys were conducted with the general membership, leadership and staff regarding assumptions about the relevant future environment that might affect the plan. The results of the surveys were provided in advance of a three day retreat held in Chicago in July, 2008 and were an integral part of the group’s dialogue and deliberations about the evolution of the strategic plan. Several NRPA department directors participated in the retreat. During the facilitated retreat, the Committee reviewed and updated assumptions about the relevant future environment that might affect the plan and then reviewed the plan for any recommended changes. Emphasis was placed on a review of the goals and objectives. Only minor modifications were recommended, as noted in this document. DRAFT NRPA Strategic Plan October 2008 Page 2 of 8 In addition to updating the existing plan, the group also spent time considering two “mega issues” identified by leadership in the prior planning cycle. A “mega issue” is defined as a strategic issue of critical importance to the organization that has a life span of five to ten years. The Committee, informed by data collected from NRPA Board discussion in May 2008, contemplated the following mega issues: Mega Issue 1: Become a National Organization and Remain Relevant Locally How do we become a national organization and still maintain relevance to the stakeholders who comprise NRPA at the local level? And how do we know this vision is congruent with the desires of members? How do we address both citizen and professional needs? Mega Issue 2 Raise Public Awareness of Parks and Recreation How do we raise the level of public awareness to seek park and recreation opportunities as essential to quality of life, leading to increased funding sources for the public and recreation opportunities? The Committee engaged in a robust dialogue of the two mega issues and will continue discussion and work to document the dialogue and share information with the Executive Committee at their retreat in November. The Committee will draft a background paper to send to the Executive Committee in advance of the retreat to inform the discussion. 2008 Strategic Planning Committee Jodie Adams, NRPA President-elect, Committee Chair - Springfield, MO Linda Kotowski, NRPA President - Aurora, Colorado Tom Farrell, NRPA Past President - Brunswick, Maine Janna Rankin, NRPA Vice-Chair – Alta, Wyoming Judith Anderson, Minneapolis, MN Tracey Crawford, Northbrook, IL Inger Erickson, Phoenix, AZ Michelle Park, Gainesville, FL Ted Shoenborn, NRPA Board Member - Bend, OR Cynthia Tart, NRPA Board Member - Southport, NC Bill Zimmermann, NRPA Board Member - New Rochelle, NY Lois Finkelman, NRPA Chair, ex-officio, non-voting - Dallas, Texas Elizabeth Kessler, President-elect 2008-2009, ex-officio, non-voting – Woodstock, IL NRPA Staff Contributors Barbara Tulipane, Chief Executive Officer Katie Coffroad, Chief Operating Officer Rob Batarla, Chief Financial Officer Mike Kane, Knowledge & Learning Senior Director Lauren Yost, Human Resources Director Strategic Planning Consultant Cate Bower, Tecker Consultants LLC. DRAFT NRPA Strategic Plan October 2008 Page 3 of 8 Definition of Terms Several important terms are used throughout the Strategic Plan, which do not have universally accepted definitions. The following definitions are provided so readers may better understand the intent of the authors during the preparation of this document. Mission: a concise statement of the organization’s reason for being, perpetual Vision: 10-30 year goal describing what the organization seeks to become; an audacious goal that is tangible, energizing, and highly focused Values: essential and enduring tenets of the association; a small set of timeless, guiding principles Goals: timeless, unbounded statements describing the conditions or attributes to be attained Objectives: measurable, attainable milestones to achieve on the way to accomplishing the goal Key Measures/Metrics: describes the market research, trend and usage data that will be collected, analyzed and reported to evaluate the success of strategies and the progress toward accomplishing objectives. Strategies: describe how the organization commits its limited resources to make its vision a reality, and are expressed as activities. Strategies are adaptable by nature and circumstance rather than a rigid set of instructions. Tactics: annual actions and activities that determine how resources will be focused to maximize effectiveness and efficiency in achieving the objectives; describe ways to achieve objectives through program, organizational structure and operational initiatives. Core business lines: the primary areas in which the Association focuses its efforts and energy to achieve the mission DRAFT NRPA Strategic Plan October 2008 Page 4 of 8 National Recreation and Park Association Mission Statement To advance parks, recreation and environmental conservation efforts that enhance the quality of life for all people. NRPA Core Values Quality and continuous progress in all our efforts A culture of enjoyment, fun and celebration Preservation of the heritage of public parks and recreation The importance of networking , collaboration and partnership Transparency in our decision-making Commitment to inclusion and diversity Service to members and stakeholders Stewardship of the natural environment and park and recreation infrastructure NRPA’s Vision By 2020, every person in America will have convenient access to safe and affordable public park and recreation opportunities. Those public park and recreational opportunities will: Promote the importance and value of leisure Enhance community vitality Support human development Promote health and wellness Provide quality urban experiences Garner legislative and financial support Foster environmental stewardship NRPA will be a single, unified association advancing the important work of member professionals and citizen leaders in public parks, recreation and conservation. DRAFT NRPA Strategic Plan October 2008 Page 5 of 8 NRPA’s Goals July 1, 2009 to June 30, 2012 Advocacy NRPA’s government relations and advocacy initiatives will result in policy-making, legislation and funding that benefits public parks, recreation and conservation. Knowledge NRPA’s portfolio of high-quality, diversified and relevant education and training resources will provide the knowledge, competency and skill base that both park and recreation professionals and citizen advocates need to lead the field effectively. Awareness The general public, as well as public officials, legislators, and the media, will be more aware of the critical role played by public parks, recreation, and conservation efforts in encouraging healthy lifestyles, promoting environmental stewardship and supporting community livability. Citizen/Professional Collaboration Working together, park and recreation professionals and citizen advocates will be champions for public park, recreation and conservation initiatives. Organizational Excellence NRPA will be an effectively governed, well managed, fiscally sound organization positioned to deliver maximum value to its members and stakeholders. DRAFT NRPA Strategic Plan October 2008 Page 6 of 8 NRPA’s Goals and Objectives July 1, 2009 – June 30, 2012 Advocacy NRPA’s government relations and advocacy initiatives will result in policy-making, legislation and funding that benefits public parks, recreation and conservation. Objectives 1. Increase our capacity to implement a broad based advocacy program that affects funding, policy, and regulations at the national level to benefit public parks, recreation, conservation and environmental stewardship at the local, state and federal levels. 2. Increase the ability of the national office, state associations and members to identify and respond to legislative issues of national interest. 3. Increase our internal capacity to conduct research and our external access to relevant data from similar national organizations, state affiliates, universities and other relevant sources. 4. Strengthen advocacy efforts through enhanced training and opportunities for greater involvement and participation in NRPA’s advocacy agenda by professional, student and citizen members. 5. Improve the association’s ability to increase visibility and mobilize support around emerging issues and legislative initiatives of importance to NRPA. Knowledge NRPA’s portfolio of high-quality, diversified and relevant education and training resources will provide the knowledge, competency and skill base that both park and recreation professionals and citizen advocates need to lead the field effectively. Objectives 1. Regularly assess learning needs of citizen advocates and professionals and the most effective delivery methods for meeting those needs. 2. Develop and deliver relevant, affordable and accessible learning resources and opportunities for citizen advocates and professionals. 3. Adopt innovative methods to assemble and share data, leading practices, research and standards. 4. Regularly assess, develop and deliver standards-based credentialing programs for professionals, agencies, and colleges and universities. 5. Enhance the capability of the profession to attract, develop and retain a high quality, competent park and recreation workforce, reflective of the communities they serve. Awareness DRAFT NRPA Strategic Plan October 2008 Page 7 of 8 Awareness The general public, as well as public officials, legislators, and the media, will be more aware of the critical role played by public parks, recreation, and conservation efforts in encouraging healthy lifestyles, promoting environmental stewardship and supporting community livability. Objectives 1. Establish and expand programs with private and public sector organizations, both not for profit and for profit, whose interests complement those of NRPA. 2. Strengthen and expand the public awareness function within NRPA. 3. Enhance NRPA’s overall media relations effectiveness. 4. Expand the interest of the general public through creative programs and consistent messages. 5. Increase public support for funding of park and recreation facilities and services through national public awareness initiatives. Citizen/Professional Collaboration Working together, park and recreation professionals and citizen advocates will be champions for public park, recreation and conservation initiatives Objectives 1. Increase citizen membership and engagement in NRPA. 2. Strengthen professional members’ understanding of the value of engaging citizen board and commission members, volunteers and other supporters in NRPA. 3. Increase the efforts of professional members to connect their citizen board and commission members and volunteers to NRPA. Organizational Excellence NRPA will be an effectively governed, well managed, fiscally sound organization positioned to deliver maximum value to its members and stakeholders. Objectives 1. Continue to evolve and strengthen the leadership and overall performance of the Association’s governance and structure. 2. Use innovative technology solutions to enhance business operations and member services. 3. Ensure continued fiscal stability and growth through revenue-focused business planning and initiatives. 4. Increase the relevance and value of programs, products and services to better meet member and stakeholder needs. DRAFT NRPA Strategic Plan October 2008 Page 8 of 8