The GRVLT created its first Strategic Plan in 2005. The Plan outlines the organization’s goals through 2010 and describes how the Board and Staff intend to achieve them.
During a two-day retreat, the Board discussed and refined their overall vision for the organization. The 20 goals developed and listed in the Plan directly support this vision. The Board also outlined a series of 73 objectives that outline tasks to be accomplished in support of our goals. For a complete copy of the full plan, please contact the GRVLT office.
The order of the goals does not indicate a priority (they are organized in terms of Committee responsibility). Each of the goals is important and will guide the work of the GRVLT Board and Staff over the next few years.
The need – and demand – for the services of the GRVLT continues to grow. We must act now to conserve the spectacular ranch lands that define the Green River Valley. We hope you will read our Strategic Plan and share with us any comments or questions you may have.
In the current economy, the GRVLT will maintain its fiscal health and exceed customer expectations by:
1. Streamlining Operations
Maintain the fact that $.90 of every $1.00 raised goes to on-the-ground conservation efforts; continue to find ways to become even leaner. Beginning in 10/08, trim at least 25% off of the annual budget for 2008 retool the budget for 2009. Reduce service and support expenses.
2. Increasing Revenues
Incorporate administrative costs into key projects to enable continued sustainability. Explore innovative ways to attract new and larger gifts while continuing to convey clarity of mission and use funds efficiently, effectively, and immediately.
3. Listening to Customers
Listen and learn from the GRVLT’s friends and supporters. Be proactive. Know what our supporters are saying and thinking. Keep the lines of communication open, and pay close attention to feedback. Understand more about the needs of the community we serve today, and what they'll need tomorrow. Build and cultivate GRVLT loyalty. Invite supporters to communicate one-on-one with GRVLT Board and Staff.
4. Retaining and Repurposing Expert Staff
Recognize that the GRVLT’s 4 full-time, 3 part-time employees, and 300+ volunteers are its most important resource, but use staff loyalty as a means to meaningfully cut costs. Implement a mix of voluntary salary and benefit cuts. Maintain teamwork and ability to think and work creatively under pressure. Ensure that the GRVLT remains in a position to take full advantage of conservation opportunities and potential support.
5. Relentlessly Reviewing Budget-Versus-Actual
Maintain credibility as a trusted community organization by being financially transparent. Be nimble and quick-to-respond when contingencies are necessary. Engage Board, staff and advisors in understanding the GRVLT’s financial position. Keep supporters informed.
6. Maintaining Stewardship Resources
GRVLT is a stewardship organization at its core and will maintain and develop the personal and financial resources to care for the values that landowners have entrusted to us in perpetuity.
7. Increasing Systems Efficiency to Do More with Less
Maintain emphasis on results and accountability. Sustain the capacity to lead. Keep checks and balances in place.
8. Tailoring Programs to Community Values
Earn community’s respect by involving new people in the organization and evaluating programs and events to decide if they are right for this time. Maintain a strong presence but adjust to be appropriate. Identify target audiences and decide how best to engage them. Make an airtight case for support of our work by showing its on-the-ground impacts.
|
