1. September 6, 2014 Cheryl Turoczy Hart Friends of Tualatin River NWR president@friendsoftualatinrefuge.org

2. “To achieve greatness, start where you are, use what you have, do what you can.” --Arthur Ashe

5.  Vision  Values  Mission  Goals  Objectives

6. Vision Statement —What do you aspire to accomplish as an organization? Value Principles – What do you stand for? Mission Statement – Who are you?

7.  Source of inspiration  Future state  Where you’d like your organization to be in the future

8.  Inspiring – Creates enthusiasm and poses a challenge  Motivating – Clarifies the direction  Purpose-driven – Gives sense of purpose

9. Unite all Service Programs to lead or support ecosystem level conservation. We will achieve this by becoming a more technically capable and culturally diverse organization; through involving stakeholders; through scientific expertise; through land and water management; and, through appropriate regulation.

11.  Cornerstone of all you believe, think and accomplish  Guiding Light  What you stand for

12.  Stewardship: Our ethic is to conserve natural resources for future generations.  People: Our employees are our most valued asset.  Science: Our work is grounded in thorough, objective science.  Partnerships: We emphasize creative, innovative partnerships.  Professionalism: We hold ourselves to the highest ethical standards, strive for excellence and respect others.  Legacy: We ensure the future of natural resource conservation by connecting people with nature.  Service: It is our privilege to serve the American people

13.  What is the purpose of your organization?  What do you want to accomplish?  Simply explain who you are and why you exist.

14. Friends of Tualatin River National Wildlife Refuge support the development of Tualatin River National Wildlife Refuge (TRNWR). We are dedicated to restoring and protecting Refuge habitats as well as providing wildlife education and recreation.

15. To benefit and refresh everyone who is touched by our business Make the best product, cause no unnecessary harm, and use business to inspire and implement solutions to the environmental crisis

17.  How are you going to arrive at your vision?  How will you achieve your mission?  Based on the outcome of your SWOT Analysis

18.  To build membership  To increase donations  To improve trails

19.  Quantitative  What needs to be done to meet your goals

20. GOALOBJECTIVE  To build membership  To increase donations  To improve trails  By 10% by the end of this calendar year  By 15% by end of 2015  By end of the 2015 season

21. “The best way to predict the future is to create it” --Peter Drucker, Management Expert You’ve got to be careful when you don’t know where you are going because you might not get there.” --Yogi Berra

22. Stage #1: Idea Develop a vision and a mission

23. Stage #2: Start-up Share vision

24. Stage #3: Growth Formalize by writing a Strategic Plan

25. Stage #4: Maturity Remain mission-centered

26. Stage #5: Decline Rebuilding start-up stage and vision Accept termination with grace or commit to organizational renewal

27.  Stage # 6: Turnaround Back to the basics of start up

28.  Stage # 7: Terminal Time to turn off the lights and go home

29.  It is not a CCP, an Annual Work Plan, nor a Business Plan  It is not in the mind of one or a few people  It is not, “Lets do what we’ve always done only a little more or a little less and see where we end up.”  It is not designed to “save” unsuccessful programs (although it has been known to “save” unsuccessful organizations)

30. “In preparing for battle, I have always found that plans are useless, but planning is indispensable.” --Dwight D. Eisenhower

32. The future is not some place we are going to, but one we are creating. The paths are not to be found but made, and the activity of making them changes both the maker and the destination.” --John Schaar, Political Theorist

33. Small group Include “nay-sayers” as well as advocates Ask for volunteers then recruit for the missing points of view Internal and external

34. Consultant or no consultant, that is the question. Consider:  Experience of Board and Staff  Budget  Availability of the right person

35. “Remember: Amateurs built the Ark. Professionals built the Titanic.”

36. PROSCONS  A knowledgeable guide  Someone who accepts responsibility for getting through the process  Someone to lead the data collection  Someone to WRITE the plan  Finding the right consultant is not easy and so important  Cost  Not familiar with your organization

37. PROSCONS  Familiarity with your organization  Less expensive  Hard to find someone who understands Strategic Planning  Huge time commitment  The SP leader should not contribute to the content

38. Getting all the balls in the air “We should all be concerned about the future because we will have to spend the rest of our lives there.” --Charles F. Kettering, American Inventor

39. Internal Strengths: In what ways are you simply amazing? Weaknesses: What are you not so good at? What is missing? External Opportunities: What resources are available that you have not yet taken advantage of? Threats: What may get in the way of your reaching your goals?

40. Strengths:Weaknesses:

41. Opportunities:Threats:

42. Stakeholder Assessment  Who are our partners?  How can we get them to participate?  How reliable is the information they provide?

43. Focus Groups

44. Surveys  Phone or in person

45. Surveys  Written

47. What to expect and not to expect when it comes to a Strategic Plan

48. “Planning is a continuous process. It follows that plans are ever-changing. Consequently, a planner’s most important tools are pencil, paper and a damned good eraser.”

49.  Good Strategic Planning takes time, lots and lots of time.  In fact, good Strategic Planning never ends

50.  Each part of a Strategic Plan informs and guides the next part  Each part of a Strategic Plan informs and guides the part before it

51. “The plan may be worthless but the process is priceless. --Dwight Eisenhower

52. Hope is not a strategy!

53. 5.e Special Events GOAL: the Refuge and Friends will host special events and festivals throughout the year to attract visitors to the Refuge and connect people with nature. The location of this urban refuge allows for a greater number of people to attend these events, and reaching a demographic that might not have much exposure to nature.

54. Objective(s)Strategy(s)Lead(s)Action(s)BudgetSchedule Completion Date and Results Objective 5e-1: Increase Refuge visitation and visitor diversity, with an outreach emphasis on our underserved audiences. Strategy 5e-1a: Provide interesting and relevant activities that are new and engaging. TRBF planning committee EE Photo Society Visitor Services 1. Create committee 2. Focus on Refuge Improvement Act that designated the “Big 6” priorities(hunti ng, fishing, wildlife observation, wildlife photography, EE and interpretation) … $5K allocated for TRBF/ Native Plant Sale must be self sustaining $??FON Sept. begin planning for TRBF/ Native Plant sale ?? begin planning for Focus on Nature TRBF Meets the first Tues. of each month. TRBF set for May 17, 2014 Native Plant Sale April 26, 2013 Focus on Natur e 2014 ?

55. * Strategic Plans on the Shelf

56. “A fool with a plan can beat a genius with no plan.” --T. Boone Pickens

58. What we think we become” --Buddha