Sacramento Tree Foundation. Executive Summary The most important strategic priorities to address during the span of this plan are to:

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1 Sacramento Tree Foundation Strategic Plan July 2016 June 2019 Approved by a resolution of the full Board on June 17, 2016 Executive Summary The most important strategic priorities to address during the span of this plan are to: 1) Take a leading role in guiding regional, state, and national issues that impact the urban forest. 2) Develop and implement an education and communications plan to reframe the conversations on quantifying tree benefits to focus on canopy and number of trees. 3) Engender service-learning as a core competency for all programs and services. 4) Take a lead role in building and strengthening partnerships that increase urban forest benefits throughout the region. 5) Prepare to effectively address leadership transition, including review and revision of foundational statements (mission, vision, values). 6) Build a more diversified funding base for the organization. Implementation and monitoring: The action items in this plan will be incorporated into each program manager s annual action plan for implementation in the appropriate year. The staff Executive Team will report progress towards plan objectives to the Board of Directors once each quarter. Desired end goals: By the end of this three-year strategic plan period, we will have increased our leadership role in the field of urban forestry, brought a new focus on service learning to our programming, increased our capacity through partnerships, reinvigorated our fundraising activities, and prepared our organization for a potential change in leadership and strategic direction Strategic Plan, Sacramento Tree Foundation page 1

2 Strategic Foundation Statements A. Mission The mission of the Sacramento Tree Foundation is to build healthy, livable communities in the Sacramento region by growing the best urban forest in the nation. B. Core Values Everyday adherence to our core values is essential to achieving our mission. Community Health We believe trees are essential contributors to a community s health and well-being. Education and Engagement We believe the best urban forest is planted, protected and cared for by people who are educated and engaged. Partnership We believe strong, strategic partnerships are key to our regional impact. Science and Research We believe science and evidenced-based research is the foundation for effective urban forest policies, planning, and management. Organizational Health We believe in a business ethic based on excellence, transparency, innovation, integrity, and sound management of people and resources Strategic Plan, Sacramento Tree Foundation page 2

3 C. Vision We envision a time when tree canopy considerations are an integral part of the development and improvement of all neighborhoods throughout the greater Sacramento region. We are dedicated to reaching the widest audience possible in order to share the many linkages between an abundant, healthy urban forest and the quality of life in our region and our planet. Neighborhoods with abundant tree canopy have a powerful impact on air quality, climate change, energy conservation, water quality, economy, comfort, habitat, and public health. Only by achieving maximum tree cover throughout our region can we capture and optimize the remarkable benefits of trees. The regional framework to grow and manage the best urban forest, called Greenprint, will continue to guide the growth of, and investments in, urban forest initiatives. We will make great strides in achieving the goal to plant and steward 5 million new trees region-wide. One million of these trees are targeted for under-resourced, low tree canopy neighborhoods. Four million trees are targeted for our development community to meet the needs of the anticipated 290,000 new homes and neighborhoods in our region by Strategic Plan, Sacramento Tree Foundation page 3

4 Internal and External Trends and Issues Influencing this Strategic Plan The following trends and issues impacting the Sacramento Tree Foundation, both internal and external, were identified by board and staff during open brainstorming meetings in January, 2016: Development and building trends: Development is on the upswing throughout the region. New developments and infill developments have smaller yards, less space for trees. Desire for solar energy is growing and can impact desire for trees. Increased interest in low water use landscapes and less lawn affect tree decisions. Changing demographics of shade tree customers: Millennials are not purchasing homes, which means the average age of homeowners is increasing. Customers have indicated a desire to receive fruit trees. Partnerships: As the benefits of trees become more well known, opportunities for partnerships outside the urban forest world abound: with developers, with cities and counties, with health organizations, with Arbor Day Foundation, with other non profits. Most elected officials don t see trees as solutions/assets; need to build relationships with them. Science: There is a growing body of research available about the benefits of trees and best practices for growing the urban forest. There is a growing interest in the relationship between trees and health, and trees and mental health. There is also a growing interest in engaging citizen scientists to effect change. Funding/finance: Greenhouse Gas funding will grow; STF needs to take a leadership role in guiding where and how it is spent; need to set goals for endowment and financial reserves. s: New engagement program staff and the re-tooling of the Urban Ecology department offer new opportunities. Number of leads for Sac Shade program is declining. SMUD staff for Sac Shade program is retiring. Interest in internships is up. Sac Shade program currently being marketed as free trees rather than free expertise. Technology is changing quickly and will impact the way we work. Tree Foundation People: Need to develop a healthy process/model for Executive Director transition. Staff retention should be addressed. Minimum wage increase will affect bottom line. Lack of fundraising staff should be addressed Strategic Plan, Sacramento Tree Foundation page 4

5 Strategic Priorities, Objectives, and Action Items 1) Take a leading role in guiding regional, state, and national issues that impact the urban forest. a) Develop and execute a work plan to secure Greenhouse Gas Reduction funds to increase urban forest planning, management and tree canopy throughout the Greenprint region. 1. Work with local governments to identify their urban forest Dir. E&E priorities and possible funding sources 2. Develop and market fee-for-service options that align with GGRFrequired activities such as paraprofessional training, volunteer recruitment and management, tree siting, and grant writing 3. Complete a successful, replicable NeighborWoods pilot project in South Sacramento; communicate successes broadly through social media and with press releases to local media 4. Submit additional CalFire GGRF grants to fund continued monitoring and maintenance of South Sac project trees, and to replicate the project in another community (e.g., Del Paso Heights) 5. Continue to participate and influence GHGR funding sources, eligible activities and amount of funding by participating on CalReaf s board policy committee Engagement Exec Director FY18-19 By end of FY19 By end of FY19-19 b) Take a lead role in the compilation of evidence-based research for the development of urban forest policies and best practices in local climate adaptation and resiliency plans. 1. Learn more about policy, best practices and mitigation measures Exec Team related to climate adaptation and resiliency plan requirements. 2. Convene regional Sustainability and Climate Adaptation Directors, and subject matter experts, to have trees and urban forest included in climate adaptation and resiliency plans 3. Create and share best urban forest management practices for a changing climate language that jurisdictions can include in their plans Exec Director, E&E Director Exec Team FY Strategic Plan, Sacramento Tree Foundation page 5

6 c) Take a lead role in the City of Sacramento s development of an Urban Forest Master Plan. 1. Identify and recruit key stakeholders to participate in Exec Dir -18 development of the Plan. 2. Develop and execute a communication plan that shares benefits of the Plan with the public. Exec Dir -18 d) Take a lead role in convening a statewide Urban Forest Congress to produce a shared vision, findings and priorities. 1. Continue to shepherd Urban Forest Congress proposal through Exec Dir CalFire and USFS 2. Play a lead role in defining stakeholders, identifying priorities, and ensuring action-based results. Exec Dir -18 e) Cultivate a strong national and state presence through presentations at urban forest related conferences and initiatives. 1. Create a working list of national, state and regional conferences for staff s review and consideration. Mgrs 2. Identify key topics for development of presentations and papers. Present to STF Staff/Board, and prepare for wider distribution. Mgrs End of each fiscal year f) Continue to take a leadership role in convening and supporting research in urban forest benefits, health and management. 1. Continue to manage contractors to publish Green Prescription Exec Dir articles in peer-reviewed journal 2. Convene a meeting of the Green Prescription Expert Advisory Committee to develop a coordinated communications and outreach plan and determine how to implement. 3. Re-engage with Sacramento Metropolitan Air Quality District and secure funding to complete the Urban Forest for Clean Air research to determine the net benefit of tree canopy to the region s air quality. Exec Dir. Exec Dir FY Strategic Plan, Sacramento Tree Foundation page 6

7 g) Take a lead role in developing evidenced-based policies and best practices for protecting and managing trees on levees. 1. Define and obtain funding for a Tree Working Group to work on vegetation management plan and urban greening projects Exec Director, Special 2. Continue to monitor tree removal activities and policy development at SAFCA, USACOE and DWR; position Tree Foundation experts as spokesperson on these issues with local media Projects Exec Dir ) Develop and implement an education and communications plan to reframe the conversations on quantifying tree benefits to focus on canopy vs. number of trees. 1. Recruit communications professional(s) to work with staff to develop the plan; and utilize a communications intern to assist with implementation of the plan. Exec Director and Director of E&E Edit our website so that this information is visible on the landing page and reflected throughout the content. 3. Recruit media sponsor(s) to promote the reframed conversation during a designated time period. 4. Work with Greenprint elected officials and staff to set canopy goals and include them in municipal and regional plans 5. (See other activities under Climate Adaptation plans (1b) and Elected Official partnerships. (4b) Exec Director and Director of E&E Exec Director and Director of E&E Exec Director, E&E Exec Director and Director of E&E FY ) Engender service-learning as a core competency for all programs and services. a) Build a sustainable and mutually-beneficial internship program. 1. Partner with local universities and community colleges to align Engagement our internship program with college credits and program needs 2. Pilot a fledgling internship program for field staff for the Urban Ecology Department during summer Strategic Plan, Sacramento Tree Foundation page 7

8 3. Evaluate, improve and grow intern program so that internships and citizen scientist opportunities are an integral part of programming. Explore the possibility of securing a communications intern as part of expansion 4. Enrich the learning experience for volunteers by improving/increasing instruction and reflection during volunteer activities, and by increasing the level of volunteer engagement with the organization 5. Evaluate and improve volunteer training at all events, and document volunteer management practices 6. Provide regular training to staff on how to manage and support volunteers 7. Adapt more events to focus on the education and engagement of volunteers, not just getting trees in the ground 8. Model the successes of our episodic volunteer program to build and manage a volunteer program that increase the involvement of volunteers in every possible aspect of the organization Manager Engagement FY18-19 FY18 b) Craft a comprehensive, sustainable Plant Propagation to seamlessly integrate Acorn Harvest, Seed to Seedling, and Seedling to Sapling programs. 1. Cultivate sponsorships for key Plant Propagation Urban opportunities. Ecology 2. Conduct focus groups, interviews, and surveys to evaluate teacher and student experiences and preferences for the Seed to Seedling. 3. Identify and implement steps to improve the user experience, and number of users, of Seed to Seedling program 4. Grow and deepen partnership with correctional facilities to support a larger and more comprehensive program to grow nursery stock Urban Ecology Urban Ecology FY Strategic Plan, Sacramento Tree Foundation page 8

9 4) Take a lead role in building and strengthening partnerships that increase urban forest benefits throughout the region. a) Strengthen relationship with SMUD in the face of changing staff, market demographics, and common links to greenhouse gas reduction and climate adaptation activities. 1. Stay abreast of Sac Shade program staff changes at SMUD; build relationship with new manager E&E 2. Work with SMUD 2x2 team to identify issues, changes, and ways to strengthen relationship and protect the Sac Shade program 3. Work to tie STF work in underserved neighborhoods to SMUD s tie to community; working with SMUD, pitch stories to local media, as appropriate E&E 2x2-19 b) Increase engagement with cities and counties in the region and activate elected official participation. (Also see activities under 1) a) ) 1. Convene Greenprint Summit in and FY19; develop a plan to expand the influence through media outreach Jan 2017, Jan Hold Greening Your Community workshops for elected officials and other high level partners in FY 18 Jan Hold Greenprint Steering Committee meetings every October 4. Secure Greenprint Membership from at least one large partner (City or County of Sacramento) E&E 5. Deliver Greenprint Membership services to members -FY19 c) Reach out to environmental and social justice groups and campaigns to deliver high quality tree care and planting programs in under-resourced communities. d) Leverage, coordinate and support the work of other non-profit urban forest groups in the Greenprint region. 1. Coordinate news and social media outreach with other organizations on key events, announcements and activities to ensure consistent messages Exec Dir. 2. Organize regular gatherings of board and staff to share and learn from one another E&E Strategic Plan, Sacramento Tree Foundation page 9

10 3. Create fee-based menu of services other non-profits could access through STF, such as payroll and benefits Accounting Mgr e) Build and deepen relationships within the development/building industry to implement the Neighborhood Forest Certification program. Action Item 1. Incorporate comments from stakeholders into certification document; revise point system Dept Exec Dir, R Sherry Timeframe May-June Create a short promo piece for initial meetings Special Projects Dir 3. Work with SACOG to identify which developments are Exec Dir, R. considered, planned or in the works Sherry 4. Hold Advisory committee meeting to determine targets for beta testing; identify who/how to reach out to jurisdictions for support; identify STF capacity needs for beta test projects; determine program pricing structure June 2016 May-June 2017 June Jul Confirm and begin process with one or two beta-test developments possibly Stonebridge 6. Based on initial beta test feedback, develop plan and budget to revise and improve program, communicate and roll out to others Exec Dir, R Sherry Q ) Prepare to effectively address leadership transition, including review and revision of foundational statements (mission, vision, values). a) Create a succession plan and timeline. 1. Convene a small ad hoc succession committee of key staff and board members to draft a succession strategy that can be adopted on a flexible timeframe Select Board members 2. Succession committee shall draft a messaging platform that can be used currently until succession date is known 3. Conduct annual evaluations, including successions discussion, with ED every year. Clarify current duties/role/expectations Succession committee Board Exec Comm, 18 and Strategic Plan, Sacramento Tree Foundation page 10

11 b) Define and implement a comprehensive process to review and revise foundational statements. 1. Develop a plan, timeline and budget to engage staff, board and external stakeholders in a comprehensive process to address the review and revision prior to next Strategic Planning process Exec Team FY18 6) Build a more diversified funding base. a) Prepare a board-led plan to increase endowment to $1 million. b) Develop market-based programs and services. 1. Develop fee-for-service activities such as monitoring, grant FY18 writing, and GIS mapping 2. Increase Greenprint Memberships by offering quality services and delivering stellar results 3. Continue to increase NATURE program client base, capacity, and revenue Urban Ecology Ongoing Ongoing c) Cultivate an organization-wide grassroots fundraising culture to increase fundraising activities and unrestricted donations. 1. Develop a plan to recruit board members and an advisory Executive committee specifically to help meet fundraising goals Team 2. Assess current staff capacity and skillsets and develop plan to increase capacity dedicated to development activity through hiring or reorganization 3. Provide training and support to grow board and staff s knowledge, understanding, and willingness to raise funds Exec Team, Executive Team Ongoing Strategic Plan, Sacramento Tree Foundation page 11