Organization & Management

Transcription

1 Strategic Action Plan 3 Organization & Management Greenway Governance Strategies 1: Establish the new Susquehanna Greenway Partnership 2: Develop an Organizational Framework 3: Staff the Susquehanna Greenway Partnership 4: Secure funding for the Susquehanna Greenway 5: Begin Operations of the Susquehanna Greenway Partnership 6: Partnership Measures of Success Since 2001, the Susquehanna Greenway Partnership has managed each phase of the Susquehanna Greenway planning process. The partnership established a planning team and created six Reach Advisory Committees (RACs) that represented the six major geographic areas along the river. The partnership raised money to support the planning work and solicited public input necessary to develop the vision and concept designs of the Susquehanna Greenway. After years of visioning exercises and inventorying existing resources, it is now time to implement the ideas and vision for the Susquehanna Greenway. The Greenways Incorporated/EDAW consultant team worked with the Susquehanna Greenway Partnership Planning Team to discuss and define a variety of governance and organizational strategies for the Susquehanna Greenway. The goal of this work was to articulate a strategy that would be the most appropriate for future implementation of the greenway. 3.0 Greenway Governance Strategy After considering a variety of organizational models and governance scenarios, it was determined that the most viable option is to keep the Susquehanna Greenway Partnership name but change the makeup and duties of the organization. In essence, the initial partnership was an ad-hoc advocacy organization with the responsibility for planning but without sufficient power to implement a Strategic Action Plan. The newly restructured partnership will be the champion for this plan and will oversee implementation of the Susquehanna Greenway vision. The goal of transitioning the Susquehanna Greenway Parntership, from a planning to an implementing organization, will be accomplished using the strategies outlined on the following pages. More detailed descriptions of these strategies and actions may be found in Appendix C. Organization and Management 19

2 Susquehanna Greenway 3.1 Strategy One: Establish the new Susquehanna Greenway Partnership The Susquehanna Greenway Partnership will be established as an independent 501 (c)(3) organization and be physically housed at SEDA-Council of Governments (SEDA-COG) offices in Lewisburg, taking advantage of the organization s central location and the support resources. The partnership will be run by a Board of Directors and staffed by professionals in the field of project development, education and outreach, and fund raising. The partnership will be supported by four regional committees, comprised of state and local governments and private sector organizations. The partnership will also team with other Commonwealth and federal agencies to carry out its duties and responsibilities. Establish the Susquehanna Greenway Partnership as a 501(c)(3) non-profit corporation. 1.) Draft Susquehanna Greenway Partnership legal charter and bylaws. 2.) Contract with SEDA-COG for administrative support, office space and equipment, marketing and promotion, legal, funding, GIS and technical support services. 3.) Reorganize the Reach Advisory Committees to form four Regional Committees. The Regional Committees will be formed based on the following geographic county delineations: North Branch - Susquehanna, Bradford, Wyoming, Lackawanna, and Luzerne counties West Branch - Cambria, Indiana, Clearfield, Centre, Clinton, and Lycoming counties Middle Susquehanna - Union, Northumberland, Columbia, Montour, Snyder, and Juniata counties Lower Susquehanna - Dauphin, Perry, Cumberland, Lancaster, and York counties 4.) Sub-contract with four lead regional organizations (Endless Mountains Heritage Region (North Branch), Northcentral Pennsylvania Conservancy (West Branch), SEDA-COG (Middle Susquehanna), and Lancaster-York Heritage Region (Lower Susquehanna) for Susquehanna Greenway education and outreach services associated with organizing and managing the regional committees. 20 Organization and Management

3 Strategic Action Plan Four Regions of the Susquehanna North Branch West Branch Middle Susquehanna Lower Susquehanna Organization and Management 21

4 Susquehanna Greenway 3.2 Strategy Two: Develop an Organizational Framework The partnership will be governed and managed by a 20 member Board of Directors. The Susquehanna Greenway Planning Team will continue to assist the partnership as an advisory group. The partnership will establish four regional groups: North Branch, West Branch, Middle Susquehanna, and Lower Susquehanna. Staff to the partnership will include an executive director, development officer, and communications and outreach officer. The partnership will undertake all activities necessary to implement the key elements of the greenway program, including education and outreach, planning and design, and project management and operations. 1.) Establish the Susquehanna Greenway Partnership Board of Directors. This 20 member board will represent the four regions and the five greenway benefit areas: community, economy, environment, recreation, and education. Directors should be energetic and influential champions for the greenway, and should be selected for their progressive decision-making capacity. 2.) Establish a Coordinating Committee from the present Susquehanna Greenway Partnership Planning Team. The Coordinating Committee will be essential for maintaining project continuity and shall be authorized to oversee, execute, report, and recommend actions and directions as enacted by the board or for consideration and enactment by the board. 3.) Establish four Regional Committees that will serve as standing committees of the partnership and represent the needs and interests of the North Branch, West Branch, Middle Susquehanna, and Lower Susquehanna regions. Regional Committees will advance the objectives of the Susquehanna Greenway at the local and regional level by identifying, prioritizing, and promoting the development of greenway related programs and projects. Regional committees shall be the focal point for community involvement in greenway implementation activities and events. Regional committees shall be organized and coordinated by a lead regional organization under contract to the Susquehanna Greenway Partnership. 4.) Ad Hoc Committees will be established for the specific purpose of investigating and reporting varied issues and topics relevant to the affairs of the partnership and the advancement of Susquehanna Greenway development in Pennsylvania. 5.) Form State Inter-Agency Team. For the Susquehanna Greenway Partnership to be successful, it will need the investment and support of the Commonwealth of Pennsylvania. This plan recommends the formation of an inter-agency team to assist the partnership in future acquisition, facility development, promotion, and outreach and education efforts. Several state agencies will play a key role in the implementation and management of the greenway serving as advisors to the partnership. 22 Organization and Management

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6 Susquehanna Greenway 3.3 Strategy Three: Partnership Measures of Success It will be important for the Susquehanna Greenway Partnership to be able to measure the success of its work on an annual basis. There are many ways in which success of the partnership can be defined, including: 1) how effective the organization is in building partnerships, 2) how many acres of land become conserved and protected by virtue of greenway implementation and advocacy, 3) how many miles of new public accessible greenway trails are opened each year, and 4) how many acid mine drainage sites are cleaned up in a given year. Two specific actions should be accomplished by the partnership each year. The first is to quantify and tabulate these successes and the second is to prepare an annual report and distribute this report to the public. 1.) Define Measurable Outcomes. A three-year window of opportunity has been defined through this strategic plan, within which the Susquehanna Greenway Partnership will be fully operational. The partnership s success will be measured by how effective it is at leading the implementation program for the greenway. Success will also be defined in terms of how many acres of green space are protected, number of miles of water-based and land-based trails established and opened for public use, number of riparian buffers created, and the number of opportunities for revenue generation that support the activities and operations of the partnership. 2.) Prepare an Annual Report. At the close of each fiscal year, the partnership will be required to prepare an annual report that defines progress made to date on the implementation of the Susquehanna Greenway Action Plan. The report should document progress made in conservation of resources, greenway facility development, programming, tourist promotion, outreach and education, and fund raising. The partnership should be prepared to present its annual report to the 22-member counties, Commonwealth of Pennsylvania, and Federal agency partners. The annual report should also define a specific work program and implementation effort for the upcoming year. 24 Organization and Management

7 Strategic Action Plan 3.4 Strategy Four: Staff the Susquehanna Greenway Partnership There will be three important staff positions of the Susquehanna Greenway Partnership: executive director, development officer, and communications and outreach officer. The employment of the Susquehanna Greenway Partnership staff will be phased in as services are needed and financial resources allow. 1.) Employ an Executive Director (ED). The ED is appointed by and responsible to the Board of Directors for the overall development, management, and execution of the Susquehanna Greenway Action Plan. The ED is not expected to personally carry out all duties required of this program, but is given the responsibility and authority of overseeing them and must work in cooperation with the Board of Directors toward their successful fulfillment. The ED will have the authority to make day-to-day decisions for the organization and will participate in meetings of the board. 2.) Employ a Development Officer (DO). The DO plans, organizes, coordinates, and participates in funding the future development of the Susquehanna Greenway. The DO is responsible for establishing relationships with prospective funders and funding agencies. 3.) Employ an Outreach Officer (OO). The OO will be responsible for marketing and promoting the Susquehanna Greenway Project to interest groups throughout Pennsylvania and the nation. The OO will be asked to develop and/or expand upon the marketing strategy for the Susquehanna Greenway that is defined in the action plan. See Appendix for ED, DO, and COO job descriptions. Organization and Management 25

8 Susquehanna Greenway 3.5 Strategy Five: Secure Funding for the Susquehanna Greenway To fund the operation of the Susquehanna Greenway Partnership, it is recommended that for a period of three years, funds would be raised from the Commonwealth of Pennsylvania and contributions from local governments. 1.) Complete a county outreach program to each of the 22 counties that are within the project study area. This program and presentation should be a brief (20 minute maximum) overview of the project, its history, key findings, and implementation strategies. 2.) Submit Funding Requests to all 22 Counties. Each of the 22 counties will be asked to provide an annual contribution for a period of three years to support the operations of the Susquehanna Greenway Partnership. 3.) Submit Funding Requests to all relevant Commonwealth Agencies and other potential partners. The Commonwealth of Pennsylvania would also be asked to provide an annual funding appropriation for a period of three years. The Commonwealth contribution can come from a variety of sources. Each of the agencies that have supported the planning work for the greenway project should be able to make a sustained commitment to establishing an operating fund for the partnership. 26 Organization and Management

9 Strategic Action Plan 3.6 Strategy Six: Begin Operation of the new Susquehanna Greenway Partnership Full operation of the new Susquehanna Greenway Partnership should commence in In order to begin operation, the partnership must seat a new board of directors, establish an executive committee of the board, and hold four regional committee meetings. 1.) Hold Partnership Board Meetings. The first meeting of the Susquehanna Greenway Partnership Board of Directors should take place no later than Summer Each board member should receive an information packet that includes, at a minimum, organizational bylaws, annual work program, contact information for every individual associated with the organization, organization chart, mission statement, history of the organization, and funding strategy. The time and location of future board meetings should be held at the direction of the board. 2.) Elect an Executive Committee of the Board. The board will also need to establish an Executive Committee of the Board, in accordance with the bylaws at its first meeting. During the first meeting, a Chair, Vice-Chair, Secretary, and Treasurer shall be elected. Typically, the Executive Committee will consist of the officers of the board. 3.) Facilitate Four Regional Committee Meetings. The Regional Committees and Partnership staff, with input from the Board of Directors, will define the location and dates for four regional committee meetings. The intent of these meetings is to continue both the advanced planning and early implementation for the greenway. Regional Committees will be responsible for establishing regional goals and identifying and prioritizing greenway projects for implementation. Organization and Management 27

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