Camp Merrie-Woode Strategic Plan

Transcription

1 Camp Merrie-Woode Strategic Plan Adopted May 8, 2012

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3 CAMP MERRIE-WOODE STRATEGIC PLAN I. PROGRAMMING A OFFER A BROAD RANGE OF MISSION- CONSISTENT PROGRAMMING THAT IS RELEVANT TO TODAY S CAMPERS AND THAT BUILDS LIFE- LONG SKILLS AND INTERESTS. Review current programs to ensure that every program is age appropriate, Mission-driven, in keeping with Merrie-Woode s traditions. a. Review revise a program evaluation template, implement evaluation at least every five years. Survey campers annually to ensure that our programs continue to meet current interests. a. Create survey template. b. Assess needs for programming modifications based on survey results. MISSION STATEMENT Merrie-Woode is a sanctuary of rarest beauty which inspires a lasting awareness of God's presence. The Mission of Camp Merrie-Woode is to use that setting to nurture physical, intellectual spiritual growth of girls young women through traditional camp activities outdoor adventures. In this friendly, noncompetitive community of simplified living, each individual is valued for who she is who she will become. VISION STATEMENT To be premier camp in America for girls young women by providing nurturing setting for each girl to discover achieve her own excellence. 1

4 B OFFER AND EMPHASIZE PROFICIENCY AND CONFIDENCE-BUILDING PROGRAMMING TO PROMOTE THE FULL MERRIE-WOODE EXPERIENCE. Encourage each camper s participation in both traditional camp activities adventure-based programs. a. Evaluate camp session calendars to ensure a balance of both traditional camp adventure-based activities. b. Better utilize camp property to promote adventure-based activities. Promote each camper s confidence personal growth through development of her proficiency in all activities. C RECOGNIZE THAT THE MERRIE-WOODE EXPERIENCE EXTENDS BEYOND THE CAMPERS TO ALL MEMBERS OF THE MERRIE-WOODE COMMUNITY, AND BUILD OFF-SEASON PROGRAMS TO DEEPEN AND STRENGTHEN THE RELATIONSHIP BETWEEN THESE CONSTITUENTS AND THE CAMP. Explore year-round opportunities for off-site adventure-based trips on-site sessions for campers, staff, alumnae (e.g., riding, boating, mountaineering, leadership courses). 2

5 II. TRADITIONS VALUE OUR RICH HISTORY AND CHERISHED TRADITIONS AS A CORE ASPECT OF THE MERRIE-WOODE EXPERIENCE. Foster a camp culture in which traditions are valued shared with counselors, campers, parents. a. Share traditions with all counselors during staff orientation. b. Review revise traditions section of parent hbook website to ensure appropriate communications Mission-consistent language. c. Periodically evaluate traditions to ensure consistency with Merrie-Woode Mission. Review record traditions of Camp Merrie-Woode. a. Continue to assimilate pictures information regarding traditions into archives. b. Compile pictures, memories, songs, favorite traditions via social media sites newsletter. c. Continue interviewing alumnae from multiple generations document pertinent information gared. d. Document history of traditions by generation into a permanent format to be maintained by Executive Directors Foundation, including daily vs. session-long traditions. Strategy 3 Foster an alumnae culture in which camp traditions are valued by consistently documenting sharing traditions through all communications. a. Host periodic alumnae garings. b. Highlight traditions from various generations in newsletter, on website social media. c. Develop an alumnae page of website allowing alumnae to connect interact with camp each or. d. Produce a special edition Centennial publication Ripple. e. Create a physical interactive space at camp for archives to be experienced for alumnae to reflect on ir camp memories of traditions. 3

6 III. STAFF AND LEADERSHIP A III. STAFF AND LEADERSHIP RECRUIT AND RETAIN THE HIGHEST QUALITY YEAR-ROUND AND SEASONAL STAFF MEMBERS WHO SUBSCRIBE TO OUR MISSION, SERVE AS ROLE MODELS, TEACH A WITH PASSION AND DEMONSTRATE SINCERE CARING FOR EACH CAMPER. RECRUIT AND RETAIN THE HIGHEST QUALITY YEAR-ROUND AND SEASONAL Strategy STAFF MEMBERS 1 WHO SUBSCRIBE TO OUR MISSION, SERVE AS ROLE MODELS, Research, TEACH WITH develop PASSION implement AND DEMONSTRATE processes SINCERE for effective CARING performance FOR EACH CAMPER. assessments, encourage year-round staff to develop goals that inspire professional growth. a. Work with Executive Directors to establish annual goals implement a Research, develop implement processes for effective performance written annual evaluation of ir performance. assessments, encourage year-round staff to develop goals that inspire professional b. Foster growth. year-round staff s professional development by encouraging a. attendance Work with at seminars Executive Directors leadership to establish development annual conferences. goals implement Include a professional written annual growth evaluation as a component of ir performance. of ir performance review. b. Foster year-round staff s professional development by encouraging attendance at seminars leadership development conferences. Include Continue to shape administrative structure compensation philosophy to professional growth as a component of ir performance review. hire retain highest quality professional seasonal year-round staff. Strategy a. Continue 2 annual review of salary benefit packages for year-round staff. Continue b. Consider to shape implementation administrative of multi-year structure employment compensation arrangements philosophy for to hire designated retain professional highest quality summer professional staff. seasonal year-round staff. a. Continue annual review of salary benefit packages for year-round staff. Strategy b. Consider 3 implementation of multi-year employment arrangements for Achieve designated continuity professional in seasonal summer staff activity staff. leadership positions. a. Review, research, update, implement recruiting methods materials, Strategy using 3 more technology social networking, in order to attract well-qualified Achieve cidates. continuity in seasonal staff activity leadership positions. b. a. Consider Review, research, providing update, incentives implement (beyond recruiting bonuses methods currently provided) materials, for summer using more staff technology to return stay social for networking, multiple sessions. in order to attract well-qualified c. Offer cidates. more certification options to summer staff members. b. Consider providing incentives (beyond bonuses currently provided) for summer staff to return stay for multiple sessions. c. Offer more certification options to summer staff members. 4 4

7 Strategy Strategy 4 4 Implement Implement refine refine distinct distinct programs programs that that develop develop leadership leadership capabilities capabilities of of our our seasonal seasonal staff staff ensure ensure continuity continuity of of leadership leadership within within our our core core programs. programs. a. a. Evaluate Evaluate continue continue to to improve improve Junior Junior Counselor Counselor Counselor Counselor Assistant Assistant programs. programs. b. b. Evaluate Evaluate enhance biennial Counselor Consortium to to emphasize leadership development activities. c. c. Refine develop off-season internship program. d. d. Explore hosting off-season leadership development programming. B MAINTAIN AN EFFECTIVE AND DYNAMIC BOARD OF TRUSTEES THAT EMBRACES THE MISSION, TRADITIONS, AND SPIRIT OF CAMP MERRIE-WOODE. 1 Review evaluate Board s committee structure every five years recommend changes, if if appropriate, to ensure best practices. a. a. Implement an annual Board self-evaluation process. b. b. Ensure effective communication among Directors, Board, its its Committees throughout year. 2 Review ( revise, if if appropriate) Foundation s by-laws to ensure orderly transition of of executive leadership on Board. Strategy 33 Cultivate organize alumnae groups from which future trustees may may be be identified. identified. a. a. Refine Refine alumnae alumnae database database to to include include information information for for networking networking opportunities. opportunities. b. b. Recruit Recruit alumnae alumnae volunteers volunteers offer offer m m opportunity opportunity to to have have rewarding rewarding experiences experiences as as part part of of Merrie-Woode Merrie-Woode family. family. Strategy 4 Strategy 4 Continue to identify alumnae, parents, friends with professional volunteer Continue to identify alumnae, parents, friends with professional volunteer skill sets that would benefit Board. skill sets that would benefit Board. 5 5

8 IV. ENROLLMENT IV. ENROLLMENT ENSURE FULL ENROLLMENT WITH APPROPRIATE WAITING LISTS. 6 Examine size, duration, culture of June, Main, August sessions ENSURE explore program FULL ENROLLMENT offerings that WITH are appropriate APPROPRIATE to each WAITING session LISTS. will maintain our small community atmosphere. Strategy a. Develop 1 an annual comprehensive evaluation plan for all sessions, to include an Examine annual size, survey duration, of returning culture non-returning of June, Main, families, August monitor sessions rates of return, recognize opportunities to encourage campers to move from one session to explore program offerings that are appropriate to each session will maintain anor. our small community atmosphere. a. Develop an annual comprehensive evaluation plan for all sessions, to include an Strategy annual 2 survey of returning non-returning families, monitor rates of return, Collect recognize analyze trends opportunities demographic to encourage data campers to favorably to move position from one Merrie- session to anor. Woode within our target markets attract campers of varied backgrounds, experiences talents who will benefit from contribute to Merrie- Strategy Woode experience. 2 Collect a. Continue analyze to refine trends constituent demographic records in data our to database favorably position use this information Merrie- Woode to within help recruit our target camper markets families attract counselors campers who of support varied backgrounds, our Mission as well as to help better predict future applicant pool of legacy campers. experiences talents who will benefit from contribute to Merrieb. Examine current diversity levels at Merrie-Woode at camps within our Woode experience. peer group to ensure a richer experience for campers give m an ability to a. Continue better succeed to refine an constituent ever increasing records global in our world. database use this information to help recruit camper families counselors who support our Mission as well as to help better predict future applicant pool of legacy campers. Strategy b. Examine 3 current diversity levels at Merrie-Woode at camps within our Develop peer group implement to ensure a marketing richer experience plan for that campers articulates give m value an ability of to Merrie-Woode better succeed experience, in an ever our increasing skill-based global programs, world. culture of each session. Strategy a. Consider 3 engaging a professional marketing consultant to develop marketing plan. Develop implement a marketing plan that articulates value of b. Develop employ technological marketing means (such as website social Merrie-Woode experience, our skill-based programs, culture of media) to complement Merrie-Woode s traditional marketing activities. each session. a. c. Consider Educate current engaging a professional prospective families marketing on consultant availability to develop of financial aid in all marketing plan. communications. b. Develop employ technological marketing means (such as website social media) to complement Merrie-Woode s traditional marketing activities. c. Educate current prospective families on availability of financial aid in all marketing communications.

9 V. LAND AND FACILITIES PRESERVE, MAINTAIN, AND ENHANCE THIS PLACE OF RAREST BEAUTY AND ENSURE THAT ITS USE IS CONSISTENT WITH OUR MISSION AND TRADITIONS. V. LAND AND FACILITIES Ensure that lscaping facility improvements are consistent with our natural setting PRESERVE, Adirondack MAINTAIN, architectural AND ENHANCE style. THIS PLACE OF RAREST BEAUTY AND ENSURE a. Consult THAT ITS Master USE IS Site CONSISTENT Plan of 2008 WITH for information, OUR MISSION guidance AND TRADITIONS. use as a reference for improvements, while modifying according to current facility needs available funding. Strategy b. Establish 1 a set of architectural, aestic, lscape guidelines to serve as a Ensure blueprint that lscaping for enhancement facility improvements of buildings are consistent grounds. with our natural setting Adirondack architectural style. a. Consult Master Site Plan of 2008 for information, guidance use as a Perform an ongoing evaluation of sustainability environmental resources. reference for improvements, while modifying according to current facility needs a. Develop available a forestry funding. management plan implement appropriate b. recommendations. Establish a set of architectural, aestic, lscape guidelines to serve as a b. Review blueprint for revise enhancement water management of buildings elements of grounds. Master Site Plan of c. Conduct a campus energy analysis implement appropriate Strategy recommendations. 2 Perform an ongoing evaluation of sustainability environmental resources. Strategy 3 a. Develop a forestry management plan implement appropriate Monitor recommendations. opportunities to acquire neighboring property. a. b. Establish Review a neighboring revise water l management acquisition elements /or marketing of Master strategy. Site Plan of b. c. Ensure Conduct adequate a campus financial energy analysis resources for implement possible future appropriate acquisitions. recommendations. Strategy 4 Enhance Strategy existing 3 campus security plan procedures. Monitor a. Establish opportunities a natural to disaster acquire preparedness neighboring property. plan. b. a. Perform Establish a a campus-wide neighboring l security acquisition analysis /or implement marketing appropriate strategy. b. recommendations. Ensure adequate financial resources for possible future acquisitions. Strategy 4 Enhance existing campus security plan procedures. a. Establish a natural disaster preparedness plan. b. Perform a campus-wide security analysis implement appropriate recommendations. 7

10 VI. TECHNOLOGY VI. TECHNOLOGY 8 WHILE MAINTAINING AN ENVIRONMENT FREE OF PERSONAL ELECTRONIC DEVICES FOR CAMPERS, CONTINUE TO USE TECHNOLOGY TO MAXIMIZE OUR OPERATIONS. WHILE MAINTAINING AN ENVIRONMENT FREE OF PERSONAL ELECTRONIC DEVICES FOR CAMPERS, CONTINUE TO USE TECHNOLOGY TO MAXIMIZE OUR Strategy OPERATIONS. 1 Create a five-year technology plan for administrative functions, toger with a budget Strategy consistent 1 with plan. Create a. a Engage five-year a professional technology consultant plan for administrative to conduct a technology functions, audit toger that will with a budget evaluate consistent with assist with plan. year round usage needs, including cybersecurity Engage a professional in-camp communications. consultant to conduct a technology audit that will a. evaluate assist with year round usage needs, including cybersecurity 2 in-camp communications. Strategy Develop a new website electronic marketing materials that appeal to current Strategy prospective 2 campers, parents, staff alumnae. Develop a. Implement a new website web-based electronic processes marketing for camper materials staff application that appeal to current prospective information campers, forms. parents, staff alumnae. b. a. Create Implement a page web-based on website processes to engage for camper alumnae more staff application actively. c. Develop information a strategy forms. for use of social media to effectively communicate with our b. constituents. Create a page on website to engage alumnae more actively. d. c. Consider Develop a strategy website for app use for of mobile social devices. media to effectively communicate with our e. Evaluate constituents. explore web-based sites for providing summer camp photos d. communications Consider a website to app parents. for mobile devices. e. Evaluate explore web-based sites for providing summer camp photos Strategy communications 3 to parents. Provide technological support for campus security plan. Strategy 3 Strategy Provide technological 4 support for campus security plan. Conduct a periodic evaluation refinement of Unplugged initiative. Strategy a. Survey 4 campers parents. Conduct b. Promote a periodic evaluation Unplugged initiative refinement within of camp Unplugged family through initiative. interactions a. with Survey camp-related campers associations parents. in marketing materials. b. Promote Unplugged initiative within camp family through interactions with camp-related associations in marketing materials.

11 VII. FINANCIAL RESOURCES GUIDING PRINCIPLE SECURE LONG-TERM FISCAL SUSTAINABILITY. A MAINTAIN STRONG FISCAL MANAGEMENT OF CAMP MERRIE-WOODE'S FINANCIAL RESOURCES THROUGH CAREFUL PLANNING AND SOUND POLICY MAKING. Maintain Merrie-Woode Foundation s not-for-profit status. Develop sound policies guidelines to maintain stewardship of Camp Merrie- Woode's resources financial security ensure that operating capital budgeting processes are informed by consistent with this Strategic Plan. B CMW STRATEGIC CMW PLAN STRATEGIC PLAN EXPAND CAMP MERRIE-WOODE S FUNDRAISING EFFORTS IN SUPPORT OF THIS STRATEGIC PLAN AND ALUMNAE RELATIONS. Increase as a percentage of operating budget Annual Fund support from new existing donors. Formalize grow Planned Giving program. a. Develop implement a marketing plan that raises awareness of Kindred Spirit Society. b. Directly tie development of program to Centennial celebration. 9 9

12 C PROTECT CAMP MERRIE-WOODE'S ASSETS IN PERPETUITY. Establish an endowment fund, review options for fund management, create clear polices guidelines regarding gifts distribution. a. Raise Endowment funds in conjunction with Centennial celebration. Investigate organizational strategies that will forever enhance protect this Place of Rarest Beauty. 10