Stewardship Pemberton Society
Stewardship Pemberton Society 5 year Strategic Plan 2016-2021
www.stewardshippemberton.com
Prepared by: Liz Scroggins June 2015 Revisions November 2015
Stewardship Pemberton Society thanks Social Enterprise Canada for their support
Table of Contents 1.0 Introduction ........................................................................................................................ 3 1.1 1.2 1.3
Background ............................................................................................................................ 3 Definitions and Program Areas ....................................................................................... 3 Organizational Structure ................................................................................................... 4
2.0 Vision, Mission & Values Statements .......................................................................... 4 2.1 Vision ............................................................................................................................................... 4 2.2 Mission ............................................................................................................................................ 4 2.3 Values............................................................................................................................................... 5
3.0 Key Strategic Areas & Goals ........................................................................................... 5
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1.0 Introduction The Stewardship Pemberton Society (SPS) is a volunteer based, not for profit charitable organization based in Pemberton, BC. The mission of SPS is to encourage the protection, restoration, and long term sustainability of the natural environment through education, cooperation, and community involvement. Stewardship Pemberton Society (SPS) developed a 2-year Strategic Plan in the fall of 2012. At the end of this period in 2014, SPS agreed that a new strategic plan was necessary to guide them through 2016-2021 given the success of the previous strategic plan. A strategic planning session was held for SPS Board of Directors in March 2015. The goal of the session was to discuss existing activities, identify new directions and prioritize strategies to achieve new and existing goals.
1.1 Background Key Dates for Stewardship Pemberton Society 2006 Registered Society in BC 2007 Pemberton Creek Community Garden becomes part of SPS 2012 Grand Opening of One Mile Lake Nature Centre 2013 Registered Charity Status obtained
1.2 Definitions and Program Areas Social Enterprise – Defined by the Social Enterprise Council of Canada as businesses owned by non-profit organizations, that are directly involved in the production and/or selling of goods and services for the blended purpose of generating income and achieving social, cultural, and/or environmental aims1. 1
Enterprising non-profits. “What is a Social Enterprise?” Social Enterprise Canada, n.d. Web. 24 Nov. 2015.
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Currently, SPS is engaged in two social enterprise ventures: Grow with Nature camps; and; Feasting for Change. Both initiatives generate revenue that is invested directly into the continuation of the program. Feasting For Change – This is the umbrella for all projects and initiatives undertaken for food security and advancements in agricultural stewardship. This currently includes the Crabapple Project, operation of the Pemberton Creek Community Garden, management of the Food Bank & teaching plot at the Pemberton Community Garden, and development of the Pemberton Community Agricultural Park Master Plan in partnership with the Village of Pemberton. Grow With Nature – The umbrella heading for SPS education programming directed at children ages 3-11. This currently includes the Little Saplings program (3-5 year olds) Grow with Nature camps (5-11 year olds) and After School Club.
1.3 Organizational Structure Stewardship Pemberton Society is managed by a volunteer Board of Directors. In 2015, SPS employs one part-time Executive Director and 3 nature educators, and is supported in its initiatives by 100 volunteers.
2.0 Vision, Mission & Values Statements The Board reviewed vision, mission & values statements from the 2013-2014 Strategic Plan and it was decided that the statements made previously were still applicable to the organization with some minor changes. The following sections reflect the new values, vision and mission statement for 2016-2021.
2.1 Vision “Connecting community and nature”
2.2 Mission The society encourages the protection, restoration and long-term sustainability of the natural environment through education, cooperation and community involvement.
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2.3 Values Education We are committed to providing unique, engaging and interactive environmental educational opportunities accessible for all ages. Stewardship We are deeply committed to protecting, conserving and restoring the diversity and quality of our local environment. Community Providing education, resources and events to inform, inspire and develop community knowledge and passion for our natural environment. Awareness We promote awareness and skill development for the ongoing conservation, protection and restoration of our local surroundings.
3.0 Key Strategic Areas & Goals The environmental scan and prioritization of key issues have resulted in the identification of key strategies and goals for the next five years. 1. Environmental Education a. Grow With Nature Camps i. Continue to develop quality, educational, and sustainable programming opportunities. b. Formal Education Connections i. Develop partnerships and teacher collaborations with local public schools. ii. Support local education programs such as Salmonids in the Classroom projects as required. c. Community i. Continue to host annual engaging community events such as Rivers Day and Earth Day. ii. Continue to Support development of the Pemberton Community Agricultural Park Master Plan as aligns with SPS values and priorities. iii. Continue to grow & support Feasting for Change initiatives. iv. Continue to work towards viable hatchery operations.
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v. Continue to develop and provide educational presentations to the community and beyond. 2. Conservation & Restoration a. Conservation i. Continue to act a resource for community and visitors. b. Conservation & Restoration Projects i. Develop and collaborate in projects corresponding with SPS values such as land acquisitions, habitat restoration or protection. c. Stakeholder Collaborations i. Continue to forge relationships with stakeholders in the region. ii. Continue to participate as a stakeholder in local, provincial and federal government initiatives. 3. Administration a. Communications i. Publically celebrate successes in conservation & restoration. ii. Formalize communication protocols & avenues. iii. Create and develop partnership with organizations with similar mandate and goals. b. Marketing i. Explore increased & new marketing strategies. c. Board Governance i. Continue to recruit passionate and connected board members to ensure ongoing viability of the organization. ii. Formalize board roles and expectations. d. Human Resources i. Continue to hire, support and develop environmental educators and administrative roles to the highest standards. ii. Ensure HR protocols and policies meet all applicable legislation. 4. Funding a. Social Enterprise Development i. Grow current social enterprise ventures mainly the Crabapple Project and Grow with Nature Camps. ii. Explore and create new ventures as opportunities present. b. Grant & Partnership Opportunities i. Continue to pursue grants to support SPS projects which reflect our mandate. Stewardship Pemberton Society November 30, 2015
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c. Fundraising i. Develop annual fundraising opportunities to support operational costs 5. Pemberton Creek Community Garden (PCCG) a. Continue to support PCCG committee. b. Support the expansion of community gardens in the area. 6. One Mile Lake Nature Centre (OMLNC) a. Continue to maintain & manage operations of the OMLNC
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www.stewardshippemberton.com
Prepared by: Liz Scroggins June 2015 Revisions November 2015
Stewardship Pemberton Society thanks Social Enterprise Canada for their support
Table of Contents 1.0 Introduction ........................................................................................................................ 3 1.1 1.2 1.3
Background ............................................................................................................................ 3 Definitions and Program Areas ....................................................................................... 3 Organizational Structure ................................................................................................... 4
2.0 Vision, Mission & Values Statements .......................................................................... 4 2.1 Vision ............................................................................................................................................... 4 2.2 Mission ............................................................................................................................................ 4 2.3 Values............................................................................................................................................... 5
3.0 Key Strategic Areas & Goals ........................................................................................... 5
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1.0 Introduction The Stewardship Pemberton Society (SPS) is a volunteer based, not for profit charitable organization based in Pemberton, BC. The mission of SPS is to encourage the protection, restoration, and long term sustainability of the natural environment through education, cooperation, and community involvement. Stewardship Pemberton Society (SPS) developed a 2-year Strategic Plan in the fall of 2012. At the end of this period in 2014, SPS agreed that a new strategic plan was necessary to guide them through 2016-2021 given the success of the previous strategic plan. A strategic planning session was held for SPS Board of Directors in March 2015. The goal of the session was to discuss existing activities, identify new directions and prioritize strategies to achieve new and existing goals.
1.1 Background Key Dates for Stewardship Pemberton Society 2006 Registered Society in BC 2007 Pemberton Creek Community Garden becomes part of SPS 2012 Grand Opening of One Mile Lake Nature Centre 2013 Registered Charity Status obtained
1.2 Definitions and Program Areas Social Enterprise – Defined by the Social Enterprise Council of Canada as businesses owned by non-profit organizations, that are directly involved in the production and/or selling of goods and services for the blended purpose of generating income and achieving social, cultural, and/or environmental aims1. 1
Enterprising non-profits. “What is a Social Enterprise?” Social Enterprise Canada, n.d. Web. 24 Nov. 2015.
Stewardship Pemberton Society November 30, 2015
3
Currently, SPS is engaged in two social enterprise ventures: Grow with Nature camps; and; Feasting for Change. Both initiatives generate revenue that is invested directly into the continuation of the program. Feasting For Change – This is the umbrella for all projects and initiatives undertaken for food security and advancements in agricultural stewardship. This currently includes the Crabapple Project, operation of the Pemberton Creek Community Garden, management of the Food Bank & teaching plot at the Pemberton Community Garden, and development of the Pemberton Community Agricultural Park Master Plan in partnership with the Village of Pemberton. Grow With Nature – The umbrella heading for SPS education programming directed at children ages 3-11. This currently includes the Little Saplings program (3-5 year olds) Grow with Nature camps (5-11 year olds) and After School Club.
1.3 Organizational Structure Stewardship Pemberton Society is managed by a volunteer Board of Directors. In 2015, SPS employs one part-time Executive Director and 3 nature educators, and is supported in its initiatives by 100 volunteers.
2.0 Vision, Mission & Values Statements The Board reviewed vision, mission & values statements from the 2013-2014 Strategic Plan and it was decided that the statements made previously were still applicable to the organization with some minor changes. The following sections reflect the new values, vision and mission statement for 2016-2021.
2.1 Vision “Connecting community and nature”
2.2 Mission The society encourages the protection, restoration and long-term sustainability of the natural environment through education, cooperation and community involvement.
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2.3 Values Education We are committed to providing unique, engaging and interactive environmental educational opportunities accessible for all ages. Stewardship We are deeply committed to protecting, conserving and restoring the diversity and quality of our local environment. Community Providing education, resources and events to inform, inspire and develop community knowledge and passion for our natural environment. Awareness We promote awareness and skill development for the ongoing conservation, protection and restoration of our local surroundings.
3.0 Key Strategic Areas & Goals The environmental scan and prioritization of key issues have resulted in the identification of key strategies and goals for the next five years. 1. Environmental Education a. Grow With Nature Camps i. Continue to develop quality, educational, and sustainable programming opportunities. b. Formal Education Connections i. Develop partnerships and teacher collaborations with local public schools. ii. Support local education programs such as Salmonids in the Classroom projects as required. c. Community i. Continue to host annual engaging community events such as Rivers Day and Earth Day. ii. Continue to Support development of the Pemberton Community Agricultural Park Master Plan as aligns with SPS values and priorities. iii. Continue to grow & support Feasting for Change initiatives. iv. Continue to work towards viable hatchery operations.
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v. Continue to develop and provide educational presentations to the community and beyond. 2. Conservation & Restoration a. Conservation i. Continue to act a resource for community and visitors. b. Conservation & Restoration Projects i. Develop and collaborate in projects corresponding with SPS values such as land acquisitions, habitat restoration or protection. c. Stakeholder Collaborations i. Continue to forge relationships with stakeholders in the region. ii. Continue to participate as a stakeholder in local, provincial and federal government initiatives. 3. Administration a. Communications i. Publically celebrate successes in conservation & restoration. ii. Formalize communication protocols & avenues. iii. Create and develop partnership with organizations with similar mandate and goals. b. Marketing i. Explore increased & new marketing strategies. c. Board Governance i. Continue to recruit passionate and connected board members to ensure ongoing viability of the organization. ii. Formalize board roles and expectations. d. Human Resources i. Continue to hire, support and develop environmental educators and administrative roles to the highest standards. ii. Ensure HR protocols and policies meet all applicable legislation. 4. Funding a. Social Enterprise Development i. Grow current social enterprise ventures mainly the Crabapple Project and Grow with Nature Camps. ii. Explore and create new ventures as opportunities present. b. Grant & Partnership Opportunities i. Continue to pursue grants to support SPS projects which reflect our mandate. Stewardship Pemberton Society November 30, 2015
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c. Fundraising i. Develop annual fundraising opportunities to support operational costs 5. Pemberton Creek Community Garden (PCCG) a. Continue to support PCCG committee. b. Support the expansion of community gardens in the area. 6. One Mile Lake Nature Centre (OMLNC) a. Continue to maintain & manage operations of the OMLNC
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