mASTER GARDENERS OF PRINCE WILLIAM (MGPW)

FIVE YEAR STRATEGIC pLAN (2017 -2021)

 

Purpose

This Five-Year Strategic Plan is intended to provide a broad sense of direction for the Master Gardeners of Prince William (MGPW) during the period 2017-2021.

This Plan provides the MGPW Board of Directors with benchmarks to help accomplish our organization’s mission and vision. It highlights that the Board’s decision making is enriched by seeking feedback from our MGPW Association members. It also puts forward measurable steps to increase our environmental outreach to the greater Prince William community.  The Plan provides a means to look critically at and measure what we are doing well, what we are doing poorly and then trying to improve.

As the Board implements this Strategic Plan we should be able to better communicate with our stakeholders. Over the duration of this Plan and beyond our reputation for being a high performing organization that is dedicated to excellent environmental education can flourish.      

This Plan shall be reviewed and updated by the Board of Directors once a year, prior to the Association’s annual Recertification Meeting.

THE STRATEGIC PLAN

This Five Year Strategic Plan has five parts: I) Mission Statement; II) Objectives; III) Vision Statement; IV) Strategic Goals; and V) Implementing Schedule.

I. The Mission Statement of the Master Gardeners of Prince William (MGPW) is to provide current research-based, horticultural/ environmental outreach and education programs for Prince William area residents.

II. The Objectives of the MGPW are to function as an association that

1.  Promotes education on horticultural and environmental best practices for the citizens of Prince William County, Manassas, and Manassas Park,

2.  Fosters education, volunteerism and leadership development among its members and

3.  Supports Virginia Cooperative Extension – Environmental and Natural Resources (VCE-ENR) education and research outreach programs.

III. The Vision Statement of the MGPW is to develop a culture of environmental stewardship within the Prince William area through education, outreach and volunteering.

IV. The Strategic Goals and performance measures are

1.            GOAL 1:  Continually improve communications (pass on technical information, report on individual and team achievements, announce leadership opportunities, inform of upcoming events, and so forth) for the members of MGPW and, as appropriate, the citizens in the Prince William area.  

Performance Measure 1a: Given that our internal communications means are already quite effective, by 2017 RECERT and beyond achieve additional improvements by asking our membership via questionnaire: “What is one suggestion you have for improving the content and approach we use to communicate with you via The MGPW website, The Turnip News and/or Nancy’s email Announcements?” Implementing action:  Internal Communications Special Committee synthesis of questionnaire input data and recommendations to the Board.

Performance Measure 1b: By the end of calendar year 2017 and beyond expand our external communications and visibility by emailing a copy of the Turnip News to each member of the Prince William County Board of Supervisors and the mayors of Manassas and Manassas Park. (Ideally, a copy sent to an individual supervisor or mayor will have an article about something germane to that official’s jurisdiction.) Implementing action: External Outreach Special Committee assisted by the Executive Director.

Performance Measure 1c: By the end of calendar year 2017 and beyond support our external communications and visibility by emailing a copy of our annual School Garden Program Summary to the Superintendent of PWC Schools, each member of the School Board and their counterparts in Manassas and Manassas Park. Implementing action: Executive Director lead assisted by the External Outreach Special Committee and School Garden Mentors.

Performance Measure 1d: By the end of calendar year 2017 and beyond, grow our external communications and visibility by striving to have at least one article about MGPW activities and benefits published in a local newspaper. Implementing action: External Outreach Special Committee.

Performance Measure 1.e: By 2021 increase the Turnip News email address list to include at least 25 non-MGPW natural resource /environmental opinion makers. Implementing action: External Outreach Special Committee.    

 

2             GOAL 2: Advance the sense of community (acceptance, mentorship, developing lasting friendships with like-minded and interesting people) among the MGPW membership.

Performance Measure 2a: Starting in 2016, annually schedule at least two social events open to all Association members. Implementing action: Social Special Committee.

Performance Measure 2b: By 2017 RECERT and beyond ask our membership “What is one suggestion about how we can develop a better sense of community within MGPW?” Implementing action: Internal Communications Special Committee synthesis of questionnaire input data and recommendations to the Board.

 

3.            GOAL 3:  Grow the MGPW membership base by emphasizing the retention of veteran volunteers.  

Performance Measure 3a:  By 2017 RECERT and beyond ask our membership “What is one suggestion for increasing the retention of veteran volunteers?”  Implementing action: Internal Communications Special Committee synthesis of questionnaire input data and recommendations to the Board.

Performance Measure 3b: Starting with a 2016 base (as measured at RECERT) increase MGPW total membership at least 15% by 2021 through emphasizing retaining veterans. Implementing action:  Executive Director lead assisted by Internal Communications Special Committee.

 

4.            GOAL 4:  Recognize and develop volunteer leadership within the MGPW.

Performance Measure 4a: By 2017 RECERT and beyond ask our membership “What is one suggestion you have for providing better volunteer leadership training and opportunities for interested MGPW members?” Implementing action: Internal Communications Special Committee synthesis of questionnaire input data and recommendations to the Board.

 Performance Measure 4b:  Starting in 2016 annually invite all MGPW leaders to attend a volunteer leadership seminar to exchange ideas on items such as: “My experiences with effective leadership techniques in volunteer organizations.” “Lessons learned from the Mentor program.” “Establishing a chain of leadership succession.” Implementing action: Co-Leads President BOD and Executive Director with recommendations from the Board.        

 

5.            GOAL 5: Impart research based horticultural/environmental best practices to MGPW trainees, interns and volunteers as well as to select community members by offering best-in-class hands on training and classroom education opportunities.          

Performance Measure 5a:  By 2017 RECERT and beyond ask our membership “What is one suggestion that might improve our training and education programs?” Implementing action:  Internal Communications Special Committee synthesis of questionnaire input data and recommendations to the Board.   

Performance Measure 5b: Starting in Fall 2016, annually place at least one public service announcement or paid advertisement in local newspapers in the late Fall to alert the community that motivated trainees are requested for an upcoming MGPW class. Also, increase our visibility by including information about 1) the mission and vision of MGPW; 2) Best Lawns, Help Clinics and other high visibility community oriented MGPW programs.  Implementing action:   Executive Director assisted by the External Outreach Special Committee.

 

6.            GOAL 6: Foster the culture of environmental stewardship throughout the Prince William area by developing more outreach opportunities -- especially by emphasizing high visibility MGPW projects.

Performance Measure 6a: By the end of calendar year 2021 strive to have at least one major or a few minor high visibility MG projects in each of the County’s magisterial districts as well as in the Cities of Manassas and Manassas ParkImplementing action: External Outreach Special Committee recommendations to the Board.

Performance Measure 6b: By the end of 2021 establish at least one high visibility collaborative work event with another local environmentally active organization.  Have the project listed as a public service announcement in local newspapers. Invite the public to join, as appropriate. Implementing action:  External Outreach Special Committee recommendations to the Board.

Performance Measure 6c: By the end of 2021 lead in the development of a community volunteer natural resources summit. Invitees include the leaders of at least four other like-minded volunteer organizations as well as local government, community and philanthropic leaders.  Agenda for the summit might include items such as: better informing our citizens of natural resource issues; achieving more effective communications among the several volunteer organizations; establishing PW area wide priorities to better achieve stewardship of our natural resources; and establishing a funding request list for joint volunteer organizational projects. Implementing action: External Outreach Committee Recommendations to the Board.

 

V. The Implementing Schedule causes the performance measures for each goal to be calendared and addressed by the Board. It consists of a short-term calendar, covering the first year, and a long-term calendar covering the remaining four years. Since these plans, especially the short-term plan, are likely to be revised several times in this first year as we gain experience they are not included here. A copy of the current short-term schedule can be requested by contacting the Help Desk at 703-792-7747 or master_gardener@pwcgov.org

 

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