Planning Our Strategy During a Year of Many Transitions

In spring 1998, Executive Director JoAnn Dolan asked the Board of Directors to formalize the direction and priorities for the Trail Conference. By the time Neil Zimmerman announced his intention to retire after twelve years as President, the Board of Directors had begun the journey of Strategic Planning. Facilitated by consultant Karen Starr, the Board completed two full-day retreats in spring 1999 just before JoAnn announced her resignation after nineteen years as Executive Director.

Development of a strategic plan could not have been timed better. The plan was all but finished when Gary Haugland and Jan Hesbon assumed their respective offices in fall 1999, succeeding Neil and JoAnn. A task force of the Board continued to meet last winter to "wordsmith" the language of our Mission, our Vision, our Values, Guiding Principles and our Goals; which are reproduced below.

Task Force members were Jane Daniels, Chair, Daniel Chazin, Walt Daniels, Brian Goodman, John Gunzler, Gary Haugland, Jan Hesbon, Tom Humbach, and Gail Neffinger.

Introduction

This planning document represents a vision of the Trail Conference developed by the Board of Directors elected in Fall 1998 and adopted by the Board elected in Fall 1999.

This strategic plan sets the course for the Trail Conference to follow from FY1999 to FY2002. It is a dynamic document that will allow the Trail Conference to focus on certain areas instead of spreading itself too thin. It will also allow the Trail Conference to be proactive in its dealings with issues, partners, and threats. The plan focuses on a series of new activities designed to raise public awareness of the organization and help the organization operate as a not-for-profit business. An on-going Strategic Planning Committee will be appointed by the president to evaluate, review, and revise the plan on an annual basis.

Terminology

The New York-New Jersey Trail Conference is referred to as the Trail Conference in this document. The Board is its 15-member Board of Directors.

A trail is a defined pathway primarily intended to be used for recreational travel. It may or may not be marked; it generally will not be paved or otherwise improved, except as is consistent with the need for safety and/or preservation of the resource and its environment. A hiking trail is intended for foot traffic only. Snowshoers, cross-country skiers and handicapped users are considered foot traffic. Multiple use trails are those trails which have been designated for other uses in addition to hiking, e.g., horses, bicycles, snowmobiles, etc.

The region bounded by the Delaware Water Gap, across northern New Jersey, into southern New York and north to the Catskills and South Taconics along the Connecticut border delimits the Trail Conference's primary sphere of operation.

A partner is one party in an interdependent relationship between groups which can be implicit or have formal obligations.

Mission Statement

The New York-New Jersey Trail Conference, founded in 1920, is a federation of member clubs and individuals dedicated to providing recreational hiking opportunities in the region, and representing the interests and concerns of the hiking community. The Conference is a volunteer-directed public service organization committed to:

• Developing, building, and maintaining hiking trails.
• Protecting trail lands through support and advocacy.
• Educating the public in the responsible use of trails and the natural environment.

Vision Statement

The New York-New Jersey Trail Conference will maintain its position as the leading hiking trail organization in the region. In pursuit of that goal, the Trail Conference will:

1. Continue programs of developing, building and maintaining hiking trails.
2. Expand its role as an advocate for better stewardship of trail lands.
3. Enhance efforts to preserve and protect trail lands.
4. Increase visibility and cooperation with member clubs, partners and the public.
5. Sustain a high level of quality volunteer participation.
6. Produce high-quality publications.
7. Broaden the demographic base of its membership.
8. Strengthen the financial base of its operation.

Values and Guiding Principles

The Trail Conference's main focus is hiking trails and to this end, operates under the following values and principles.

The Trail Conference

• is a partnership of volunteers and paid staff who have shared responsibility to achieve the Trail Conference's mission.
• practices responsible fiscal planning that includes maintaining adequate staff and working within a balanced budget.
• recognizes the value of public-private partnerships among governmental agencies and non-governmental organizations and will continually strengthen these relationships.
• acknowledges that growth is necessary to accomplish its mission. Growth includes increased membership, miles of maintained trails, acres of land protected, and ways of educating the public
• respects the needs, values, and traditions of the communities within which the Trail Conference operates and will involve people from a broad spectrum of backgrounds in its activities.
• honors individual privacy and will not release any information about members without their permission.
• endorses the value of biodiversity and concept of ecosystem protection.
• supports the principles of Leave No Trace (approved December 14, 1999)
• is and will remain a not-for-profit corporation.

Organizational Structure

The Trail Conference is a member-directed organization providing for full participation by its members and member clubs in all facets of the Conference's governance, programs, and activities.

• Clear lines of authority are established and specific roles and responsibilities are assigned to members, member clubs, the Board, committees, and staff.
• By-laws determine the overall structure and governance of the Trail Conference. Where there are conflicts between the current by-laws and this Strategic Plan, amendments to the by-laws will be proposed.
• Volunteer committees and the staff implement the work of the Trail Conference, following policies which must be approved by the Board of Directors before they become effective.
• The Board will establish committees and, with advice from those committees, establish a charge to each committee which defines and limits its roles and responsibilities. The policy or governing document of each committee helps achieve the goals of this Strategic Plan and enables committees to make decisions in a consistent and timely manner.
• The Executive Director, in consultation with the Board, will establish the roles and responsibilities of the staff. The Executive Director is appointed by and reports to the Board and, under its direction, manages the day-to-day operations of the Trail Conference and supervises the staff.

Current Environment

The Trail Conference has a well established reputation with its members and the outside community based on the passion, dedication, skills, and diligence of its volunteers and staff. The longevity and legacy of the organization have given the Trail Conference credibility within the region, allowing it to establish and maintain partnerships. The Trail Conference has also built a reputation for its trail lands protection efforts. The strength of this organization is greater than the sum of its parts-volunteers, member clubs, and staff.

Internal - Strengths and Weaknesses

As the Trail Conference's commitments and reputation grew, gaps within the organization began to appear. Business practices such as budgeting and planning needed to be improved and followed. Technology needed to be kept current so that staff and volunteer time could be more effectively used.

The strong desire to remain a volunteer-based organization has led many members to realize that the organization was not recruiting and developing enough volunteers, especially for committees and off-trail activities. The committee structure of the Trail Conference has varied considerably from quite strong AT committees to inactive Membership, Trail Lands and Conservation committees. Aside from trail maintainers, the need for volunteers has surpassed the ability to recruit and train them, particularly in the project or middle management areas. With the growth of the Trail Conference, it has become necessary to have Board members with a broad range of professional skills as well as an enthusiasm for hiking.

The communication of the Trail Conference with its member clubs has not been effectively harnessing their energy. The Trail Conference needs to proactively involve them in education, protection, and advocacy.

External - Opportunities and Threats

Other trail users want access to the network of hiking trails in the region. Sometimes they use the trails with little respect for authority or regard for regulations. The lack of enforcement of state and Federal trail-use regulations is a threat to the Trail Conference-maintained hiking trails. Mountain biker and ATV groups advocate strongly for their views, but hikers have not been vocal enough. Not enough hikers belong to organized groups and they have not been sufficiently visible in their efforts to preserve the hiking experience. The threat of others wanting access to hiking trails can become an opportunity for advocating for more open space and funds to support its infrastructure. Those advocacy efforts are more effective with multiple partners.

Scientific principles have been used to support the preservation of open space, but at the same time they can be used to restrict access to the very land the Trail Conference has helped preserve. The Trail Conference should establish a Science Advisory Committee drawing from biologists, botanists, and ecologists in New Jersey and New York.

As a result of tight state budgets, park systems do not have enough money for adequate stewardship. The Trail Conference can help by providing supplemental resources in addition to continuing to maintain hiking trails.

When dealing with governmental officials on issues concerning stewardship of parks, traditionally the Trail Conference has worked behind the scenes. This method has worked effectively when dealing with the centralized management of New York State parks, but less effectively when dealing with officials from New Jersey State parks, whose management is more decentralized. In New Jersey, there has been a general perception within the State Park system, and among its members and clubs, that the Trail Conference has not adequately focused on the needs of New Jersey. To become more visible in New Jersey and improve lines of communications with park officials, the Trail Conference has recognized the need for an office in New Jersey (as of October 1999, an office was opened). Moreover, the Trail Conference should work toward establishing relationships with other open space entities (governmental and non-governmental) in New Jersey, just as it has established relationships with similar entities in New York.

Like any organization with a principal address in New York City, the Trail Conference is not immune from the dynamics created by political boundaries - e.g. New Jersey and New York , or by history -- upstate New York (local control) and downstate New York (big city). Through its activities in the region, the Trail Conference is affected, even if incidentally, by that political phenomenon. In New York, the need for local control in upstate New York must continue to be addressed through recruiting of trail leadership and volunteers from the local communities. The office in New Jersey is intended to show that the Trail Conference is concerned about New Jersey issues. In addressing subjects that affect both states, the Trail Conference must make concerted efforts to mention both states by name.

Throughout the region, the Trail Conference must address the issue of recognition for its activities through a concerted effort of outreach within the local communities. Partnerships with other environmental groups, outreach to nontraditional user groups, and increased advocacy on trail-related issues are opportunities available to the Trail Conference to increase its visibility both to individuals and the media. These opportunities can provide more support for open space preservation and broaden the Trail Conference's demographic base.

Harnessing information technology is an opportunity. Using the Internet is an effective and inexpensive way to communicate, educate, and inform the public.

Land development threats will continue to exist, in both New York and New Jersey. To obtain money needed for protection, projects must be tailored to funding opportunities.

Goals

To attain the vision, a number of goals have been developed. These goals are not "set in stone" but are to be reviewed every year by a committee appointed by the President. Under each goal, there are a series of objectives.

A. Continue programs of developing, building, and maintaining hiking trails

1. Protect current trail network

2. Develop a strong trail crew program

3. Establish a career development process for maintainers to become supervisors and chairs

4. Develop new hiking trails as opportunities arise

B. Expand role as an advocate for better stewardship of trail lands

1. Establish a Conservation and Advocacy Committee

2. Strengthen relationships with partners (government, land trusts, and private landowners)

3. Identify and develop effective relationships in the environmental/political arena

4. Establish a proactive lobbying agenda

C. Enhance efforts to preserve and protect trail lands

1. Establish Trail Lands Committee

2. Create a land acquisition and management policy

3. Establish a Science Advisory Committee

D. Maximize membership growth, retention and involvement (this goal combines Vision Statement 4 and 7).

1. Establish a Membership Committee

2. Identify skills and interests of members

3. Increase club participation/involvement

4. Increase membership and diversity

5. Improve membership communications

6. Revitalize Delegates' Meetings

E. Increase coverage of activities in public media

1. Establish a Publicity Committee

2. Develop more media contacts

3. Increase distribution of Trail Walker

4. Increase flow of information to key elected officials, policy makers and land managers

5. Review public sources of information

F. Produce high-quality publications

1. Strength the Publications Committee

2. Develop a publications policy

3. Streamline editing and production process

4. Keep publications current

5. Utilize new technology

G. Strengthen the financial base of its operations

1. Reconfigure Administrative Committee

2. Enhance activities dealing with finances

3. Establish a Development Committee

4. Strengthen financial base

5. Establish Technology Committee

Postscript

Throughout its development for more than a year, the Strategic Plan became a catalyst for some of the recent changes that you have may have observed within the New York-New Jersey Trail Conference in the past several months:

• The Trailwalker was re-formatted into a more contemporary design.

• The first Field Representative in New Jersey was hired.

• Trail Supervisors were trained.

• Trail Chairs were presented with revised Trail Management Guides.

• Volunteers are being recognized this summer through special "thank you" events courtesy of an anonymous donor; volunteers are also being awarded official caps donated by a Board member.

• A Coordinator of Volunteers was appointed.

• New volunteers were trained in GPS mapping.

• A membership survey has been prepared for next issue of the Trail Walker.

• A new Conservation and Advocacy Committee was created with Neil Zimmerman as Chairman.

• The Development Committee was reorganized.

• A newly-appointed Technology Committee has led the Conference office into the 21st century with state-of-the-art technology. (See sidebar above)

• The Publications Committee is developing a systematic production and marketing process.