With the celebration of the third anniversary of the Brewster Ponds Coalition, the Board embarked on a strategic planning process to consider the BPC's progress in meeting its mission and to determine ways to continue its success going forward.
This strategic plan is product of many months of work by the Board. Beginning in fall 2017, the planning process included information gathering from a member survey, detailed interviews and consultations with Cape Cod non-profit organization and community leaders, and two facilitated planning workshops in Spring 2018 comprised of advisors in these planning priority areas:
1. Organization - Establish the future framework of the BPC, including roles and responsibilities, and build the resources necessary to ensure continuity of leadership and engagement of the Brewster community.
2. Collaboration and Partnerships - Develop a network of organizations that the BPC can work with to efficiently advance the overall goal of protecting freshwater resources.
3. Programs and Education - Build on the core programmatic functions of the BPC, including adult and youth education, water quality monitoring, events, and other activities that directly relate to the BPC Mission.
4. Development and Fundraising - Create the financial capacity for the BPC to fulfill the goals and implement specific plans.
5. Communication - Ensure that the BPC effectively communicates all aspects of its work with its members, partners, and the community at large.
The result is a strategic plan with a set of long-term goals and action plans for each planning area. These resources provide more information:
The 2018 Strategic Plan Executive Summary overviews the strategic planning process and each planning priority area's long-term goals and action plans.
The 2018 Strategic Plan Appendix details the underlying actions to achieve each planning area's long term objectives.
The Brewster Ponds Coalition By-Laws describe the articles that guide the BPC's activities.
The Board thanks the 86 people who responded to the member survey; the 20+ busy non-profit and community leaders who shared their time and insights during the interviews, and the 20 advisors who diligently helped to construct the BPC's long-term objectives and action plans.
This strategic plan is product of many months of work by the Board. Beginning in fall 2017, the planning process included information gathering from a member survey, detailed interviews and consultations with Cape Cod non-profit organization and community leaders, and two facilitated planning workshops in Spring 2018 comprised of advisors in these planning priority areas:
1. Organization - Establish the future framework of the BPC, including roles and responsibilities, and build the resources necessary to ensure continuity of leadership and engagement of the Brewster community.
2. Collaboration and Partnerships - Develop a network of organizations that the BPC can work with to efficiently advance the overall goal of protecting freshwater resources.
3. Programs and Education - Build on the core programmatic functions of the BPC, including adult and youth education, water quality monitoring, events, and other activities that directly relate to the BPC Mission.
4. Development and Fundraising - Create the financial capacity for the BPC to fulfill the goals and implement specific plans.
5. Communication - Ensure that the BPC effectively communicates all aspects of its work with its members, partners, and the community at large.
The result is a strategic plan with a set of long-term goals and action plans for each planning area. These resources provide more information:
The 2018 Strategic Plan Executive Summary overviews the strategic planning process and each planning priority area's long-term goals and action plans.
The 2018 Strategic Plan Appendix details the underlying actions to achieve each planning area's long term objectives.
The Brewster Ponds Coalition By-Laws describe the articles that guide the BPC's activities.
The Board thanks the 86 people who responded to the member survey; the 20+ busy non-profit and community leaders who shared their time and insights during the interviews, and the 20 advisors who diligently helped to construct the BPC's long-term objectives and action plans.
