Overview of the Strategic Planning Process
Over the past decade the VMC has undertaken several visioning and review activities. In 2001 the VMC Operations Guide was updated by VMC staff with input from the Steering and Advisory Committees. In 2002, an external review team with members from the Missouri Department of Conservation, US Geological Survey and US Forest Service convened to review the VMC program and activities . This was followed in 2004 by an internal review of VMC staff positions and duties, and overall VMC activities. In March 2014, the VMC Steering Committee decided to initiate a strategic planning process to revisit the VMC mission statement, examine how it aligns with the missions and goals of our partners and identify a set of priority activities for VMC focus moving forward.
VMC's mission and goals most directly align with the goals and objectives laid out in the 2010 Forest Resources Plan published by the Vermont Department of Forests, Parks and Recreation (FPR). That Plan delineates five major areas of concentration and concern including: biological diversity, forest health and productivity, forest products and ecosystem services, land ethic and legal, institutional and economic framework; all of which some VMC goals and activities address. The Forest Resources Plan's format is used to write the federal narrative to request VMC funding from US Forest Service Northeastern Area State and Private Forestry and to prepare status reports to FPR from UVM.
Unifying themes across most, if not all, of our partnering organizations included conservation of forested landscapes, maintaining biodiversity (plant and animal), protecting rare and endangered species, promoting recreational opportunities in forested landscapes, promoting sustainable forest management practices to mitigate threats and protect and maintain water quality, maintaining resiliency and promoting adaptation of plant and animal species in the face of climate change. For a full list of priorities and objectives for each of VMC's partnering organizations and how VMC contributes to the success of these objectives, see Appendix C.
Informed by these previous planning activities as well as the strategic planning undertaken by each of the primary partnering organizations that comprise the VMC (see inset), we outlined an iterative evaluation of the VMC mission, objectives and activities in 2014 to sharpen our focus, strengthen relationships across organizations, and ensure continued relevance and impact of the collaborative. This process is summarized on the next page.
For a more complete discussion of the process, including intermediate steps and a full analysis and summary of the Strategic Planning Electronic Survey, see Appendix A.
|Advisory Committee Working Session April 18, 2014||
|Strategic Planning Committee RetreatJune 5, 2014||
|Cooperative-Wide Survey Jul-Aug, 2014||
|Steering Committee Review, Public Release Oct – Dec, 2014||
|Review and Recalibration 2015 – 2020||