Upload
jack78
View
911
Download
0
Embed Size (px)
Citation preview
ATHA, Inc Strategic Plan February 2010
1
Anacostia Trails Heritage Area Inc.
Strategic Business Plan
2010-2015
FINAL February 12, 2010
Facilitated and prepared by Strategic Management Consulting
Odette T. Ramos, President and CEO
ATHA, Inc Strategic Plan February 2010
2
Table of Contents
Part I. Introduction and Context 4 About ATHA, Inc. Rationale for this plan Strategic Questions to Address Partners involved in the Heritage Area
Part II. About This Plan 8 Details on the Process, Findings, and Decisions Made ATHA, Inc.�s Commitment to Implementation
Part III. Strategic Identity 10 Vision and Mission
Guiding Principles and Primary Customer Part IV. Strategic Direction of ATHA, Inc. 12 Part V. Results, Goals, and Objectives 13 Part VI: Overall Plan Timetable 18 Part VII: Component Action Plans, Implementation Timeline and Accountability 19
• Strong Board and Organization • Historic, Natural, Cultural Preservation, and Conservation • Enhancing Visitor Experience • Marketing the Heritage Area and ATHA, Inc. • Fund-raising and Financial Viability
Part VIII: Appendices 40 A. General Terms Used B. Performance Measures from MHAA C. Highlights from Information-Gathering Phase of Process D. Proposed Board Organizational Structure E. Photos of Model Way-finding While Driving Signage F. List of Items in Resource Notebook
ATHA, Inc Strategic Plan February 2010
3
Organization of this document This comprehensive strategic business plan articulates the mission of ATHA Inc. and establishes a framework for implementation and accountability. The document is organized in the following parts: Part I. Introduction includes details about ATHA Inc., the rationale for why it needed to move through a
strategic planning and implementation process, and strategic questions the organization wanted to ask during the process.
Part II. About This Plan details the methods used in this strategic planning process and next steps, the
results of implementation, and the commitment to implementation. Part III. Strategic Identity includes the history of ATHA Inc., its Vision and Mission statements, the
guiding principles that reflect how ATHA Inc. functions, the theories of change to understand why ATHA Inc. does its work, and its primary customer.
Part IV. Strategic Direction is the description and set of results describing what ATHA Inc. will
accomplish, look and be like after implementing this plan. Part V. Results, Goals, and Objectives are listed here comprehensively. Part VI. General Timetable for implementation outlines the benchmarks to be achieved each year as the
plan is implemented. This should be used as a guideline. Part VII Action Plans are in tabular form containing the goals, specific strategies, time frame for
implementation, who is responsible, and other notes. These should be revisited from time to time to make sure progress is made on accomplishing the goals and objectives, or whether changes should be made if the context or environment changes.
Strategic Management Consulting has provided ATHA with a Resource Notebook at the conclusion of this process. It contains the complete transcripts of the meetings, a record of the process, and the decisions ATHA, Inc.�s staff and management reached during the process. This record can then be used to explain to others the intent of the work, philosophy, and to ensure there is no backtracking from the original intent. The notebook also contains a periodic self-assessment form that can be used to check the status of implementation of the comprehensive strategic plan every six months, which helps bring the organization back to the initial discussions. About Strategic Management Consulting Strategic Management Consulting is a Baltimore-based firm dedicated to ensuring that organizations (including community groups, nonprofits, businesses, public agencies, and others) operate in the most effective manner possible to be significant players in achieving the vision for a better quality of life. The firm works with groups to operate within the context of the �big picture� by organizing strategic planning and implementation processes, retreats and meetings, media relations, and assisting with organizational strengthening and development, especially for groups that do not fit the typical molds.. More information is available on www.strategicmgmt.net.
ATHA, Inc Strategic Plan February 2010
4
Part I. Introduction About ATHA, Inc. ATHA Inc. was founded in 1997 as an advisory group of representatives from the fourteen municipalities within the Anacostia Trails Heritage Area, which covers an 85 mile area in northern Prince George�s County, Maryland. The area was designated as a certified Heritage Area in 2001 with the development and passage of its Management Plan. The Heritage Area was developed to highlight the area�s historic, natural, and cultural aspects and to encourage heritage tourism. The municipalities inside the Heritage Area are: Bladensburg (considered one of the Port Towns) Colmar Manor (considered one of the Port Towns) Cottage City (considered one of the Port Towns) Edmonston (considered one of the Port Towns) Berwyn Heights College Park Mount Rainier (in the Gateway Arts District) Brentwood (in the Gateway Arts District) North Brentwood (in the Gateway Arts District) Hyattsville (in the Gateway Arts District)Riverdale Park University Park Beltsville Greenbelt The Anacostia Trails Heritage Area is one of eleven heritage areas in Maryland. The state created the Heritage Areas Program in 1996 to help communities strengthen their economies by developing, protecting, and promoting their cultural, historical, and natural resources. Maryland�s heritage areas are locally designated and State certified regions where public and private partners make commitments to preserving historical, cultural and natural resources for sustainable economic development through heritage tourism. At the local level, Heritage Areas focus community attention on often under-appreciated aspects of history, living culture, and distinctive natural areas, thus fostering a stronger sense of pride in the places where Marylanders live and work. 1 The Maryland Heritage Areas Authority (MHAA) oversees and supports the areas. Each heritage area has a management entity that coordinates the work of partners to implement their respective Management Plans. The Redevelopment Authority of Prince George�s County (RA) originally managed the Anacostia Trails Heritage Area. During the past eight years, ATHA, Inc. has taken on that role; it has been conducting workshops on MHAA grants, managing the grants process, promoting the Heritage Area, and assumed all other management duties. During this planning process, ATHA, Inc. decided to work to become the official management entity for the Heritage Area. (More details on this are included in the Strong Board and Organization Component of this plan.) The state�s Program Open Space funds the Heritage Areas program. MHAA gives each heritage area operational funding given specific outcomes. The funding has been consistent for the last ten years, and the program was not cut back at all during the economic crisis of 2009. In an attempt to ensure that funding continues, and to justify the investment in the Heritage Areas program, MHAA conducted its own strategic planning process in 2009. Mandates from that plan for each area are included in this document. Two important items to highlight include:
1 From the MHAA website, February 2010
ATHA, Inc Strategic Plan February 2010
5
A. MHAA has mandated performance measures. These items are listed on Appendix B. For the most part, they are data collection requirements. These performance measures may be changed over time. Some evaluate the success of the entire Heritage Area, while others evaluate the success of the management entity. In addition, MHAA plans to conduct a �360 review� of the management entities annually.
B. MHAA has mandated that all Heritage Areas work in three key areas, listed below: ! Product Development: Management entities lead or initiate the creation of new or enhanced place-based
(archaeological, historic, cultural, natural) experiences for both visitors and Maryland residents. Heritage Areas focus on the sustainability and capacity of these heritage tourism products both so their partner Destination Marketing Organizations (DMO) have more to market to the consumer and so Maryland residents have better communities in which to live.
! Building Partnerships: Management entities work to engage all partners and leverage resources. They
work to bring both common and uncommon partners together to focus on projects of common benefit. Heritage Areas bring disparate state and local entities together around a common, local vision. Heritage Areas help to build organizational capacity, understanding, and access to financial and technical assistance.
! Regional Identity: Heritage Areas provide a connection to place that showcases each area�s distinctive
archaeological, cultural, historic, and natural assets. They apply an approach that is unique to, and respectful of, local geography. Through the projects and events that they host or encourage, Heritage Areas sustain, respect, and celebrate the heritage of an area, making it relevant to both present and future generations.
These items are integrated into each piece of ATHA Inc.�s strategic business plan. Instead of formal Management Plan updates, MHAA now requires that all heritage area management entities have a five-year work plan that covers the three key areas. This five-year plan has been created separately for the Anacostia Trails Heritage Area.
Rationale for this Plan Certified heritage areas were asked to do a management plan update every ten years, prior to the new mandates in the MHAA strategic plan. ATHA, Inc. commissioned Baltimore based Strategic Management Consulting to conduct this management plan update, as well as to conduct a strategic business plan. The update is in the form of a status report on current implementation, activities slated for implementation, and the five--year work plan template that MHAA provided. In addition to the update (which is a separate document), ATHA, Inc. decided to start a strategic planning process to refine its work and add a business plan element to understand the funding needs and potential funders/donors. This plan was necessary to help answer the strategic questions ATHA, Inc. has, as well as to integrate the MHAA mandates into a format that ATHA, Inc. can use. Strategic Questions to Address Strategic questions are the broader set of issues that come up often during conversations with people inside and outside of the organization. Without answers to these questions, or a process to resolve them, the organization could risk being reactive, rather than proactive, and could veer in an unanticipated direction. Identifying these strategic questions and creating a plan to address the issues helps shape the direction for ATHA, Inc. Also, conclusions about the role of ATHA, Inc. may help shape the answers to these questions. Based on the initial conversations with stakeholders in the Heritage Area, ATHA, Inc board members and staff, the following items surfaced as strategic questions to address during this process:
ATHA, Inc Strategic Plan February 2010
6
• What capacity is needed for ATHA, Inc. to take on the management entity role? • What role does ATHA, Inc. play in implementing the management plan promoting heritage tourism? • What is the best structure for ATHA, Inc. in order to accomplish its mission and goals? • How do we raise funds to comply with the MHAA mandates and increasing our match? • How to we change the perception that ATHA, Inc. is ineffective? • What is the best relationship ATHA, Inc. can have with the destination marketing organization to ensure
successful heritage tourism? Relevant organizations playing a role in the Heritage Area mentioned in this Plan: Redevelopment Authority (RA): This entity within Prince George�s County government assists with development issues across the county. It was designated as the management entity for the Anacostia Trails Heritage Area in 2001. ATHA, Inc. would like to take on that role, and will work with the RA to make that happen. Maryland National Capital Parks and Planning Commission (MNCPPC): The Maryland-National Capital Park and Planning Commission is a bi-county agency empowered by the State of Maryland in 1927 to acquire, develop, maintain and administer a regional system of parks within Montgomery and Prince George's Counties, and to provide land use planning for the physical development of Prince George's and Montgomery counties. In addition, the Commission gained responsibility for the public recreation program in Prince George's County in 1970. The Commission coordinates and acts on matters of interest to both counties, and meets at least once a month. The members of the Commission from each county serve as separate Planning Boards to facilitate, review and administer the matters affecting their respective counties. MNCPPC includes heritage sites in its work regarding public recreation, and has had a seat on the Board of ATHA, Inc. Maryland Heritage Areas Authority (MHAA): A 17 member board consisting of various agency representatives dedicated to managing and overseeing the Maryland Heritage Areas Program. Their role is to certify new heritage areas, provide staff support for current heritage areas, and cross agency coordination. MHAA also administers the benefits given to heritage areas which are marketed by each local area. These include:
• Operational support to the management entities in each heritage area • Matching Capital grants to improve heritage areas and tourism. These can be used by local governments
or non-profit groups. The matches have to be dollar for dollar. • Marketing grants to help market each heritage area • Benefits that are available in Targeted Investment Zones
Targeted Investment Zones (TIZ): Areas within each Heritage Area that have main benefits:
• Loans to assist with the preservation of heritage resources and the enhancement of heritage attractions and visitor services
• Historic Preservation Tax Credits to help rehab historic sites and properties (or sites/ properties that contribute to furthering the vision of the heritage area.)
• The TIZs in the Anacostia Heritage Area are College Park, Berwyn Heights, Greenbelt, and Riverdale Park. Expansion of the TIZ is possible through approval of MHAA.
Each Municipal government within the Anacostia Trails Heritage Area: Each municipality selects a member of its council or staff to be on the Board of ATHA, Inc. and provides dues to help ATHA, Inc. In this new Plan, these representatives become members of the �Governing� board and will select the initial new �managing� board and both will run as described in Appendix D.
ATHA, Inc Strategic Plan February 2010
7
Preservation / Conservation Organizations: In this plan, ATHA, Inc. will partner with historic preservation organizations in a more coordinated way (see Historic, Cultural, Natural Preservation and Conservation component). These organizations include, and are not limited to: Prince George�s Heritage, friends groups for various sites, the Anacostia Watershed Society, Prince George�s County Historical and Cultural Trust, Berwyn Heights Historic Preservation Committee, Historic Preservation Department, and the University of Maryland. Port Towns: The Towns of Bladensburg, Colmar Manor, Cottage City, and Edmonston comprise the Port Towns. The area is nestled in Prince George's County at the head of the Anacostia River and has several resources they share. The Port Towns Community Development Corporation (Port Towns CDC) is the entity that works with each town to enhance the tourism, business and community development in the area. Gateway Arts District: As a result of the interests expressed by the community in developing an arts district, in January 2002, the State of Maryland designated the Gateway Arts District as one of the four Arts and Entertainment Districts in the state. The municipalities in this district are Mt. Rainier, Brentwood, North Brentwood and Hyattsville. The managing entity includes the Gateway CDC and the Hyattsville CDC as well as other stakeholders. In February 2002 the Maryland-National Capital Park and Planning Commission initiated a sector plan to reexamine land use, zoning, and development standards to ensure implementation of the communities' vision of the Prince George's County Gateway Arts District. ATHA, Inc. works with groups in this district to enhance the cultural resources in the Heritage Area.
Prince George�s Conference and Visitors Bureau: The Prince George's County Conference & Visitors Bureau (CVB) is the official destination marketing organization for Prince George's County, Maryland. Through the efforts of the CVB and our many partners, we actively market and promote Prince George's County (regionally and nationally) as a prime Mid Atlantic destination for leisure travelers, meetings, conventions, reunions, group tours, sporting events and special events. The CVB is a membership organization, working with the Maryland Office of Tourism and has a seat on the board of ATHA, Inc.
ATHA, Inc Strategic Plan February 2010
8
Part II. About This Plan Details about the Process, Findings, and Decisions made There were four phases to the comprehensive strategic planning process. Under the name of each phase and a brief description is a statement or two about major decisions or findings from the planning process that led to the recommendations in this plan. Phase I. Information Collection. The information collection phase consisted of in-person and phone interviews with stakeholders, funders, board members, and partner agencies, as well as gathering research on other heritage areas and their management entities. Research was conducted in conjunction with understanding the implementation of the original management plan passed in 2001. The results are explained in Appendix C. In addition, the George Washington University School of Hospitality conducted a visitor survey, which showed that visitors liked what they saw in the Heritage Area, but did not know they were in a Heritage Area. Visitors also said they get their information from the Internet and that the Heritage Area needs better signage. Phase II. Strategic Direction and Identity. The ATHA, Inc board met in June and August 2009 to determine the strategic direction of the organization based on the information gathered. The board revised the Vision for the Heritage Area and Mission statement of ATHA, Inc. to reflect its role as a facilitator, convener, resource, and catalyst that works with partner groups and municipalities to foster heritage tourism. This role is a new role for ATHA, changing from marketing and oversight of MHAA funds to an entity that is: ! An advocate to
o Municipalities to take advantage of the benefits in the Heritage Area and economic development strategies (such as the benefits of being in a TIZ historic districts, and more)
o MHAA to improve its systems and information (i.e. it is difficult to use the loans because of bureaucracy, etc.)
o County and local governments to make heritage tourism a priority and in order to preserve historic, natural, and cultural resources.
! A coordinator with o MNCPPC which manages most of the historic sites in the Heritage Area o The DMO (destination marketing organization), which is the Prince George�s Conference and
Visitor�s Bureau, to market the Heritage Area o Other preservation and conservation groups to coordinate initiatives
! An organizer and catalyst to o Create a �there� in the Heritage Area, o Build collaborations, o Work with partners to carry out the Vision for the Heritage Area.
The other big decision was to change the board structure from a board of municipal representatives to one that is a true nonprofit board (called the Managing board); the municipal representatives will be a �Governing� board. Appendix D contains the proposed board structure chart, as well as the proposed committee structure. Last, the board decided to be the official management entity of the Heritage Area. The Redevelopment Authority was not interested in continuing in this role, and it has participated less and less during the past few years. Phase III. Component Action Planning. There are five component areas. Each component area has an action plan. The action plans were developed using the information collected, and then in meetings with staff, who primarily drive the programs, and some board members. Each action plan contains a result statement of where things ought to be within the next three years (completion of implementation of the plan). After that, the action plans list the goals (again, stated as if they are completed) and then the objectives, strategies, timelines, and who is responsible
ATHA, Inc Strategic Plan February 2010
9
for implementation. Each goal is enumerated, and each objective has letters, for clarity only rather than to indicate priority. Phase IV. Review and Comment. The draft of all parts of the Strategic Plan was circulated to the entire board for comment in December, and was passed at the January 27, 2010 board meeting. Phase V. Implementation Phase. This phase will begin once the plan is completed. NOTE - While the action plans show time frames for implementation in the most optimal environment, it is important to understand that these may change as the organization moves forward. Some items may require more time to unfold, while others may be completed sooner than expected.
Goal of This Plan and Commitment to Implementation The goal of this plan is to articulate the role that ATHA, Inc. will play as the official management entity for the Heritage Area and to outline the results, goals, and objectives within the next three to five years. Approval of this plan moves ATHA, Inc. forward toward implementation and ultimately achieving the organization�s new mission and its vision for the Heritage Area. ATHA, Inc. has shown it is committed to implementation by putting in place the following mechanisms: • MHAA requires that ATHA, Inc. have specific committees on its board and also raise money in a way that
helps reduce its dependence on MHAA funding. • MHAA insists on specific performance measures that ATHA, Inc. must comply with in order to remain a
Certified Heritage Area. • ATHA, Inc. will look for assistance to implement this plan.
ATHA, Inc Strategic Plan February 2010
10
III. Strategic Identity Vision of the Anacostia Trails Heritage Area The vision is a statement about the broader state of being, i.e. quality of life that everyone in the community would like to have. It answers the question, �What do you want the Heritage Area to be like in the next ten to twenty years?�
The following statement best articulates the vision of the Anacostia Trails Heritage Area in the future:
The Anacostia Trails Heritage Area is a place where visitors come to experience the evolution of our nation through our history, culture, and natural assets. Visitors will easily find ways to enjoy the Anacostia River and beautiful trails, as well as the culture and arts that highlight our diversity. The restored historical sites and properties in each municipality emphasize the area�s significance in our nation's history. Visitors will also enjoy area restaurants, retail, and other amenities. All this is connected via tours, trails, signage, and transportation. Visitors and community members will encourage others to come and experience all that the Heritage Area has to offer.
Mission of the Anacostia Heritage Area, Inc � the management entity The mission statement is an opportunity to convey in a concise, compelling way the role the organization plays in achieving its vision. There may be many other people and groups involved in the process, but the mission is the difference the organization itself aims to make. This is what the organization will be remembered for in the future. Given the role that ATHA, Inc. plays and wants to keep playing to ensure the vision articulated above becomes reality, its board of directors recreated the mission statement:
To advocate for, organize, and promote heritage tourism in a way that fosters economic development while revealing and protecting the cultural, historic, and natural resources in each community within the Anacostia Trails Heritage Area.
ATHA, Inc Strategic Plan February 2010
11
Guiding Principles Guiding principles are the fundamental values or ideals at the heart of an organization. They articulate ideals that you�d like to be held to in the operations of the organization and offer guidance about how to do your work (i.e. inclusiveness, representative, etc.) The principles that guide how we do our work at ATHA, Inc. are: Partnership and Collaboration:
In order to achieve the Vision for the Heritage Area and implement our management work plan, we have to partner with groups and municipalities to help move the agenda.
Outreach and Organizing:
It is important to reach out to partners, municipal officials, neighbors, and others to make them aware of our resources and those of MHAA in order to accomplish the goals for the Heritage Area.
Customer service:
We provide courteous service to our customers and partners in order to strengthen them and ensure the Vision of the Heritage Area is accomplished.
Transparency:
Our financials and business practices are sound, our communications are explicit, and all documents are available for public review.
Accountability: We hold ourselves and our partners accountable for making things happen in the Heritage Area. Primary and Supporting Customers of ATHA, Inc. Primary Customer The primary customer of an organization is the person or group most directly impacted/changed through the organization�s regular, on-going work. The primary customer can be an individual, organization, animal, or thing.
ATHA, Inc.�s primary customer is: • The partners acting for the benefit of heritage tourism (natural, cultural, and historic) throughout
the Heritage Area Supporting Customers The supporting customers of an organization are all the people and groups an organization needs to succeed. They are just as important as the primary customer. They are engaged with the organization because of and in order to support the accomplishment of the vision and mission.
ATHA�s supporting customers are: • Funders of ATHA, Inc. including the Maryland Heritage Areas Authority • Municipalities • Visitors to the Heritage Area
ATHA, Inc Strategic Plan February 2010
12
Part IV. Strategic Direction The strategic direction is a concise statement about the strategy or approach an organization takes to its work over a specific period of time. The statement is based on a combination of both the current environment (the opportunities and threats facing the organization) and its mission and competencies. This is often a direct response to the strategic questions asked by an organization and tells you what the organization will look and be like over the next three to five years. Within the next three to five years� The Anacostia Trails Heritage Area, Inc is the official management entity for the Anacostia Trails Heritage Area. In that role, ATHA, Inc. is the catalyst for getting things done and ensuring that the Vision for the Heritage Area is achieved. ATHA, Inc. is an advocate for historic, cultural, and natural preservation and conservation in order to develop the heritage �product.� ATHA Inc. is a catalyst in enhancing visitor experience in the Heritage Area by galvanizing support and resources for capital improvements to connect historic, cultural, and natural sites. It shares information about the benefits within the Heritage Area for economic development and works to ensure that visitors return. ATHA, Inc. works with partners to promote the Heritage Area to neighbors and visitors. The new board structure energizes the municipalities while ensuring stability, expertise, and accountability. ATHA, Inc.�s staffing structure is lean enough to be efficient, yet effective enough to coordinate partners to accomplish the mission and vision of the Heritage Area. The following results, goals, and objectives are what ATHA, Inc. will accomplish in the next three to five years to reach this strategic direction, fulfill its mission, and achieve the goals for the Heritage Area. Action plans to accomplish these results start on page 18 with the general timeline and specific details.
ATHA, Inc Strategic Plan February 2010
13
Part V. Results, Goals, and Objectives Goals and objectives set out the broad results that ATHA, Inc. hopes to achieve within a specific time period. Goals are broad aims for the community to accomplish. Objectives are statements of short-term achievements and collections of activities that, if achieved, constitute fulfillment of the goals. Component 1: Strong Board and Organization RESULT: Within the next three to five years, we will see�
ATHA, Inc. is the management entity for the Heritage Area, and is a well run, efficient, and effective organization. It has a strong, diverse managing board that works together to implement the mission. The organization also has strong committees, and its internal policies and procedures are solidified for more efficient, effective operations. The municipalities participate directly through the governing board and assist with the implementation of the mission.
Goal 1: Change the board structure in order to be more effective and sustainable. Objectives:
A. Create a managing board composed of members of the community, experts in specific fields, fund-raisers, and others. It will have between fifteen and seventeen members.
B. Recruit members to the managing board. C. Redefine the role of the municipalities (governing board). D. Orient and educate board members about the vision, mission, and culture. Make sure board
members know their roles in the organization and fulfill them. E. Create new board committee structure (under the managing board), and define the roles of each
committee, including governance, marketing, fund-raising, and others. (See Appendix D) F. Amend bylaws and board operating procedures as needed.
Goal 2: Become the official management entity for the Heritage Area. Objectives:
A. Conduct meetings with RA, MHAA, and ATHA, Inc. board to organize the process of separation. B. Work to amend all plans and laws having the RA as the management entity for the Heritage Area. C. Confirm passage of change with MHAA board.
Goal 3: Ensure ATHA, Inc. staff is strong, and internal operations are efficient and effective. Objectives:
A. Conduct staff evaluations to celebrate good performance, set goals each year, and add suggestions for improvement.
B. Update job descriptions. C. Create and implement a personnel manual and other policies.
Goal 4: Review and assist historic, cultural, and natural sites with MHAA grant funding and mini grants.
Objectives:
A. Conduct annual workshops for grants. B. Create Grants Review committee to review MHAA grants. C. Create section of the website for guidelines, procedures, policies, and requirements on grants. D. Distribute guidelines and policies regarding signage to all municipalities to use as a guide.
ATHA, Inc Strategic Plan February 2010
14
Component 2: Historic, Cultural, and Natural Preservation and Conservation
RESULT: Within the next three to five years we will see�
ATHA, Inc. works to enhance historical, natural, and cultural heritage preservation by partnering with preservation and conservation groups, advocating when needed, and connecting to resources. ATHA, Inc. also strengthens local heritage through awareness of MHAA grants and technical assistance.
Goal 1: Link to preservation and conservation groups in order to strengthen and advocate for the
Heritage Area�s historical, cultural, and natural treasures. Objectives:
A. Build partnerships with preservation and conservation groups, and specify benefits to each. B. Determine benefits of preservation/conservation groups working with ATHA, Inc. and use to build
partnerships. C. Participate in the War of 1812 work as a way to promote and ensure preservation/conservation of
Heritage Area. D. Work with partner conservation/preservation groups to develop the Heritage Area interpretive
theme trails (i.e. transportation, settlements, etc.) Goal 2. Work with partners to increase the number of historic sites and districts, both local and
National. Objectives:
A. Work with groups to increase historic districts--national and local--to ensure historic preservation. B. Refer groups to Historic Preservation Commission for tax credits and other incentives for historic
districts and sites. Goal 3: Strengthen historic, cultural, and natural sites. Objectives:
A. Promote the availability of MHAA funding for local sites. B. Conduct workshops to provide technical assistance for groups interested in MHAA funding. C. Partner with MNCPPC to provide technical assistance to groups to help them with visitor
experience.
ATHA, Inc Strategic Plan February 2010
15
Component 3. Enhancing Visitor Experience RESULT: Within the next three to five years, we will see�
ATHA, Inc. works to enhance visitors� experiences by increasing economic activity and visitor amenities through advocating for specific programs and services, as well as by forming partnerships with municipalities and community development groups. As a result of these efforts, we will see more shops and restaurants, streetscaping, and overall investment in the Heritage Area. ATHA, Inc. also advocates for signage and connections so that it is easier for visitors to locate sites and connect to other sites in the area.
Goal 1: Enhance the regional identity and visitor experience by adding signs that help visitors reach
their destinations. Objectives:
A. Devise a signage plan for visitors to find their way while driving and walking. B. Continue to raise funds for uniform way finding signage throughout the Heritage Area. C. Build a Heritage Area Visitor Center
Goal 2: Enhance visitor experience with historic streetscaping near historic sites and along corridors. Objectives:
A. Advocate for capital spending on streetscaping near historic sites and along corridors. B. Work with economic development entities (community development groups, municipalities, etc.)
to streamline capital investment process and explore funding options. C. Work with state highway administration and other agencies to develop Scenic Byways along
Routes 1, 201, and 450 in order to better connect the historic/cultural sites. D. Work with municipalities and partners to create a trolley along Route 1 to connect sites and make
travel easy for visitors.
Goal 3: Work with businesses and municipalities to spur economic development so visitors have retail outlets and other amenities while visiting the Heritage Area.
Objectives:
A. Work with MHAA on improvement of the TIZ benefits and marketing. B. Expand the areas in the Heritage Area that are designated TIZs. C. Promote the use of the TIZ benefits to municipalities and businesses. D. Work to develop a Main Street Program along Route 1.
Goal 4: Create a Visitor Experience committee for ATHA, Inc. to initiate and manage the visitor
experience work. Objectives:
A. Constitute Visitor Experience committee of managing board members and relevant members of the community.
B. Define role of the Visitor Experience committee.
ATHA, Inc Strategic Plan February 2010
16
Component 4: Marketing the Heritage Area and ATHA, Inc. RESULT: Within the next three to five years we will see�
The Heritage Area is the place to help visitors understand the �Evolution of our Nation.� ATHA, Inc. works at the grassroots level to promote the history and culture within the Heritage Area. This includes working with schools, churches, community groups, municipalities and more to showcase the �Evolution of a Nation� theme. ATHA, Inc. collaborates with the county�s conference and visitors bureau (also the DMO) and municipal marketing entities on marketing to visitors.
Goal 1: Create a Marketing committee that strategically works on all aspects of marketing the
Heritage Area and ATHA, Inc. Objectives:
A. Define the role of the Marketing committee. B. Recruit managing board members and other experts in the field to be members of the committee.
Goal 2: Make sure that visitors and communities identify the area as a heritage area and know about
its many attractions. Objectives:
A. Develop the messages and brand for the Heritage Area, building on the �Experience the Evolution of a Nation� theme and the interpretive plan for the Heritage Area.
B. Plan, execute, and distribute the message about the theme, sites, etc., for visitors. C. Plan, execute, and distribute message for communities in the Heritage Area. D. Develop marketing work plan with DMO (and vice versa) to ensure ongoing coordination. E. Make sure ATHA, Inc. board members are versed in the messages and theme so they can discuss it
with their constituents and networks. F. Apply for the MHAA marketing grant in order to further the work. G. Utilize the War of 1812, Battle of Bladensburg, Star Spangled Trail, and 150th anniversary of the
Civil War to market the Heritage Area.
Goal 3: Ensure that ATHA, Inc. is known as a resource for municipalities and groups interested in heritage tourism.
Objectives: A. Develop the message about ATHA Inc. and the value it brings to heritage tourism in the area. B. Let municipalities, businesses, heritage groups, etc. know about the resources available through
ATHA, Inc. (including TIZ benefits, and grants) and other projects. C. Conduct workshops to provide technical assistance to groups interested in MHAA funding D. Partner with MNCPPC to provide technical assistance to ensure historic sites are strong.
Goal 4: Work with partners to create events that market the Heritage Area. Objectives:
A. Develop �Passport to History� event. B. Continue and enhance the Bike Ride sponsored by ATHA, Inc. C. Make sure ATHA, Inc. participates in Heritage Area partner events. D. Include more events as needed through the marketing plan (see Goal 2).
ATHA, Inc Strategic Plan February 2010
17
Component 5: Fund-raising and Financial Viability RESULT: Within the next three to five years, we will see�
ATHA, Inc. relies on a diverse funding base and has a strong fund-raising plan each year in order to meet its financial needs. The financial policies and practices ensure that the organization is accountable and sustainable.
Goal 1. Diversify ATHA, Inc.�s funding base. Objectives:
A. Develop annual fund-raising plan that examines needs and adheres to funding that is relative to mission and work
B. Encourage Managing board members to �give/get� a certain amount in personal contributions and/or raise additional money from individual donors.
C. Expand individual donor base through one-on-one meetings and �friend-raiser� events. D. Execute tenth anniversary gala garnering �friends� and funds. E. Organize an annual event to raise profile and money for ATHA, Inc. F. Expand annual solicitation to raise 5-10 percent of budget and increase each year. G. Increase foundation support. H. Increase number of organizational members. I. Increase major gifts (gifts worth more than $500). J. Develop reserve/emergency fund. L. Consider charging fees for ATHA, Inc. sponsored tours and events. K. Encourage and explore government grants.
Goal 2: Expand ATHA, Inc.�s capacity to effectively raise money. Objectives:
A. Develop a fund-raising committee (per the MHAA mandate). B. Consider hiring a part-time development director.
Goal 3: Continue rigorous accounting and monitoring of finances. Objectives:
A. Establish a finance committee to review finances monthly. B. Set financial polices and guidelines. C. Conduct audits regularly. D. Update financial policies and develop new ones as needed.
ATHA, Inc Strategic Plan February 2010
18
Part VI: Overall Plan Timetable Below is a summary of the overall focus of ATHA, Inc.�s work for each year of plan�s implementation.
Year Summary of Activity
January � June 2010
• Design marketing messages for the Heritage Area and ATHA, Inc. • Coordinate with the DMO on marketing • Define the roles of Managing and Governing boards, re-write bylaws • Create and recruit members for Managing board • Create the board committees and have board orientation • Begin negotiations and legal changes to separate from the Redevelopment Authority • Draft, approve, and circulate the MHAA grant guidelines and signage requirements • Visit and convene meetings with preservation and conversation groups (and define what
ATHA, Inc. can provide) • Evaluate the management plan update to see what needs to be advocated for • Rewrite job descriptions and staff plan based on this strategic plan
July �
December 2010
• Devise signage plan for signs to help visitors find their way while driving • Implement marketing strategies • Reach out to municipalities regarding TIZ and other Heritage Area benefits • Finalize release from the Redevelopment Authority • Continue work on War of 1812 and Star Spangled Banner trail activities
January-
June 2011
• Advocate to the State Highway Administration and other agencies to make Route 1 a Scenic Byway
• Work with preservation groups to establish more historic districts and sites in the Heritage Area
• Continue work on War of 1812 and Star Spangled Banner trail activities • Plan for and execute the tenth anniversary celebration • Circulate MHAA grant guidelines widely, implement grants review committee
July-
December 2011
• Consider hiring a part-time development director • Begin Main Street Program application • Continue work on War of 1812 and Star Spangled Banner trail activities • Plan for an execute the tenth anniversary celebration • Get support and funding for trolley
2012 • Develop the Main Street infrastructure and partnerships
• Continue work on War of 1812 and Star Spangled Banner trail activities • Implement trolley system
2013
• Continue work on War of 1812 and Star Spangled Banner Trail activities • Continue partnerships and advocacy for streetscaping, signage, and other capital investments • Open the Heritage Area Visitor Center
2014
• Continue work on War of 1812 and Star Spangled Banner trail activities • Continue partnerships and advocacy for streetscaping, signage, and other capital investments
Note: All items are considered ongoing and are only listed in the year they begin.
ATH
A, I
nc S
trate
gic
Plan
Febr
uary
201
0
19
Flow
Cha
rt o
f wha
t a s
trat
egic
vis
ion
and
plan
ning
pro
cess
pro
duce
s th
at s
ets
the
stag
e fo
r im
plem
enta
tion.
AT
HA,
Inc.
has
mad
e w
ell-i
nfor
med
stra
tegi
c de
cisi
ons
that
hel
p de
fine
the
com
preh
ensi
ve s
trate
gic
dire
ctio
n of
the
orga
niza
tion
and
answ
er s
trate
gic
ques
tions
. It h
as a
set
of a
ctio
n pl
ans
to h
elp
char
t the
cou
rse
tow
ard
impl
emen
tatio
n.
Visi
on o
f Are
a/Q
ualit
y of
Life
/Fie
ld o
f Int
eres
t
Stra
tegi
c Id
entit
y:
Com
pone
nt 1
: St
rong
Boa
rd a
nd
Org
aniz
atio
n A
ctio
n Pl
an
Goa
ls
Obj
ectiv
es,
Mea
sure
s,
Act
ion
Item
s/
Stra
tegi
es,
Tim
etab
les
Who
is
resp
onsi
ble
Impl
emen
tatio
nPe
riodi
c ch
eck-
in a
nd s
tatu
s re
port
Act
ion
Plan
G
oals
O
bjec
tives
, M
easu
res,
A
ctio
n Ite
ms/
S
trate
gies
, Ti
met
able
s W
ho is
re
spon
sibl
e
Act
ion
Plan
G
oals
O
bjec
tives
, M
easu
res,
A
ctio
n Ite
ms
/Stra
tegi
es,
Tim
etab
les
Who
is
resp
onsi
ble
Act
ion
Plan
G
oals
O
bjec
tives
, M
easu
res,
A
ctio
n Ite
ms/
S
trate
gies
, Ti
met
able
s W
ho is
re
spon
sibl
e
Act
ion
Plan
G
oals
O
bjec
tives
, M
easu
res,
A
ctio
n Ite
ms/
S
trate
gies
, Ti
met
able
s W
ho is
re
spon
sibl
e
Com
pone
nt 3
: En
hanc
ing
Visi
tor
Expe
rienc
e
Com
pone
nt 4
: M
arke
ting
the
Her
itage
Are
a an
d A
THA
, Inc
.
Com
pone
nt 5
: Fu
ndra
isin
g an
d Fi
nanc
ial V
iabi
lity
Com
pone
nt 2
: H
isto
ric, N
atur
al,
Cul
tura
l Pr
eser
vatio
n
To a
dvoc
ate
for,
orga
nize
, and
pro
mot
e he
ritag
e to
urism
in a
way
that
spur
s eco
nom
ic d
evel
opm
ent
and
prot
ects
the
cultu
ral,
hist
oric
, and
nat
ural
re
sour
ces i
n ea
ch m
unic
ipal
ity in
the
Ana
cost
ia
Trai
ls H
erita
ge A
rea.
ATH
A, I
nc S
trate
gic
Plan
Febr
uary
201
0
20
Pa
rt V
II: C
ompo
nent
Act
ion
Plan
s, Im
plem
enta
tion
Tim
elin
e, a
nd A
ccou
ntab
ility
A
ctio
n pl
ans a
re sp
ecifi
c pl
ans t
hat h
old
the
timel
ine
and
task
s for
impl
emen
tatio
n. T
hese
det
ail t
he o
bjec
tives
, str
ateg
ies,
part
ners
to e
ngag
e, ti
mel
ines
, and
who
is re
spon
sible
for
mak
ing
it ha
ppen
. The
se a
re th
e ro
ad m
aps f
or im
plem
entin
g th
e pl
an a
nd g
ettin
g th
ings
don
e.
ATH
A, I
nc S
trate
gic
Plan
Febr
uary
201
0
21
Com
pone
nt 1
: Str
ong
Boa
rd a
nd O
rgan
izat
ion
RES
ULT
: W
ithin
the
next
thre
e to
five
yea
rs, w
e wi
ll se
e
ATH
A, I
nc. i
s the
man
agem
ent e
ntity
for t
he H
erita
ge A
rea,
and
is a
wel
l run
, eff
icie
nt, a
nd e
ffec
tive
orga
niza
tion.
It h
as a
stro
ng, d
iver
se m
anag
ing
boar
d th
at w
orks
toge
ther
to im
plem
ent t
he m
issio
n. T
he o
rgan
izat
ion
also
has
stro
ng c
omm
ittee
s, an
d its
inte
rnal
pol
icie
s and
pro
cedu
res a
re so
lidifi
ed fo
r mor
e ef
ficie
nt, e
ffec
tive
oper
atio
ns. T
he m
unic
ipal
ities
par
ticip
ate
dire
ctly
thro
ugh
the
gove
rnin
g bo
ard
and
assis
t with
the
impl
emen
tatio
n of
the
miss
ion.
G
oal 1
: C
hang
e th
e bo
ard
stru
ctur
e in
ord
er to
be
mor
e ef
fect
ive
and
sust
aina
ble.
O
bjec
tive
Act
ion
Item
St
art D
ate
Impl
emen
t D
ate
By
Who
m
(Com
mitt
ee, S
taff,
B
oard
)
Not
es
A.
Cre
ate
a m
anag
ing
boar
d co
mpo
sed
of m
embe
rs o
f the
co
mm
unity
, exp
erts
in sp
ecifi
c fie
lds,
fund
-rais
ers,
and
othe
rs. I
t w
ill h
ave
betw
een
fifte
en a
nd
seve
ntee
n m
embe
rs.
Def
ine
the
spec
ific
role
and
resp
onsi
bilit
ies o
f thi
s man
agin
g bo
ard.
Re
vise
d by
law
s acc
ordi
ngly
Dra
ft bo
ard
job
desc
riptio
n D
raft
oper
atio
nal p
roce
dure
s
Sprin
g 20
10
Sprin
g 20
10
Mar
ch 2
010
Mar
ch 2
010
Full
boar
d (le
d by
an
ad h
oc n
omin
atio
ns
grou
p)
See
App
endi
x D
Th
is gr
oup
will
hi
re a
nd fi
re th
e ex
ecut
ive
dire
ctor
, with
go
vern
ing
boar
d�s
appr
oval
.
B.
Recr
uit m
embe
rs to
the
man
agin
g bo
ard
Nom
inat
ions
func
tion
of th
e bo
ard
to d
evis
e th
e sk
ills b
oard
m
embe
rs n
eed
and
to re
crui
t peo
ple
who
hav
e th
ose
skill
s. C
onsi
der g
ettin
g th
e sk
ills l
iste
d be
low
. -
Fina
nce,
lega
l, m
anag
emen
t, fu
nd-r
aisin
g, p
ublic
rela
tions
, hu
man
reso
urce
s -
Repr
esen
tatio
n to
incl
ude:
o
Cor
pora
te, i
ndiv
idua
l, ph
ilant
hrop
ic, a
rts, n
atur
al
reso
urce
s, hi
storia
ns, D
MO
, etc
. o
Ensu
re c
ompl
ianc
e w
ith M
HA
A re
quire
men
ts
The
nom
inat
ions
ad
hoc
grou
p w
ill p
ropo
se a
slat
e of
new
m
embe
rs a
t the
ann
ual m
eetin
g.
Sprin
g 20
10
Mar
ch/A
pril
/May
201
0
Full
boar
d le
d by
no
min
atio
ns a
d ho
c co
mm
ittee
C.
Rede
fine
the
role
of t
he
mun
icip
aliti
es (g
over
ning
boa
rd)
Def
ine
the
role
of t
he g
over
ning
boa
rd
Dra
ft jo
b de
scrip
tion
for m
unic
ipal
ity re
pres
enta
tives
U
pdat
e by
law
s
Fall
2009
Sp
ring
2010
Sp
ring
2010
G
over
nanc
e co
mm
ittee
Mee
ts se
mi-
annu
ally
for a
n up
date
and
ot
her
info
rmat
ion
to
ATH
A, I
nc S
trate
gic
Plan
Febr
uary
201
0
22
Con
firm
the
role
, mee
tings
, and
dec
isio
n m
akin
g
take
to th
eir
mun
icip
aliti
es.
App
rove
s the
bu
dget
and
the
exec
utiv
e di
rect
or.
D
. O
rient
and
edu
cate
boa
rd
mem
bers
abo
ut th
e vi
sion
, m
issi
on, a
nd c
ultu
re. M
ake
sure
bo
ard
mem
bers
kno
w th
eir r
oles
in
the
orga
niza
tion
and
fulfi
ll th
em.
Con
duct
boa
rd tr
aini
ng/o
rient
atio
n ea
ch y
ear f
or n
ew a
nd o
ld
mem
bers
. U
pdat
e th
e bo
ard
man
ual a
s nee
ded.
Exe
cutiv
e co
mm
ittee
sh
ould
revi
ew e
ach
year
. G
over
ning
and
man
agin
g bo
ard
Sprin
g 20
10
Each
nea
r bo
ard
year
Gov
erna
nce
com
mitt
ee
E.
Cre
ate
new
boa
rd c
omm
ittee
st
ruct
ure
(und
er th
e m
anag
ing
boar
d), a
nd d
efin
e th
e ro
les o
f ea
ch c
omm
ittee
, inc
ludi
ng
gove
rnan
ce, m
arke
ting,
fund
-ra
isin
g, a
nd o
ther
s. (S
ee A
ppen
dix
D)
Cre
ate
stand
ing
com
mitt
ees f
or th
e m
anag
ing
boar
d.
Exec
utiv
e co
mm
ittee
� c
oord
inat
es th
e w
ork
of th
e bo
ard,
co
nsis
ts o
f offi
cers
and
com
mitt
ee c
hairs
(or a
t lar
ge m
embe
rs)
and
serv
es a
s the
fina
nce
com
mitt
ee to
des
ign
the
budg
et a
nd
over
see
spen
ding
. G
over
nanc
e co
mm
ittee
- ta
kes o
n th
e ro
le o
f boa
rd c
ompl
ianc
e w
ith st
anda
rds,
conf
lict o
f int
eres
ts, u
pdat
ing
boar
d m
anua
ls a
nd
boar
d jo
b de
scrip
tions
, boa
rd o
rient
atio
n an
d tra
inin
g, a
nd th
e no
min
atio
ns fu
nctio
n, h
uman
reso
urce
pol
icie
s, ex
ecut
ive
dire
ctor
revi
ew, a
nd a
ssis
t exe
cutiv
e di
rect
or w
ith a
ll pe
rson
nel
issu
es, g
rieva
nces
, etc
. Fu
nd-ra
isin
g co
mm
ittee
(man
date
d by
MH
AA
and
stan
dard
pr
actic
es �
dev
elop
s fun
drai
sing
plan
and
hel
ps B
oard
and
Exe
c D
irect
or a
ccom
plish
that
pla
n.
Gra
nts R
evie
w c
omm
ittee
� re
view
s all
MH
AA
gra
nts t
hrou
gh
ATH
A, I
nc.
Mar
ketin
g co
mm
ittee
(man
date
d by
MH
AA
) � w
orks
with
all
mar
ketin
g, w
orks
with
DM
O a
nd M
aryl
and
Offi
ce o
f Tou
rism
, et
c. C
ould
incl
ude
the
prog
ram
min
g an
d ec
onom
ic d
evel
opm
ent
wor
k of
ATH
A, I
nc. a
lso.
V
isito
r Exp
erie
nce
com
mitt
ee �
wor
ks o
n al
l asp
ects
of v
isito
r ex
perie
nce,
incl
udin
g si
gnag
e, e
cono
mic
dev
elop
men
t,
Sprin
g 20
10
Sprin
g 20
10
Ong
oing
Sp
ring
2010
Exec
utiv
e co
mm
ittee
an
d bo
ard
ATH
A, I
nc S
trate
gic
Plan
Febr
uary
201
0
23
prog
ram
min
g, e
tc.
Def
ine
role
s of e
ach
com
mitt
ee m
ore
fully
to in
clud
e th
eir
char
ges a
nd o
blig
atio
ns, a
nd p
lace
in b
oard
man
ual.
Cha
irs o
f eac
h co
mm
ittee
shou
ld b
e m
anag
ing
boar
d m
embe
rs.
Oth
ers f
rom
the
com
mun
ity a
re w
elco
me
(exc
ept t
o th
e go
vern
ance
and
exe
cutiv
e co
mm
ittee
s, in
whi
ch b
oard
mem
bers
on
ly sh
ould
bel
ong.
)
F.
Am
end
byla
ws a
nd b
oard
op
erat
ing
proc
edur
es a
s nee
ded.
Revi
ew b
ylaw
s, an
d m
ake
chan
ges b
ased
on
new
com
mitt
ees
and
othe
r tec
hnic
al c
hang
es
Revi
ew b
oard
pol
icie
s and
oth
ers,
and
incl
ude
in b
oard
man
ual
(i.e.
con
flict
of i
nter
est,
etc.
)
Sprin
g 20
10
Ever
y fo
ur
year
s Sp
ring
2010
Exec
utiv
e co
mm
ittee
/ G
over
nanc
e co
mm
ittee
and
boa
rd
Revi
ew
Sarb
anes
-Oxl
ey
requ
irem
ents
Goa
l 2:
Bec
ome
the
offic
ial m
anag
emen
t ent
ity fo
r th
e H
erita
ge A
rea.
O
bjec
tive
Act
ion
Item
St
art D
ate
Impl
emen
t D
ate
By
Who
m
(Com
mitt
ee, S
taff,
B
oard
)
Not
es
A.
Con
duct
mee
tings
with
RA
, M
HA
A, a
nd A
THA
, Inc
. boa
rd to
or
gani
ze th
e p
roce
ss fo
r the
se
para
tion.
Con
duct
mee
ting
of a
ll pa
rties
. U
nder
stand
the
capa
city
nee
ded
for A
THA
, Inc
. D
raft
and
sign
all n
eces
sary
doc
umen
ts.
Sprin
g 20
10
Sum
mer
20
10
Exec
utiv
e co
mm
ittee
an
d le
gal c
ouns
el
B.
Wor
k to
am
end
all p
lans
and
law
s ha
ving
the
RA a
s the
man
agem
ent
entit
y fo
r the
Her
itage
Are
a.
List
all
plan
s and
mun
icip
al/c
ount
y la
ws t
hat n
eed
amen
dmen
t. En
ter i
nto
disc
ussi
on w
ith la
wm
aker
s for
this
am
endm
ent.
Follo
w u
p w
ith te
stim
ony
and
othe
r inf
orm
atio
n as
nee
ded
to
ensu
re ti
mel
y pa
ssag
e.
Sprin
g 20
10
Fall
2010
Exec
utiv
e co
mm
ittee
an
d le
gal c
ouns
el
C.
Con
firm
pas
sage
of c
hang
e w
ith
MH
AA
boa
rd.
Wor
k w
ith M
HA
A st
aff o
n ne
cess
ary
docu
men
tatio
n, te
stim
ony,
et
c.
Sprin
g 20
10
Ong
oing
B
oard
and
MH
AA
st
aff
ATH
A, I
nc S
trate
gic
Plan
Febr
uary
201
0
24
Goa
l 3:
Ens
ure
that
AT
HA
, Inc
. sta
ff is
stro
ng a
nd in
tern
al o
pera
tions
are
effi
cien
t and
effe
ctiv
e.
Obj
ectiv
e A
ctio
n It
em
Star
t Dat
e Im
plem
ent
Dat
e B
y W
hom
(C
omm
ittee
, Sta
ff,
Boa
rd)
Not
es
A.
Con
duct
staf
f eva
luat
ions
to
cele
brat
e go
od p
erfo
rman
ce, s
et
goal
s eac
h ye
ar, a
nd a
dd
sugg
estio
ns fo
r im
prov
emen
t.
Staf
f eva
luat
ions
nee
d to
be
perf
orm
ed a
nd p
rodu
ctiv
e. T
hey
shou
ld h
appe
n at
leas
t ann
ually
. (e
valu
atio
ns =
feed
back
)
Ann
ually
Ann
ually
Exec
utiv
e co
mm
ittee
sh
ould
impl
emen
t an
d en
sure
thes
e ar
e do
ne e
ach
year
. (E
xecu
tive
Com
mitt
ee d
oes f
or
the
Exec
utiv
e D
irect
or, a
nd sh
e/he
do
es fo
r sta
ff.)
Reev
alua
te
cale
ndar
yea
r pe
rfor
man
ce to
de
term
ine
budg
et n
eeds
, et
c., f
or fi
scal
ye
ar.
B.
Upd
ate
job
desc
riptio
ns
Job
desc
riptio
ns a
re e
ssen
tial f
or p
erfo
rman
ce e
valu
atio
ns,
clar
ity o
f rol
es, a
nd so
me
gran
ts re
quire
them
U
pdat
e jo
b de
scrip
tions
eve
ry tw
o ye
ars.
Sprin
g 20
10
Upd
ate
ever
y tw
o ye
ars
Gov
erna
nce
com
mitt
ee a
nd
exec
utiv
e di
rect
or
C.
Cre
ate
and
impl
emen
t a p
erso
nnel
m
anua
l and
oth
er p
olic
ies
Pers
onne
l man
ual w
as u
pdat
ed a
nd n
eeds
to b
e im
plem
ente
d po
ssib
le tr
aini
ngs o
n th
e pr
ovis
ions
with
staf
f eac
h ye
ar, e
tc.
Sum
mer
201
0 O
ngoi
ng
Staf
f and
Gov
erna
nce
com
mitt
ee
Goa
l 4:
Rev
iew
and
ass
ist h
istor
ic, c
ultu
ral,
and
natu
ral s
ites w
ith M
HA
A g
rant
fund
ing
and
min
i gra
nts.
Obj
ectiv
e A
ctio
n It
em
Star
t Dat
e Im
plem
ent
Dat
e B
y W
hom
(C
omm
ittee
, Sta
ff,
Boa
rd)
Not
es
A.
Con
duct
ann
ual w
orks
hops
for
gran
ts.
Do
that
now
. M
ake
sure
all
gran
t pro
cedu
res,
guid
elin
es, e
tc.,
are
spel
led
out.
Refe
renc
e w
ebsi
te.
Ann
ually
Ann
ually
Staf
f
B.
Cre
ate
Gra
nts R
evie
w c
omm
ittee
to
revi
ew M
HA
A g
rant
s.
Def
ine
the
role
, how
ofte
n m
embe
rs m
eet,
and
who
they
shou
ld
be.
Recr
uit m
embe
rs
Sprin
g 20
10
Ong
oing
B
oard
ATH
A, I
nc S
trate
gic
Plan
Febr
uary
201
0
25
C
. C
reat
e se
ctio
n of
the
web
site
for
guid
elin
es, p
roce
dure
s, po
licie
s, an
d re
quire
men
ts fo
r gra
nts.
Cre
ate
the
guid
elin
es a
nd p
ost o
n w
ebsi
te. A
dd th
e ite
ms a
bout
si
gnag
e re
quire
men
ts, a
pplic
atio
ns, e
tc.
Sprin
g 20
10
Ong
oing
St
aff
D.
Dis
tribu
te g
uide
lines
and
pol
icie
s re
gard
ing
sign
age
to a
ll m
unic
ipal
ities
to u
se a
s a g
uide
.
Refe
r to
polic
y ab
out s
igna
ge. I
f usin
g M
HA
A o
r ATH
A, I
nc.
mon
ey, s
igna
ge n
eeds
to m
atch
the
desi
gn fr
om 2
003
Gra
nts c
omm
ittee
revi
ews a
ll de
sign
s.
Sprin
g 20
10
Ong
oing
St
aff a
nd G
rant
s Re
view
com
mitt
ee
ATH
A, I
nc S
trate
gic
Plan
Febr
uary
201
0
26
Com
pone
nt 2
: Hist
oric
, Cul
tura
l, an
d N
atur
al P
rese
rvat
ion
and
Con
serv
atio
n R
ESU
LT: W
ithin
the
next
thre
e to
five
yea
rs w
e wi
ll se
e�
A
THA
, Inc
. wor
ks to
enh
ance
hist
oric
al, n
atur
al, a
nd c
ultu
ral h
erita
ge p
rese
rvat
ion
by p
artn
erin
g w
ith p
rese
rvat
ion
and
cons
erva
tion
grou
ps, a
dvoc
atin
g w
hen
need
ed, a
nd c
onne
ctin
g to
reso
urce
s. A
THA
, Inc
. also
stre
ngth
ens
loca
l her
itage
thro
ugh
awar
enes
s of M
HA
A g
rant
s and
tech
nica
l ass
istan
ce.
Goa
l 1:
Lin
k to
pre
serv
atio
n an
d co
nser
vatio
n gr
oups
in o
rder
to st
reng
then
and
adv
ocat
e fo
r th
e H
erita
ge A
rea�
s hi
stor
ical
, cul
tura
l, an
d na
tura
l tr
easu
res.
Obj
ectiv
e A
ctio
n It
em
Star
t Dat
e Im
plem
ent
Dat
e B
y W
hom
(C
omm
ittee
, Sta
ff,
Boa
rd)
Not
es
A.
Build
par
tner
ship
s with
pr
eser
vatio
n an
d co
nser
vatio
n gr
oups
, and
spec
ify b
enef
its to
ea
ch.
Iden
tify
each
gro
up (i
nclu
ding
arts
adv
ocat
es, p
rese
rvat
ion
grou
ps in
eac
h m
unic
ipal
ity, e
tc.)
Thes
e gr
oups
cou
ld in
clud
e Pr
ince
Geo
rge�
s Her
itage
, frie
nds g
roup
s for
var
ious
site
s, th
e A
naco
stia
Wat
ersh
ed S
ocie
ty, P
rince
Geo
rge�
s Cou
nty
His
toric
al a
nd C
ultu
ral T
rust
, Ber
wyn
Hei
ghts
His
toric
Pr
eser
vatio
n C
omm
ittee
, His
toric
Pre
serv
atio
n D
epar
tmen
t, an
d th
e U
nive
rsity
of M
aryl
and.
C
onsi
der r
econ
struc
ting
the
Her
itage
Are
a pr
eser
vatio
n te
am a
t th
e un
iver
sity
to h
elp
with
trai
l dev
elop
men
t, et
c.
Mee
t with
eac
h on
e to
exp
lain
ATH
A, I
nc.�s
role
and
how
they
ca
n be
nefit
. Ex
plor
e a
spec
ial c
omm
ittee
of t
hese
gro
ups t
o ad
vise
on
actio
ns.
Sprin
g 20
10
Fall
2010
Staf
f and
mun
icip
al
reps
as w
ell a
s oth
ers
Man
agin
g bo
ard
B.
Det
erm
ine
bene
fits o
f pr
eser
vatio
n/co
nser
vatio
n gr
oups
w
orki
ng w
ith A
THA
, Inc
. and
use
to
bui
ld p
artn
ersh
ips.
List
the
bene
fits a
nd h
ave
the
boar
d ag
ree
on th
em:
- le
gisl
atio
n/zo
ning
, etc
.,
- lin
ks to
stat
e an
d lo
cal f
undi
ng a
s ava
ilabl
e -
hear
ings
whe
n su
ppor
t fro
m a
larg
e en
tity
can
be h
elpf
ul
for p
rese
rvat
ion
purp
oses
-
oth
ers?
A
gree
on
the
proc
ess f
or a
ppro
ving
legi
slativ
e/zo
ning
act
ions
. Th
e le
tters
/test
imon
y sh
ould
be
appr
oved
bef
ore
staf
f act
s on
them
.
Sprin
g 20
10
Sum
mer
201
0
Man
agin
g bo
ard
and
Exec
utiv
e co
mm
ittee
ATH
A, I
nc S
trate
gic
Plan
Febr
uary
201
0
27
C.
Parti
cipa
te in
the
War
of 1
812
wor
k to
pro
mot
e an
d en
sure
pr
eser
vatio
n/co
nser
vatio
n of
H
erita
ge A
rea.
Parti
cipa
te in
the
com
mis
sion
�s w
ork.
En
sure
that
all
pres
erva
tion
grou
ps in
the r
elev
ant a
rea
are
incl
uded
in th
e ac
tiviti
es, e
tc.
Sprin
g 20
10
Ong
oing
A
THA
, Inc
. sta
ff an
d co
mm
ittee
D.
Wor
k w
ith p
artn
er
cons
erva
tion/
pres
erva
tion
grou
ps
to d
evel
op th
e H
erita
ge A
rea
inte
rpre
tive
them
e tra
ils (i
.e.
trans
porta
tion,
settl
emen
ts, e
tc.)
Iden
tifie
d in
the
Her
itage
Are
a M
anag
emen
t Pla
n, in
clud
ing
trans
porta
tion,
the
river
, set
tlem
ent p
atte
rns,
and
mor
e. A
THA
sh
ould
hel
p fa
cilit
ate
this
wor
k.
Con
side
r rec
onstr
uctin
g th
e H
erita
ge A
rea
pres
erva
tion
team
at
the
Uni
vers
ity o
f Mar
ylan
d to
hel
p w
ith tr
ail d
evel
opm
ent,
etc.
Sum
mer
201
0 Fi
nish
all
trails
by
fall
2014
ATH
A, I
nc. s
taff
and
inte
rest
ed b
oard
m
embe
rs
Goa
l 2:
Wor
k w
ith p
artn
ers t
o in
crea
se th
e nu
mbe
r of
his
tori
c si
tes a
nd d
istri
cts,
both
loca
l and
nat
iona
l. O
bjec
tive
Act
ion
Item
St
art D
ate
Impl
emen
t D
ate
By
Who
m
(Com
mitt
ee, S
taff,
B
oard
)
Not
es
A.
Wor
k w
ith g
roup
s to
incr
ease
hi
stor
ic d
istri
cts-
-nat
iona
l and
lo
cal--
to e
nsur
e hi
stor
ic
pres
erva
tion.
Com
pile
list
of h
isto
ric si
tes a
nd d
istri
cts i
n th
e H
erita
ge A
rea
(loca
l and
nat
iona
l).
Det
erm
ine
(bas
ed o
n se
ctor
pla
ns a
nd o
ther
con
vers
atio
ns)
whe
re o
ther
dist
ricts
shou
ld b
e, a
nd e
ncou
rage
gro
ups t
o m
ove
thro
ugh
that
pro
cess
.
Fall
2010
O
ngoi
ng
ATH
A, I
nc. s
taff
and
Vis
itor E
xper
ienc
e co
mm
ittee
B.
Refe
r gro
ups t
o H
isto
ric
Pres
erva
tion
Com
mis
sion
for t
ax
cred
its a
nd o
ther
item
s for
his
toric
di
stric
ts an
d sit
es.
His
toric
Pre
serv
atio
n C
omm
issi
on ju
st p
asse
d its
pla
n fo
r hi
stor
ic d
istri
cts a
nd si
tes,
and
ATH
A, I
nc. s
houl
d he
lp p
eopl
e ta
ke a
dvan
tage
of t
he b
enef
its.
Refe
r to
the
His
toric
Site
s and
Dis
trict
s Pla
n.
Sprin
g 20
10
Ong
oing
A
THA
, Inc
. sta
ff an
d V
isito
r Exp
erie
nce
com
mitt
ee
Goa
l 3:
Stre
ngth
en h
istor
ic, c
ultu
ral,
and
natu
ral s
ites.
Obj
ectiv
e A
ctio
n It
em
Star
t Dat
e Im
plem
ent
Dat
e B
y W
hom
(C
omm
ittee
, Sta
ff,
Boa
rd)
Not
es
A.
Prom
ote
the
avai
labi
lity
of
See
mar
ketin
g co
mpo
nent
ATH
A, I
nc S
trate
gic
Plan
Febr
uary
201
0
28
MH
AA
fund
ing
for l
ocal
site
s. B.
C
ondu
ct w
orks
hops
to p
rovi
de
tech
nica
l ass
ista
nce
for g
roup
s in
tere
sted
in M
HA
A fu
ndin
g.
Con
duct
sem
i-ann
ual w
orks
hops
rega
rdin
g gr
ants
ava
ilabl
e th
roug
h M
HA
A.
Sprin
g 20
10
Ong
oing
A
THA
, Inc
. sta
ff
C.
Partn
er w
ith M
NC
PPC
to p
rovi
de
tech
nica
l ass
ista
nce
to g
roup
s to
help
them
with
vis
itor e
xper
ienc
e.
Tech
nica
l ass
ista
nce
coul
d in
clud
e pr
ess r
elea
ses,
mar
ketin
g,
visi
tor e
xper
ienc
e, e
tc.
MN
CPP
C a
lread
y do
es th
is fo
r its
site
s; st
aff t
here
has
agr
eed
to
help
with
oth
ers t
hat a
re n
ot M
NC
PPC
sites
.
O
ngoi
ng
Ong
oing
Staf
f
ATH
A, I
nc S
trate
gic
Plan
Febr
uary
201
0
29
Com
pone
nt 3
. E
nhan
cing
Vis
itor
Exp
erie
nce
RES
ULT
: With
in th
e ne
xt th
ree
to fi
ve y
ears
, we
will
see�
ATH
A, I
nc. w
orks
to e
nhan
ce v
isito
rs� e
xper
ienc
es b
y in
crea
sing
eco
nom
ic a
ctiv
ity a
nd v
isito
r am
eniti
es th
roug
h ad
voca
ting
for s
peci
fic p
rogr
ams a
nd
serv
ices
, as w
ell a
s by
form
ing
partn
ersh
ips w
ith m
unic
ipal
ities
and
com
mun
ity d
evel
opm
ent g
roup
s. A
s a re
sult
of th
ese
effo
rts, w
e w
ill se
e m
ore
shop
s an
d re
stau
rant
s, str
eets
capi
ng, a
nd o
vera
ll in
vest
men
t in
the
Her
itage
Are
a. A
THA
, Inc
. also
adv
ocat
es fo
r sig
nage
and
con
nect
ions
so th
at it
is e
asie
r for
vi
sitor
s to
loca
te si
tes a
nd c
onne
ct to
oth
er si
tes i
n th
e ar
ea.
Goa
l 1:
Enh
ance
the
regi
onal
iden
tity
and
visi
tor
expe
rien
ce b
y ad
ding
sign
s tha
t hel
p vi
sitor
s rea
ch th
eir
dest
inat
ions
. O
bjec
tive
Act
ion
Item
St
art D
ate
Impl
emen
t D
ate
By
Who
m
(Com
mitt
ee, S
taff,
B
oard
)
Not
es
A.
Dev
ise
a si
gnag
e pl
an fo
r vis
itors
to
find
thei
r way
whi
le d
rivin
g an
d w
alki
ng.
Sign
age
plan
is a
pla
n fo
r whe
re si
gns w
ould
go
so A
THA
, Inc
. ca
n he
lp le
ad v
isito
rs to
the
site
s. Pl
an in
clud
es th
e de
sign
pie
ce.
See
the
Balti
mor
e si
gns a
s ex
ampl
es o
n A
ppen
dix
E.
Fall
2010
Sp
ring
2011
V
isito
r Exp
erie
nce
com
mitt
ee
B.
Con
tinue
to ra
ise
fund
s for
un
iform
way
find
ing
sign
age
thro
ugho
ut th
e H
erita
ge A
rea.
Wor
k w
ith M
HA
A g
rant
s and
oth
er c
apita
l gra
nts f
or su
ch
sign
age.
O
nce
bann
ers g
o up
, thi
s will
impr
ove
regi
onal
iden
tity.
Si
gnag
e th
roug
hout
the
herit
age
area
shou
ld b
e la
rge
to b
est
help
peo
ple
find
thei
r way
whi
le d
rivin
g.
Fall
2010
Ong
oing
O
ngoi
ng
Ong
oing
Boa
rd a
nd st
aff
C.
Build
a H
erita
ge A
rea
Vis
itor
Cen
ter
Con
tinue
pla
ns to
bui
ld th
e vi
sitor
cen
ter o
ff Ro
ute
1.
Rais
e m
oney
to e
nsur
e th
at th
e ce
nter
is b
uilt
in th
e ne
xt fi
ve
year
s.
Des
ign
star
ted
Sprin
g 20
09
Sprin
g 20
15
Boa
rd, s
taff,
city
of
Hya
ttsvi
lle, o
ther
s
Goa
l 2:
Enh
ance
visi
tor
expe
rien
ce w
ith h
isto
ric
stre
etsc
apin
g ne
ar h
istor
ic si
tes a
nd a
long
cor
rido
rs.
Obj
ectiv
e A
ctio
n It
em
Star
t Dat
e Im
plem
ent
Dat
e B
y W
hom
(C
omm
ittee
, Sta
ff,
Boa
rd)
Not
es
ATH
A, I
nc S
trate
gic
Plan
Febr
uary
201
0
30
A.
Adv
ocat
e fo
r cap
ital s
pend
ing
on
stre
etsc
apin
g ne
ar h
isto
ric si
tes a
nd
alon
g co
rrid
ors.
Dem
and
chan
ges t
o Ro
ute
1 as
indi
cate
d in
the
sect
or p
lans
(B
lade
nsbu
rg, e
tc.)
Refe
r to
othe
r sec
tor p
lans
as w
ell.
Ong
oing
Vis
itor E
xper
ienc
e C
omm
ittee
B.
Wor
k w
ith e
cono
mic
dev
elop
men
t en
titie
s (co
mm
unity
dev
elop
men
t gr
oups
, mun
icip
aliti
es, e
tc.)
to
stre
amlin
e ca
pita
l inv
estm
ent
proc
ess a
nd e
xplo
re fu
ndin
g op
tions
.
Wor
k w
ith c
ount
y co
unci
l mem
bers
to m
ake
Rout
e 1
a pr
iorit
y.
Wor
k w
ith d
evel
oper
s. (E
xplo
re T
IF o
n de
velo
pmen
ts; p
art o
f thi
s fin
anci
ng c
ould
go
to st
reet
scap
ing
spec
ific
area
s.)
Sum
mer
201
0 O
ngoi
ng
Staf
f
C.
Wor
k w
ith st
ate
high
way
ad
min
istra
tion
and
othe
r age
ncie
s to
dev
elop
Sce
nic
Byw
ays a
long
R
oute
s 1, 2
01, a
nd 4
50 in
ord
er to
be
tter c
onne
ct th
e hi
stor
ic/c
ultu
ral
site
s.
Mee
t with
stat
e hi
ghw
ay o
ffici
als a
nd o
ther
s to
dete
rmin
e th
e be
st p
roce
ss.
Mak
e su
re th
at c
ount
y co
unci
l and
legi
slato
rs w
ork
to m
ake
stat
e hi
ghw
ay p
riorit
ize
this
area
for i
ts p
rogr
ams.
Fall
2010
Fall
2014
St
aff a
nd V
isito
r Ex
perie
nce
com
mitt
ee
D.
Wor
k w
ith m
unic
ipal
ities
and
pa
rtner
s to
crea
te a
trol
ley
alon
g R
oute
1 to
con
nect
site
s and
mak
e tra
vel e
asy
for v
isito
rs.
Trol
ley
was
hig
h on
the
prio
rity
list f
or st
akeh
olde
rs. D
oes n
ot
have
to b
e a
rail
trolle
y; c
ould
be
a ro
ad tr
olle
y.
Wou
ld h
ave
to b
e op
erat
ed e
ffect
ivel
y.
Fall
2011
Fa
ll 20
15
ATH
A, I
nc. s
taff,
bo
ard,
and
par
tner
s
Goa
l 3:
Wor
k w
ith b
usin
esse
s an
d m
unic
ipal
ities
to sp
ur e
cono
mic
dev
elop
men
t so
visi
tors
hav
e re
tail
outle
ts a
nd o
ther
am
eniti
es w
hile
vis
iting
th
e H
erita
ge A
rea.
O
bjec
tive
Act
ion
Item
St
art D
ate
Impl
emen
t D
ate
By
Who
m
(Com
mitt
ee, S
taff,
B
oard
)
Not
es
A.
Wor
k w
ith M
HA
A o
n im
prov
emen
t of t
he T
IZ b
enef
its
and
mar
ketin
g.
As p
er th
e M
HA
A p
lan
Sum
mer
201
0
ATH
A. I
nc. s
taff
and
inte
rest
ed b
oard
m
embe
rs
B.
Expa
nd th
e ar
eas i
n th
e H
erita
ge
Cur
rent
TIZ
are
as in
the
Her
itage
Are
a ar
e C
olle
ge P
ark,
Su
mm
er 2
010
Fall
2010
A
THA
, Inc
. sta
ff an
d
ATH
A, I
nc S
trate
gic
Plan
Febr
uary
201
0
31
Are
a th
at a
re d
esig
nate
d TI
Zs
Ri
verd
ale
Park
, Ber
wyn
Hei
ghts
, and
Gre
enbe
lt.
Wor
k to
des
igna
te m
ore
TIZs
in o
rder
to e
nsur
e m
ore
busi
ness
es
in v
ario
us m
unic
ipal
ities
can
util
ize
the
bene
fits.
The
exp
ansio
n sh
ould
incl
ude
the
Rt. 1
com
mun
ities
.
Und
ersta
nd th
e ex
pans
ion
crite
ria fr
om M
HA
A a
nd a
pply
for
furth
er d
esig
natio
n.
econ
omic
de
velo
pmen
t par
tner
s
C.
Prom
ote
the
use
of th
e TI
Z be
nefit
s to
mun
icip
aliti
es a
nd
busi
ness
es.
Wor
k w
ith e
cono
mic
dev
elop
men
t sta
ff of
eac
h m
unic
ipal
ity (o
r co
unci
l/sta
ff) to
und
ersta
nd th
e be
nefit
s of T
IZ a
nd h
ow to
ap
ply.
Fall
2010
Ong
oing
Staf
f and
inte
rest
ed
boar
d m
embe
rs
D
. W
ork
to d
evel
op a
Mai
n St
reet
Pr
ogra
m a
long
Rou
te 1
.
Wor
k w
ith m
unic
ipal
ities
aro
und
Rout
e 1
for t
o ap
ply
for M
ain
Stre
et d
esig
natio
n, w
hich
will
pro
vide
gra
nts f
or fa
çade
im
prov
emen
ts, m
arke
ting
of th
e ar
ea, e
tc.)
Mee
t with
eac
h m
unic
ipal
ity o
n th
e id
ea a
nd g
arne
r sup
port.
D
eter
min
e th
e be
st li
kely
app
lican
t (G
atew
ay?
Hya
ttsvi
lle?
ATH
A, I
nc.?
)
Sprin
g 20
11
dead
line
Sprin
g 20
12
Vis
itor E
xper
ienc
e co
mm
ittee
and
staf
f
Goa
l 4:
Cre
ate
a V
isito
r E
xper
ienc
e co
mm
ittee
for
AT
HA
, Inc
. to
initi
ate
and
man
age
the
visi
tor
expe
rien
ce w
ork.
O
bjec
tive
Act
ion
Item
St
art D
ate
Impl
emen
t D
ate
By
Who
m
(Com
mitt
ee, S
taff,
B
oard
, etc
.)
Not
es
A.
Con
stitu
te V
isito
r Exp
erie
nce
com
mitt
ee o
f man
agin
g bo
ard
mem
bers
and
rele
vant
mem
bers
of
the
com
mun
ity.
Def
ine
the
com
posi
tion
and
role
of t
he c
omm
ittee
.
Sum
mer
201
0
Man
agin
g bo
ard
B.
Def
ine
role
of t
he V
isito
r Ex
perie
nce
com
mitt
ee
Prop
osed
role
: --
Wor
k on
sign
age
plan
--
Wor
k on
eco
nom
ic d
evel
opm
ent i
nitia
tives
--
Col
labo
rate
on
initi
ativ
es
--O
vers
ee th
e pr
eser
vatio
n an
d co
nser
vatio
n w
ork
Fall
2010
Ong
oing
Staf
f and
inte
rest
ed
boar
d m
embe
rs
ATH
A, I
nc S
trate
gic
Plan
Febr
uary
201
0
32
Com
pone
nt 4
: M
arke
ting
the
Her
itage
Are
a an
d A
TH
A, I
nc.
R
ESU
LT:
With
in th
e ne
xt th
ree
to fi
ve y
ears
we
will
see�
The
Her
itage
Are
a is
the
plac
e to
hel
p vi
sito
rs u
nder
stan
d th
e �E
volu
tion
of o
ur N
atio
n.�
ATH
A, I
nc. w
orks
at t
he g
rass
root
s lev
el to
pro
mot
e th
e hi
stor
y an
d cu
lture
with
in th
e H
erita
ge A
rea.
Thi
s inc
lude
s w
orki
ng w
ith sc
hool
s, ch
urch
es, c
omm
unity
gro
ups,
mun
icip
aliti
es a
nd m
ore
to s
how
case
the
�Evo
lutio
n of
a N
atio
n� th
eme.
ATH
A, I
nc. c
olla
bora
tes w
ith th
e co
unty
�s c
onfe
renc
e an
d vi
sitor
s bur
eau
(also
the
DM
O) a
nd m
unic
ipal
mar
ketin
g en
titie
s on
mar
ketin
g to
vis
itors
. G
oal 1
: C
reat
e a
Mar
ketin
g co
mm
ittee
that
stra
tegi
cally
wor
ks o
n al
l asp
ects
of m
arke
ting
the
Her
itage
Are
a an
d A
TH
A, I
nc.
Obj
ectiv
e A
ctio
n It
em
Star
t Dat
e Im
plem
ent
Dat
e B
y W
hom
(C
omm
ittee
, Sta
ff,
Boa
rd)
Not
es
A.
Def
ine
the
role
of t
he
Mar
ketin
g C
omm
ittee
Rol
e co
uld
incl
ude:
- H
elp
draf
t and
impl
emen
t the
mar
ketin
g pl
an fo
r the
Her
itage
A
rea
and
one
for A
THA
, Inc
. - A
ssis
t sta
ff in
exe
cutin
g th
at p
lan
- Mak
e co
nnec
tions
with
med
ia re
sour
ces t
o en
sure
cov
erag
e of
st
orie
s rel
ated
to th
e H
erita
ge A
rea
(esp
ecia
lly u
pcom
ing
mile
ston
es li
ke th
e W
ar o
f 181
2, e
tc.)
Sum
mer
201
0 Fa
ll 20
10
Man
agin
g bo
ard
B.
Recr
uit m
anag
ing
boar
d m
embe
rs a
nd o
ther
exp
erts
in
the
field
to b
e on
the
com
mitt
ee.
Incl
udes
DM
O a
nd m
arke
ting
entit
ies f
rom
eac
h m
unic
ipal
ity,
expe
rts in
the
field
, etc
.
Sum
mer
201
0 O
ngoi
ng
Man
agin
g bo
ard
Goa
l 2:
Mak
e su
re th
at v
isito
rs a
nd c
omm
uniti
es id
entif
y th
e ar
ea a
s a h
erita
ge a
rea
and
know
abo
ut it
s m
any
attr
actio
ns.
Obj
ectiv
e A
ctio
n It
em
Star
t Dat
e Im
plem
ent
Dat
e B
y W
hom
(C
omm
ittee
, Sta
ff,
Boa
rd)
Not
es
A.
Dev
elop
the
mes
sage
s and
br
and
for t
he H
erita
ge A
rea,
bu
ildin
g on
the
�Exp
erie
nce
the
Evol
utio
n of
a N
atio
n�
them
e an
d th
e in
terp
retiv
e pl
an
for t
he H
erita
ge A
rea.
Iden
tify
and
list t
he a
udie
nces
and
the
type
s of m
essa
ges f
or e
ach
one,
bas
ed o
n th
e th
emes
of t
he H
erita
ge A
rea
(i.e.
his
toria
ns,
natu
re a
nd a
rt lo
vers
, vis
itors
, etc
) Re
fer t
o th
e H
erita
ge A
rea
inte
rpre
tive
plan
, inc
ludi
ng w
ork
arou
nd:
Sum
mer
201
0 Fa
ll 20
10
Mar
ketin
g co
mm
ittee
ATH
A, I
nc S
trate
gic
Plan
Febr
uary
201
0
33
-
Settl
emen
t pat
tern
s and
dev
elop
men
t of c
omm
uniti
es
- Th
e riv
er a
nd it
s his
tory
-
Tran
spor
tatio
n O
ther
mar
ketin
g m
essa
ges a
nd o
ppor
tuni
ties
- W
ar o
f 181
2 -
150t
h an
nive
rsar
y of
the
Civ
il W
ar
B.
Pl
an, e
xecu
te, a
nd d
istri
bute
th
e m
essa
ge a
bout
the
them
e,
site
s, et
c., f
or v
isito
rs.
Col
labo
rate
with
DM
O o
n sp
ecifi
c st
rate
gies
/opp
ortu
nitie
s rel
ated
to
ad
plac
emen
t, tra
vel t
rade
show
s, et
c.
Ass
ign
spec
ific
task
s to
DM
O a
nd A
THA
, Inc
. rel
ated
to th
is m
arke
ting.
U
tiliz
e w
eb-b
ased
mar
ketin
g th
roug
h D
MO
and
ATH
A, I
nc.
web
site
.
Sum
mer
201
0 O
ngoi
ng
DM
O a
nd
Mar
ketin
g co
mm
ittee
C.
Plan
, exe
cute
, and
dis
tribu
te
mes
sage
for c
omm
uniti
es in
th
e H
erita
ge A
rea.
Coo
rdin
ate
wor
k w
ith lo
cal g
roup
s, in
clud
ing
pres
erva
tion
grou
ps,
scho
ols,
etc.
U
se w
eb-b
ased
mar
ketin
g th
roug
h D
MO
and
ATH
A w
ebsi
te, a
nd
othe
rs (l
ike
thos
e fo
r mun
icip
aliti
es, e
tc.)
New
slet
ters
(e-n
ews)
, etc
. Ev
ents
Sum
mer
201
0 O
ngoi
ng
ATH
A, I
nc. s
taff
D.
Dev
elop
mar
ketin
g w
ork
plan
w
ith D
MO
(and
vic
e ve
rsa)
to
ensu
re o
ngoi
ng c
oord
inat
ion.
Per t
he M
HA
A re
quire
men
ts,
set u
p at
leas
t ann
ual w
ork
plan
m
eetin
g w
ith D
MO
.
Sprin
g 20
10
Ann
ually
M
arke
ting
com
mitt
ee a
nd
ATH
A, I
nc. s
taff
E.
Mak
e su
re A
THA
, Inc
. boa
rd
mem
bers
are
ver
sed
in th
e m
essa
ges a
nd th
eme
so th
ey
can
disc
uss i
t with
thei
r co
nstit
uent
s and
net
wor
ks.
Trai
n bo
ard
mem
bers
on
the
mes
sage
s, co
nduc
t rol
e-pl
ayin
g.
Prov
ide
oppo
rtuni
ties f
or b
oard
mem
bers
to sp
eak
publ
icly
abo
ut
the
Her
itage
Are
a (a
t cou
ncil
mee
tings
and
oth
ers)
.
Sum
mer
201
0 O
ngoi
ng
Mar
ketin
g co
mm
ittee
F.
App
ly fo
r the
MH
AA
m
arke
ting
gran
t in
orde
r to
furth
er th
e w
ork.
Coo
rdin
ate
with
the
CV
B to
app
ly fo
r and
adm
inis
ter t
he g
rant
fu
nds.
Sum
mer
201
0
Staf
f and
DM
O
ATH
A, I
nc S
trate
gic
Plan
Febr
uary
201
0
34
G.
Util
ize
the
War
of 1
812,
Bat
tle
of B
lade
nsbu
rg, S
tar S
pang
led
Trai
l, an
d 15
0th a
nniv
ersa
ry o
f th
e C
ivil
War
to m
arke
t the
H
erita
ge A
rea.
Wor
k w
ith 1
812
Com
mis
sion
and
stak
ehol
ders
in th
e H
erita
ge
Are
a to
ens
ure
that
stat
e fu
nds a
nd a
ttent
ion
com
es to
this
are
a.
Atte
nd a
ll co
mm
ittee
mee
tings
. W
ork
with
site
s and
his
toric
gro
ups o
n str
ateg
ies a
nd e
vent
s for
th
ese
high
-pro
file
even
ts.
Sum
mer
201
0 Fa
ll 20
14
Mar
ketin
g co
mm
ittee
and
D
MO
Goa
l 3:
E
nsur
e th
at A
TH
A, I
nc. i
s kno
wn
as a
res
ourc
e fo
r m
unic
ipal
ities
and
gro
ups i
nter
este
d in
her
itage
tour
ism
. O
bjec
tive
Act
ion
Item
St
art D
ate
Impl
emen
t D
ate
By
Who
m
(Com
mitt
ee, S
taff,
B
oard
)
Not
es
A.
Dev
elop
the
mes
sage
abo
ut
ATH
A In
c. a
nd th
e va
lue
it br
ings
to h
erita
ge to
urism
in
the
area
.
Dev
elop
the
tagl
ine
and
mes
sage
abo
ut A
THA
, Inc
.�s ro
le.
(Ten
-sec
ond
spee
ch o
r sou
nd b
ite c
ase
stat
emen
t on
the
valu
e th
at
ATH
A b
rings
, etc
.)
Sprin
g 20
10
Sum
mer
201
0 M
arke
ting
com
mitt
ee a
nd
staf
f
B.
Let m
unic
ipal
ities
, bus
ines
ses,
herit
age
grou
ps, e
tc. k
now
ab
out t
he re
sour
ces a
vaila
ble
thro
ugh
ATH
A, I
nc. (
incl
udin
g TI
Z be
nefit
s, an
d gr
ants
) and
ot
her p
roje
cts.
Sche
dule
mee
tings
with
tow
n co
unci
ls. A
ttend
cou
ncil
mee
tings
to
give
regu
lar u
pdat
es o
n A
THA
, Inc
. and
the
reso
urce
s ava
ilabl
e by
be
ing
incl
uded
in th
e H
erita
ge A
rea
(incl
udin
g TI
Z, g
rant
s, et
c.)
The
mes
sage
shou
ld a
lso
be a
bout
the
broa
der t
hem
e of
the
Her
itage
Are
a.
Util
ize
the
tent
h an
nive
rsar
y as
a m
arke
ting
oppo
rtuni
ty.
Sprin
g 20
10
Ong
oing
A
THA
, Inc
. sta
ff an
d bo
ard
mem
bers
w
hen
appr
opria
te
C.
Con
duct
wor
ksho
ps to
pro
vide
te
chni
cal a
ssis
tanc
e to
gro
ups
inte
rest
ed in
MH
AA
fund
ing.
Con
duct
sem
i-ann
ual w
orks
hops
rega
rdin
g gr
ants
ava
ilabl
e th
roug
h M
HA
A.
Sprin
g 20
10
Ong
oing
A
THA
, Inc
. sta
ff
D.
Partn
er w
ith M
NC
PPC
to
prov
ide
tech
nica
l ass
ista
nce
to
ensu
re h
istor
ic si
tes a
re st
rong
.
MN
CPP
C a
lread
y do
es th
is fo
r its
site
s and
has
agr
eed
to d
o so
for
othe
rs (s
ee P
rese
rvat
ion
Com
pone
nt).
Ong
oing
ATH
A, I
nc. s
taff
ATH
A, I
nc S
trate
gic
Plan
Febr
uary
201
0
35
Goa
l 4:
W
ork
with
par
tner
s to
crea
te e
vent
s tha
t mar
ket t
he H
erita
ge A
rea.
O
bjec
tive
Act
ion
Item
St
art D
ate
Impl
emen
t D
ate
By
Who
m
(Com
mitt
ee, S
taff,
B
oard
)
Not
es
A.
Dev
elop
�Pa
sspo
rt to
His
tory
� ev
ent.
Popu
lar e
vent
wor
ked
wel
l a fe
w y
ears
ago
, was
spon
sore
d by
M
NC
PPC
Sprin
g 20
10
Sum
mer
201
0 M
arke
ting
com
mitt
ee/s
taff
B.
Con
tinue
and
enh
ance
the
Bike
Ri
de sp
onso
red
by A
THA
, Inc
.
Ass
ess t
he su
cces
s of t
he b
ike
rides
and
enh
ance
them
.
Sprin
g 20
10
Ong
oing
A
THA
, Inc
staf
f an
d bo
ard
mem
bers
C.
Mak
e su
re A
THA
, Inc
. pa
rtici
pate
s in
Her
itage
Are
a pa
rtner
eve
nts.
Atte
nd a
nd a
t tim
es h
ave
a ta
ble
at e
vent
s as n
eede
d.
Ensu
re th
at A
THA
, Inc
. is r
epre
sent
ed a
t eve
nts.
Sprin
g 20
10
Ong
oing
A
THA
, Inc
. sta
ff an
d bo
ard
D.
Incl
ude
mor
e ev
ents
as n
eede
d th
roug
h th
e m
arke
ting
plan
(s
ee G
oal 2
).
MN
CPP
C a
lread
y do
es th
is fo
r its
site
s and
has
agr
eed
to d
o th
e sa
me
for o
ther
s (se
e Pr
eser
vatio
n C
ompo
nent
).
Ong
oing
ATH
A, I
nc. s
taff
ATH
A, I
nc S
trate
gic
Plan
Febr
uary
201
0
36
Com
pone
nt 5
: Fu
nd-r
aisi
ng a
nd F
inan
cial
Via
bilit
y R
ESU
LT: W
ithin
the
next
thre
e to
five
yea
rs, w
e wi
ll se
e�..
A
THA
, Inc
. rel
ies o
n a
dive
rse
fund
ing
base
and
has
a st
rong
fund
-rai
sing
pla
n ea
ch y
ear i
n or
der t
o m
eet i
ts fi
nanc
ial n
eeds
. The
fina
ncia
l pol
icie
s and
pr
actic
es e
nsur
e th
at th
e or
gani
zatio
n is
acco
unta
ble
and
sust
aina
ble.
Goa
l 1.
Div
ersi
fy A
TH
A, I
nc.�s
fund
ing
base
. O
bjec
tive
Act
ion
Item
St
art D
ate
Impl
emen
t D
ate
By
Who
m
(Com
mitt
ee, S
taff,
B
oard
)
Not
es
A.
Dev
elop
ann
ual f
und-
rais
ing
plan
that
exa
min
es n
eeds
and
ad
here
s to
fund
ing
that
is
rela
tive
to m
issi
on a
nd w
ork.
Eval
uate
succ
ess o
f eff
orts
in p
ast y
ears
, inc
ludi
ng m
oney
raise
d by
sou
rces
and
eve
nts,
dem
ogra
phic
s of g
iver
s, ap
peal
of
mes
sage
, etc
. Ea
ch y
ear�
s pla
n in
clud
es:
- Fi
nanc
ial g
oals
by
sour
ce
- D
evel
opin
g at
leas
t tw
o ne
w fu
nder
s/do
nors
by
end
of e
ach
fisca
l yea
r
Whe
n de
velo
ping
an
nual
bud
get
Ann
ually
Each
fis
cal y
ear
Fund
-rais
ing
and
Exec
utiv
e co
mm
ittee
s Fu
nd-ra
isin
g co
mm
ittee
Be c
aref
ul n
ot
to d
o ne
w
prog
ram
s jus
t be
caus
e yo
u ca
n�t f
ind
mon
ey to
do
the
core
wor
k.
B.
En
cour
age
Man
agin
g bo
ard
mem
bers
to �
give
/get
� a
certa
in
amou
nt in
per
sona
l co
ntrib
utio
ns a
nd/o
r rai
se
addi
tiona
l mon
ey fr
om
indi
vidu
al d
onor
s.
Insti
tute
boa
rd c
ontri
butio
n po
licy.
-
Mak
e su
re fu
nd-r
aisin
g ex
pect
atio
n is
in th
e bo
ard�
s job
de
scrip
tion.
Th
ey h
ave
to g
ive
or g
et a
cer
tain
am
ount
eac
h ye
ar, u
sing
even
t tic
ket s
ales
, per
sona
l don
atio
ns, g
rant
writ
ing,
and
indi
vidu
al
dona
tions
. G
over
ning
boa
rd m
embe
rs g
ive
thei
r vol
unte
er ti
me
as p
revi
ousl
y do
ne.
Ensu
re th
at 1
00 p
erce
nt o
f the
boa
rd is
giv
ing.
Sum
mer
201
0 Ea
ch y
ear
chal
leng
e
Ong
oing
Fu
nd-ra
isin
g co
mm
ittee
to m
ake
reco
mm
enda
tion
to
man
agin
g bo
ard
each
fisc
al y
ear
with
the
fu
nd-r
aisin
g pl
an.
Fund
-rais
ing
com
mitt
ee to
ch
alle
nge
boar
d
Mun
icip
aliti
es
give
alre
ady,
an
d w
e ne
ed to
cu
ltiva
te th
em.
This
is fo
r M
anag
ing
boar
d m
embe
rs.
C.
Expa
nd in
divi
dual
don
or b
ase
thro
ugh
one-
on-o
ne m
eetin
gs
and
�frie
nd-r
aise
r� e
vent
s.
Cul
tivat
e m
ore
indi
vidu
al g
ivin
g (m
ore
mon
ey a
nd m
ore
peop
le
givi
ng) b
y:
--on
e-on
-one
mee
tings
with
maj
or d
onor
s to
ask
for m
ore
and
top
get a
dvic
e on
who
m e
lse
to so
licit.
--
hold
ing
�frie
nd-r
aise
rs,�
cof
fees
at b
oard
mem
ber h
omes
, etc
.
Sprin
g 20
10
Ong
oing
Fu
nd-ra
isin
g co
mm
ittee
ATH
A, I
nc S
trate
gic
Plan
Febr
uary
201
0
37
Boa
rd m
embe
rs p
rodu
ce n
ames
of p
eopl
e th
ey c
an a
ppro
ach
each
ye
ar, (
i.e. n
ew/e
xist
ing
loca
l bus
ines
ses,
colle
ague
s, et
c.)
Con
side
r dev
elop
ing
a �W
all o
f Fam
e� o
f don
ors.
Dev
elop
ince
ntiv
e pr
ogra
ms f
or b
oard
mem
bers
to ra
ise
mon
ey.
For i
nsta
nce
a �B
oard
Mem
ber o
f the
Yea
r� p
laqu
e or
som
e gi
veaw
ay.
D
. Ex
ecut
e te
nth
anni
vers
ary
gala
ga
rner
ing
�frie
nds�
and
fund
s.
Plan
201
1 ga
la.
Con
side
r tic
ket p
rices
, loc
atio
n, e
tc.,
and
get f
ood,
etc
., do
nate
d so
th
at a
ll pr
ocee
ds b
enef
it A
THA
, Inc
. dire
ctly
. C
reat
e an
hon
orar
y co
mm
ittee
(of m
unic
ipal
lead
ers,
com
mun
ity
lead
ers,
busin
ess p
eopl
e, e
tc.)
Fall
2010
Ev
ent f
all
2011
Fund
-rais
ing
com
mitt
ee, b
oard
, an
d ho
nora
ry
com
mitt
ee
E.
Org
aniz
e an
ann
ual e
vent
to
rais
e pr
ofile
and
mon
ey fo
r A
THA
, Inc
.
Cou
ld b
e a
dinn
er w
ith a
key
note
spea
ker,
golf
tour
nam
ent,
etc.
B
oard
mem
bers
can
sell
ticke
ts to
the
even
t as p
art o
f the
ir co
ntrib
utio
n.
Use
tent
h an
nive
rsar
y as
the
kick
off;
star
t thi
s yea
r afte
r tha
t.
Plan
sprin
g 20
12
Fall
even
t on
goin
g
Fund
-rais
ing
com
mitt
ee
F.
Expa
nd a
nnua
l sol
icita
tion
to
rais
e 5
-10
perc
ent o
f bud
get a
nd
incr
ease
eac
h ye
ar.
Plan
stra
tegi
c so
licita
tions
dur
ing
the
year
and
exe
cute
in fa
ll.
Exam
ine
who
the
pote
ntia
l don
ors a
re (d
emog
raph
ics,
etc.
) and
bu
ild re
latio
nshi
ps.
Man
agin
g an
d G
over
ning
boa
rd m
embe
rs to
giv
e na
mes
to
rece
ive
solic
itatio
n le
tters
. H
isto
rical
soci
ety
lists
, etc
.
Fall
2010
O
ngoi
ng
Fund
-rais
ing
com
mitt
ee
G.
Incr
ease
foun
datio
n su
ppor
t.
App
ly to
loca
l fou
ndat
ions
pitc
hing
ATH
A, I
nc.�s
inte
rmed
iary
ro
le.
This
is n
ot fo
r the
supp
ort o
f oth
er si
tes,
unle
ss a
larg
e gr
ant i
s av
aila
ble
for t
hat.
Pros
pect
for f
ound
atio
ns th
roug
h th
e �f
ound
atio
n ce
nter
� da
taba
se
Sum
mer
201
0 O
ngoi
ng
Fund
-rais
ing
com
mitt
ee a
nd
staf
f
ATH
A, I
nc S
trate
gic
Plan
Febr
uary
201
0
38
and
othe
rs.
H
. In
crea
se n
umbe
r of
orga
niza
tiona
l mem
bers
.
Revi
sit t
he m
embe
rshi
p str
ateg
y.
Org
aniz
atio
ns a
re m
embe
rs o
f ATH
A, I
nc..
Indi
vidu
als a
re ju
st
dono
rs.
Det
erm
ine
the
bene
fits o
f mem
bers
hip
and
how
to m
anag
e th
e m
embe
rs.
Sum
mer
201
0 O
ngoi
ng
Fund
-rais
ing
com
mitt
ee a
nd
staf
f
I. Incr
ease
maj
or g
ifts (
gifts
wor
th
mor
e th
an $
500)
.
Hav
e m
anag
ing
boar
d m
embe
rs su
gges
t nam
es a
nd c
orpo
ratio
ns
for l
arge
don
atio
ns.
Hav
e bo
ard
mem
bers
mak
e th
e co
nnec
tions
and
indi
vidu
al
mee
tings
. Pu
t tog
ethe
r a p
acke
t of i
nfor
mat
ion
for d
onor
s (se
e M
arke
ting
Com
pone
nt).
Sprin
g 20
13
Ong
oing
Fu
nd-ra
isin
g co
mm
ittee
and
st
aff
J.
Dev
elop
rese
rve/
emer
genc
y fu
nd.
Indi
vidu
al d
onat
ions
go
into
the
rese
rve
fund
, not
the
gene
ral
fund
.
2010
20
12
Man
agin
g bo
ard
K.
Enco
urag
e an
d ex
plor
e go
vern
men
t gra
nts.
Wor
k w
ith M
HA
A fo
r gov
ernm
ent g
rant
s fro
m th
e lo
cal,
state
, an
d fe
dera
l lev
els.
Enco
urag
e Pr
ince
Geo
rge�
s Cou
nty
Cou
ncil
to g
ive
an a
nnua
l gr
ant.
Sprin
g 20
10
Sprin
g 20
11
Fu
nd-ra
isin
g co
mm
ittee
L.
Con
side
r cha
rgin
g fe
es fo
r A
THA
, Inc
. spo
nsor
ed to
urs a
nd
even
ts.
Bike
ride
s cur
rent
ly h
ave
entry
fees
. If
ATH
A, I
nc. s
tarts
tour
s, co
nsid
er c
harg
ing
fees
for t
hose
.
Sp
ring
2012
V
isito
r Exp
erie
nce
com
mitt
ee
Goa
l 2:
E
xpan
d A
TH
A, I
nc.�s
cap
acity
to e
ffect
ivel
y ra
ise m
oney
. O
bjec
tive
Act
ion
Item
St
art D
ate
Impl
emen
t D
ate
By
Who
m
(Com
mitt
ee,
Staf
f, B
oard
)
Not
es
A.
Dev
elop
a fu
nd-r
aisi
ng
Rol
e of
the
com
mitt
ee w
ould
be
to:
Sprin
g 20
10
For f
iscal
M
anag
ing
boar
d
ATH
A, I
nc S
trate
gic
Plan
Febr
uary
201
0
39
com
mitt
ee (p
er th
e M
HA
A
man
date
). --d
evel
op th
e fu
nd-r
aisi
ng p
lan
with
staf
f, in
clud
ing
setti
ng
goal
s for
eac
h fu
ndin
g so
urce
. --a
ssist
in e
xecu
ting
the
plan
, inc
ludi
ng h
ostin
g ev
ents
, ho
ldin
g th
e bo
ard
and
staf
f acc
ount
able
for i
ts w
ork.
--a
ssist
whe
n ne
eded
. --
mak
e co
nnec
tions
to re
sour
ces a
s ava
ilabl
e.
--en
sure
the
mat
ch fo
r MH
AA
fund
ing
and
mor
e fu
nd-
raisi
ng a
bove
that
.
2011
B.
Con
side
r hiri
ng a
par
t-tim
e de
velo
pmen
t dire
ctor
.
Dev
elop
men
t dire
ctor
wou
ld o
rgan
ize
the
even
ts, h
elp
culti
vate
the
indi
vidu
al d
onor
s, ke
ep th
e da
taba
ses u
pdat
ed,
and
writ
e gr
ants
.
20
11
Exec
utiv
e /F
und-
raisi
ng c
omm
ittee
Goa
l 3:
Con
tinue
rig
orou
s acc
ount
ing
and
mon
itori
ng o
f fin
ance
s. O
bjec
tive
Act
ion
Item
St
art D
ate
Impl
emen
t D
ate
By
Who
m
(Com
mitt
ee,
Staf
f, B
oard
)
Not
es
A.
Esta
blish
a fi
nanc
e co
mm
ittee
to re
view
fin
ance
s m
onth
ly.
Fina
nce
com
mitt
ee, c
haire
d by
the
treas
urer
. Pur
pose
is to
ov
erse
e fin
ance
s and
hav
e m
ore
than
one
per
son
on th
e bo
ard
othe
r tha
n th
e tre
asur
er u
nder
stan
d th
e fin
anci
al
situa
tion.
Sp
ring
2010
M
anag
ing
boar
d
B.
Set f
inan
cial
pol
ices
and
gu
idel
ines
.
Set g
uide
lines
for u
se o
f exp
ense
fund
s by
depa
rtmen
t, re
quis
ition
, and
app
rova
l pro
cess
, and
mor
e (in
tern
al
cont
rols
are
alre
ady
done
, etc
.)
O
ngoi
ng
Fina
nce
com
mitt
ee
C.
Con
duct
aud
its re
gula
rly.
Ong
oing
Ong
oing
Tr
easu
rer
D.
Upd
ate
finan
cial
pol
icie
s an
d de
velo
p ne
w o
nes a
s ne
eded
.
Thes
e in
clud
e pe
tty c
ash,
inte
rnal
con
trols,
and
oth
ers.
Poss
ibly
util
ize
the
Mar
ylan
d A
ssoc
iatio
n of
Non
-pro
fits
Stan
dard
s of E
xcel
lenc
e as
a m
odel
.
Sprin
g 20
10
Ever
y tw
o ye
ars
Fina
nce
com
mitt
ee
ATH
A, I
nc S
trate
gic
Plan
Febr
uary
201
0
40
Par
t VII
I: A
ppen
dice
s
A
. G
ener
al T
erm
s Use
d B.
Pe
rfor
man
ce M
easu
res f
rom
MH
AA
C
. H
ighl
ight
s fro
m In
form
atio
n-G
athe
ring
Phas
e of
Pro
cess
D
. Pr
opos
ed B
oard
Org
aniz
atio
nal S
truct
ure
E.
Phot
os o
f Mod
el W
ayfin
ding
whi
le d
rivin
g si
gnag
e F.
Li
st o
f Ite
ms
in R
esou
rce
Not
eboo
k
App
endi
x A
: Gen
eral
Ter
ms U
sed
Res
ults
: Eac
h co
mpo
nent
has
a re
sult
to a
chie
ve in
five
yea
rs. I
t is a
stat
emen
t of w
hat A
THA
, Inc
. will
look
like
and
acc
ompl
ish
in th
e ne
xt th
ree
year
s. A
ctio
n Pl
ans:
Spe
cific
pla
ns th
at d
etai
l the
goa
ls, st
rate
gies
, par
tner
s to
enga
ge, w
ho is
resp
onsi
ble
for m
akin
g th
ings
hap
pen,
and
tim
elin
es fo
r im
plem
enta
tion.
Th
ese
are
the
road
map
s to
getti
ng th
ings
don
e.
Goa
ls: T
hese
set
out
the
acco
mpl
ishm
ents
the
orga
niza
tion
hope
s to
mak
e w
ithin
a sp
ecifi
c tim
e pe
riod.
O
bjec
tives
: Sta
tem
ents
of s
hort-
term
ach
ieve
men
ts a
nd c
olle
ctio
ns o
f act
iviti
es th
at, i
f ach
ieve
d, c
onst
itute
fulfi
llmen
t of t
he g
oals.
St
rate
gies
/Act
ion
Item
s: T
he a
ctiv
ities
that
will
be
impl
emen
ted
to e
nsur
e th
at th
e go
als a
re a
ccom
plish
ed. T
hey
answ
er th
e qu
estio
n, �
Wha
t will
it ta
ke to
ac
com
plis
h ou
r goa
l?�
ATH
A, I
nc S
trate
gic
Plan
Febr
uary
201
0
41
App
endi
x B
: H
erita
ge A
rea
Prog
ram
Impa
ct M
etri
cs (F
rom
MH
AA
Str
ateg
ic P
lan,
App
endi
x 6)
O
n an
ann
ual b
asis,
Her
itage
Are
as w
ill b
e as
ked
to su
bmit
data
for a
serie
s of m
etric
s des
igne
d to
mea
sure
Her
itage
Are
a im
pact
in th
ree
key
cate
gorie
s of a
ctiv
ity: 1
). D
evel
opm
ent o
f Her
itage
Bas
ed P
rodu
ct; 2
.) Bu
ildin
g Pa
rtner
ship
s; a
nd, 3
.) Su
stain
ing
Regi
onal
Iden
tity.
All
Her
itage
Are
as w
ill c
olle
ct d
ata
in a
ll ca
tego
ries.
How
ever
, Her
itage
A
reas
will
iden
tify
thos
e m
etric
cat
egor
ies i
n w
hich
ach
ieve
men
t is m
ost r
elev
ant t
o ac
com
plish
ing
thei
r man
agem
ent p
lan
goal
s and
obj
ectiv
es.
Follo
win
g ac
tion
on th
e St
rate
gic
Plan
by
MH
AA
, dat
a de
finiti
ons f
or th
ese
met
rics w
ill b
e de
velo
ped.
M
HA
A w
ill re
view
thes
e m
etric
s eve
ry y
ear f
or c
larit
y an
d ef
fect
iven
ess.
This
perf
orm
ance
mea
sure
men
t too
l will
con
tinue
to b
e re
fined
ove
r tim
e w
ith in
put f
rom
Her
itage
A
reas
and
oth
er P
rogr
am p
artn
ers.
Her
itage
Pro
duct
Dev
elop
men
t
N
umbe
r of
enh
ance
d he
rita
ge a
ttra
ctio
ns, a
ctiv
ities
, eve
nts
In
crea
sed
att
end
ance
at h
erita
ge a
ttra
ctio
ns, a
ctiv
itie
s, e
vent
s (y
ear
over
yea
r pe
rcen
tage
)
Cap
ital
inve
stm
ent i
n T
IZ
N
ew d
esig
nate
d r
esou
rces
--- b
yway
s, h
isto
ric
dis
tric
ts, p
rote
ctio
n, a
rts a
nd
ente
rtai
nmen
t dis
tric
ts ---
to a
ttra
ct o
r co
ntri
bute
to h
erita
ge a
rea,
her
itage
to
uris
m
In
crea
se in
oth
er c
ultu
ral/
natu
ral p
rod
ucts
and
ser
vice
s re
late
d to
heri
tage
ar
ea a
war
enes
s, th
emes
, or
heri
tage
tour
ism
(int
erpr
etat
ion,
gui
de
trai
ning
, si
gnag
e, lo
cal m
arke
ting
com
mun
icat
ions
) B
uild
ing
Part
ners
hips
N
umbe
r of
org
aniz
atio
ns s
erve
d th
roug
h te
chni
cal a
ssis
tanc
e an
d
gran
t pro
gram
s
T
hree
dem
onst
rati
ons
of h
ow h
erita
ge a
rea
man
agem
ent e
ntit
y as
sist
ance
ad
ded
val
ue, h
elpe
d ac
com
plis
h m
issi
on (p
refe
rabl
y in
her
itag
e pr
oduc
t d
evel
opm
ent,
sust
aini
ng r
egio
nal i
den
tity)
Wor
ksho
ps h
eld
and
num
ber
of p
arti
cipa
nts
(fol
low
-up
follo
win
g ye
ar to
d
eter
min
e ac
tual
impl
emen
tati
on---
repo
rt a
s re
sult)
Cul
tiva
te n
ew n
atio
nal f
und
ing
(lev
erag
e ce
rtif
ied
her
itage
are
a st
atus
to
attr
act f
eder
al fu
nds)
New
par
tner
ship
s cu
ltiv
ated
to o
verc
ome
pres
erva
tion
, pro
tect
ion
chal
leng
e Su
stai
ning
Reg
iona
l Ide
ntity
L
ocal
com
mun
icat
ions
, pro
gram
s to
ed
ucat
e re
sid
ents
abo
ut r
egio
nal
iden
tity
Ane
cdot
es fr
om s
take
hold
ers,
res
iden
ts
In
crea
sed
num
ber
of v
olun
teer
hou
rs a
nd d
olla
rs d
onat
ed lo
cally
Part
icip
atio
n in
mak
ing
posi
tive
cha
nge
in c
ount
y co
mpr
ehen
sive
pla
n
Part
icip
atio
n in
dev
elop
men
t of n
ew d
esig
n gu
idel
ines
, pr
eser
vati
on/c
onse
rvat
ion
polic
y
ATH
A, I
nc S
trate
gic
Plan
Febr
uary
201
0
42
App
endi
x C
. H
ighl
ight
s fro
m th
e In
form
atio
n G
athe
ring
pha
se (s
epar
ate
docu
men
t)
ATH
A, I
nc S
trate
gic
Plan
Febr
uary
201
0
43
App
endi
x D
. Pro
pose
d B
oard
Str
uctu
re f
or A
TH
A, I
nc. (
Oct
ober
200
9)
G
over
ning
Boa
rd
Com
pose
d of
cur
rent
repr
esen
tativ
es fr
om th
e m
unic
ipal
ities
R
ole
is to
app
rove
the
Bud
get a
nd E
xecu
tive
Dire
ctor
as
reco
mm
ende
d by
the
Man
agin
g B
oard
P
artic
ipat
e on
com
mitt
ees
as e
ach
mem
ber i
s in
tere
sted
. M
eet a
t lea
st q
uarte
rly o
r sem
i-ann
ually
for u
pdat
es a
nd
deci
sion
s.
Man
agin
g B
oard
: A
�rea
l non
-pro
fit� b
oard
. Fi
duci
ary
resp
onsi
bilit
y fo
r fun
drai
sing
, fin
anci
al a
ccou
ntab
ility
and
prom
otin
g A
THA
, and
A
THA
, Inc
. At
tent
ion
is p
aid
to fu
rther
ing
ATH
A, I
nc.�s
mis
sion
and
role
. M
akes
all
deci
sion
s. H
ires
and
fires
E
xecu
tive
dire
ctor
(mak
ing
a re
com
men
datio
n to
the
Gov
erni
ng B
oard
firs
t for
thei
r app
rova
l). D
rafts
bud
get a
nd
reco
mm
ends
to G
over
ning
Boa
rd.
Serv
e on
com
mitt
ees
Com
pose
d of
mem
bers
of t
he c
omm
unity
(with
in a
nd o
utsi
de o
f ATH
A) w
ith s
peci
fic s
kills
and
inte
rest
s
Exec
utiv
e C
omm
ittee
4
offic
ers,
com
mitt
ee c
hairs
, re
pres
enta
tive
of g
over
ning
bo
ard
Als
o se
rves
as
the
Fina
nce
com
mitt
ee to
dev
elop
the
budg
et, o
vers
ee s
pend
ing.
M
eets
mon
thly
Gov
erna
nce
Com
mitt
ee B
oard
recr
uitm
ent a
nd
train
ing/
orie
ntat
ion,
byl
aws
revi
ew, c
ompl
ianc
e w
ith
stan
dard
s an
d la
ws,
Hum
an
Res
ourc
es a
nd p
erso
nnel
ite
ms,
org
aniz
atio
nal
polic
ies.
M
eets
mon
thly
or a
s ne
eded
Gra
nts
Rev
iew
com
mitt
ee R
evie
w a
ll ap
plic
atio
ns fo
r M
HA
A fu
ndin
g be
fore
su
bmitt
ed to
MH
AA,
upd
ate
the
guid
elin
es fo
r suc
h fu
ndin
g, re
view
sig
n de
sign
s, e
tc.
M
eets
onl
y as
nee
ded
Fund
rais
ing
Com
mitt
ee D
evis
e fu
ndra
isin
g pl
an,
and
wor
k w
ith s
taff
to
exec
ute
the
plan
. In
clud
ing
dono
rs, g
rant
s, e
tc.
Mon
thly
or a
s ne
eded
Mar
ketin
g C
omm
ittee
Coo
rdin
ates
with
the
CV
B
to m
arke
t ATH
A (t
he
Her
itage
are
a) a
s m
anda
ted
by M
HA
A, a
nd w
orks
to
mar
ket t
he s
ervi
ces
of
ATH
A, I
nc
Mon
thly
or a
s ne
eded
Visi
tor E
xper
ienc
e co
mm
ittee
W
ork
with
par
tner
s to
enh
ance
ec
onom
ic d
evel
opm
ent a
nd
visi
tor e
xper
ienc
e an
d pr
eser
vatio
n. M
embe
rs c
an b
eou
tsid
e B
oard
M
onth
ly o
r as
need
ed
ATH
A, I
nc S
trate
gic
Plan
Febr
uary
201
0
44
App
endi
x E
. M
odel
�w
ay-f
indi
ng w
hile
dri
ving
� si
gnag
e. P
hoto
s are
from
Bal
timor
e C
ity, M
aryl
and,
Oct
ober
200
9
ATH
A, I
nc S
trate
gic
Plan
Febr
uary
201
0
45
App
endi
x F.
Item
s in
the
Res
ourc
e N
oteb
ook
A
. C
opy
of th
is pl
an
B.
Cop
y of
the
man
agem
ent p
lan
upda
te
C.
Not
es fr
om th
e in
form
atio
n co
llect
ion
phas
e D
. N
otes
from
the
two
boar
d pl
anni
ng se
ssio
ns
E.
Oth
er n
otes