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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

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Page 1: Strategic Business Plan

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

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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

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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.

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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

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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:

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• 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.

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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.

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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

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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.

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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.

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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

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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.

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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.

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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.

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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.

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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).

Page 17: Strategic Business Plan

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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.

Page 18: Strategic Business Plan

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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.

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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.

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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.

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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

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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

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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

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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

Page 25: Strategic Business Plan

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

Page 26: Strategic Business Plan

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

Page 27: Strategic Business Plan

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

Page 28: Strategic Business Plan

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

Page 29: Strategic Business Plan

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

Page 30: Strategic Business Plan

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

Page 31: Strategic Business Plan

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

Page 32: Strategic Business Plan

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

Page 33: Strategic Business Plan

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

Page 34: Strategic Business Plan

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

Page 35: Strategic Business Plan

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

Page 36: Strategic Business Plan

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

Page 37: Strategic Business Plan

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A, I

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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

Page 38: Strategic Business Plan

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

Page 39: Strategic Business Plan

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

Page 40: Strategic Business Plan

ATH

A, I

nc S

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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?�

Page 41: Strategic Business Plan

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Febr

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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

Page 42: Strategic Business Plan

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gic

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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)

Page 43: Strategic Business Plan

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Plan

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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

Page 44: Strategic Business Plan

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gic

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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

Page 45: Strategic Business Plan

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A, I

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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