Strategic Planning Update2!07!188583 7

8/14/2019 Strategic Planning Update2!07!188583 7

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Parks and Recreation

DivisionStrategic Planning Update

Presented by:Paul N. Curtis


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Timetable

Step 1 Analysis/Assessment of the Vision 2020 Plan andthe Waterways Commission Strategic Plan (2000-2005) November, 2007

Step 2 Conduct Workshops with PRD Districts and interactwith Department EcoTeams to introduce them to theeffort and process and to gain their input. PerformSCOT Analysis of V2020, MSWC Plan, and PRD as anagency January April, 2007

- January 30Cadillac, Gaylord, and Roscommon- February 9Plainwell and Rose Lake- March 7Bay City and Pontiac- April 10Baraga


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Step 3 Conduct five Public Input Workshops across the state for assessment ofPRD and its programs. (Notewe will coordinate the UP meeting(s) with thescheduling of a meeting with the Baraga District staff)February April 2007

Step 4 Conduct a Visioning Workshop April 25-26, 2007

Step 5 Develop a Draft Strategic Plan and conduct public review workshops May - October, 2007

Step 6 Finalize the Strategic Plan for DNR approvals November - December,2007


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Vision of Michigan State Parks(MSP)

MSP in 2020: (defined vision)

Leader in protection/preservation of Michigans naturaland historic/cultural resources.

Have stable and sufficient funding for quality staff,facilities, and services.

Barriers to access have been eliminated for Michigancitizens and visitors.

Education/interpretation opportunities are emphasizedto promote enjoyment and stewardship.

Contribute to local and state economy and contribution

is recognized.

Strong public support for system built on partnershipswith users, host communities, and private sector.

Are valued and appreciated by Michigan citizens andvisitors.


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Vision 2020 - Six Major GoalAreas

Secure long term, stable funding.

Strengthen and expand interpretation.

Improve quality and variety of camping and lodging.

Improve quality and variety of recreation opportunity.

Improve park planning and evaluation of a dynamic MSPsystem, and, improve MSP resource stewardship.

Better market MSPs consistent with the mission andstrategic plan.

A f Vi i 2020


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Assessment of Vision 2020Goals

(Results from CCMSP meeting of 11/29/2006)

GOAL 1 - Build long-term Stable Financial BaseSecure a permanent endowment for Michigan State Parks(MSP) through a one-cent sales tax increase for one year.Explore other nontraditional sources of funding for the system.

What are the Strengths you can associate with this goal?

We do have a Trust Fund (current balance is $120 million?) Fall 2006 Proposal 1 to protect the funds and citizen support. We are not only part of DNR with a funding problem. Citizens Committee reformed and established by statute. Division Chief and Director expertise. State Park Foundation exists even if it is not currently active.

Resource base. Visits over 24 million. Partnerships models. Innovative staff. Citizen support of State Parks and Recreation programs.


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What are the Challenges you associate with this goal?

Lack of public knowledge of state park system.

Lack of tourism industry recognition of state parks.

The longer you survive on less the harder it is to get more.

How do we explain the need?

Clearly identify the believable consequences of inadequatefunding.

How do we compete with other leisure time venues?

Total funding picture for the state is grim.

Establishing new users/younger.

Need to retain existing users, particularly older ones whoserve as the gateway to outdoor recreation for their

grandchildren when parents are too busy.


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What are the Opportunities to be realized with this goal?

Form a coalition of local, regional, and state support across publicand private sectors.

Future grant opportunities.

Regularly quantify and showcase the economic impact of stateparks on local communities, and Michigan as a whole.

Reconnect with the disconnected (former) users of state parks.

Image of and pride in state parks is good and needs to befostered.

Use state parks as opportunities to re-create family. Strengthen public education about state parks and their role in

conservation.

Keep up with trends.

Health and wellness activities in state parks.

Engage under-represented public. Cooperation among conservation interests to find long term stable

funding for conservation in Michigan (e.g. across the DNR andother partners)


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What are the Threats you can associate with this goal?

Failure to recognize the differences of internal vs. externalvalues.

Business as normal/usual.

Bad customer service.

In-flexibility

No lost value (Parks will always be there)

Perception we serve only upper-level.

Replacement of single business tax appears to be leaving DNR(including state parks) out of the loop

Have any other funding sources been explored? (List anddescribee.g. State Park Foundation)

Yes.

Missouri uses a conservation sales tax as does Arkansas.

The Michigan State Park Foundation exists but is notfunctioning.


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Is this still a valid goal?

Valid goal.

Not just for parks.

Total DNR support. Build long-term stable funding with other partners.

Would you modify this goal? (How?)

Include a goal of users providing full funding for day-to-dayoperations beyond basic resource stewardship through the

fee system and a long term stable funding source fullycapitalizing the State Park Endowment Fund to providecapital funds for new and renovated facilities on a rationalreplacement schedule.

Would you establish any other goals related to this topic?(What?)

Encourage and reward innovation in regards to improvedefficiency, use of energy saving technology, etc. Promotegreen initiatives and efficiency challenge goals.


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GOAL 2 - Provide Interpretive Programs in theParksEstablish interpretive programs as a cornerstonefor the activities provided in the parks system.


Interpretation is a primary reason people visit parks Valueadded experience.

Cornerstone. Minimize negative effect of recreation use on natural resources

to be good stewards.

Understanding ownership responsibility preservation ofMichigans natural and cultural resources.

Environmental stewardship learned in state parks transfers tostewardship at home/state/global.

Provides opportunity to educate park visitor ondepartment/DNR issues.


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Development of interpretation plans a lot of work.

Value of Interpretive opportunities should be a key factor inpark acquisition decisions.

Funding and staffing (quality-quantity).

Complex Supervision within MDNR-PRD-DHAL.

Utilization/reliance on inexperienced low paid staff.

Integrate park staff rangers into overall interpretive effort(begin a program).

Perceived disconnect between interpreters and marketing ofstate parks.


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Allow Interpretive program to expand beyond the traditional.

Expand interpretive program to harbors and BAS.

Take advantage of technology and innovation.

Build relationship with state park foundation.

Build partnership with private sector/corps for programming.

Better integrate interpretation into each park (not as an add-on)

with all park employees translating story of resources,orientation information, management information in many waysincluding through informal contact.

Outreach programs

Traditional and non traditional users/non-users.

Leave no child inside.

More effectively train seasonal employees to provide basic,useful interpretive information to customers.


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What are the Threats you can associate with this goal? Lack of professional development.

Lack of funding.

Lack of understanding of importance of interpretation as marketing tool, etc.

Did we establish interpretive programs as the cornerstone for theactivities provided in the parks system?

More work to do but some good work done/underway.

To what degree is interpretation linked to activities in the park? Some but greater linkage needed.

Is this still a valid goal? Yes!


Broaden focus on DNR and PRD goals.

Increase focus and funding for natural resource stewardship.

Focus and $ for natural resource stewardship.

All PRD employees can provide some basic interpretation with customers

Would you establish any other goals related to this topic? (What?)

- (No responses)


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GOAL 3 - Improve/Expand Camping andLodging FacilitiesUpgrade existing camping andlodging facilities and work in partnership with the privatesector to create new overnight accommodations.

What are the Strengths you can associate with this goal? Knowledgeable staff. Locationgeographical diversity/variety. Resources (natural and cultural/historical) Key revenue source for state parks. Increasing variety of accommodations. Raw material source.(?) Un-met demand (certain locations and times) Central Reservation System. Potential grant funding (foundations)

Program to build upon. Loyal customer base. Good image. Land to expand. Valued Campground Host program. Valued interpretation program.


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Financial. (e.g. lodging provision is expensive requiring 24 hourper day coverage)

Utility costs continue to rise. P.I.L.T. (Payment In Lieu of Taxes)

Maintaining trained workforce (significant turnover of seasonalstaff.)

Need current use data (most recent study from 1997)

Park users are not a diverse group (white, middle class) Aging infrastructure.

Private industry perception of unfair competition from stateparks.

Keeping quality summer staff.

Filling vacant positions, particularly in mid-season.

Government regulations such as health department, drinkingwater, etc. are sometimes onerous.

Red tape regarding permits, etc.


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What are the Opportunities to be realized with this goal? Partnerships with other agencies (e.g. county or private sector) for

maintenance, or campground operation. Volume buying power (utilities) Green initiatives (wind, solar, combustibles). New campground layouts to better protect environment, link to

recreational assets (e.g. trails, lakes) and provide universal access. Expand definition of group camping to include wider cross-

section of potential group campers. Continue to diversify lodging opportunities. Attract eco-tourists/corporate tourists for retreat/team building.

Better use technology (e-newsletter, list serve, e-comment cards,etc.) to increase satisfaction of customers. Restore outdoor centers (historic structures) Identify future trends in camping and lodging. Form community partnerships. Expand programming to attract visitors to lengthen stay. Attract and accommodate special user groups. Learn from other entities and states. Attract cultural diversity (staffing and users). Target seniors/grandchildren (takes into account two wage earner

households, early retirement by baby boomers, and the strongcamping orientation of baby boomers).


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Legislative mandates.

Financial inability to maintain/renovate existing infrastructure suchas roads, water, sewer, and electrical systems.

Vandalism to park facilities and potentially by park visitors toneighboring property.

Trespass by park visitors on neighboring property.

Social changes between different generations with some in theyounger generation not exposed to camping.

Weather.

Urban sprawl which creates more park border neighbors.

Overall lack of funding.

Reduced staff hours directly impact presence and quality of service.

Lack of public awareness.

Private competition forces increasingly higher prices to provide

parity with private sector. Over dependence on fees limiting ability to provide camping

opportunity to people of limited means.


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Has PRD worked in partnership with the private sector tocreate new overnight accommodations? (other than

design/construction) Nofocus has been on expanding options within the state park

system using former employee housing and innovative designs(e.g. yurts)


Yesprovides important revenue stream for state parks andincreases opportunities for interpretive interaction and area-wideoutdoor recreation and appreciation of park resources.


(No response)

Would you establish any other goals related to this topic?

(What?)

(No response)


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GOAL 4 - Improve/Expand Recreation

OpportunitiesProvide the facilities and

information needed by the public to enjoy a range ofactivities throughout the parks system, andencourage new visitors to enjoy the parks' resources.

What are the Strengths you can associate with thisgoal?

The ability to partner.

The ability to diversify.

Wide range of resources and facilities.

Improvements in facilities are bringing in new users.

Friends groups/stakeholders often help in expanding andimproving recreational offerings.


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Access from Urban areas may be difficult due to lack of masstransit, fees.

Programming for new activities is historically not a priority ofPRD.

Lack of staff and money.

Create more partnerships. Interfacing with P.A. 59 (2% tax on lodgingwould this apply

to camper lodging?)

Training/change attitudes/enable administrators.

Need to think aheadidentify new trends in recreationalactivities, etc.


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Partner with AARP.

Partner with community-vendors, local park and recreationagencies, community education, etc.

Having Demo Day provide more events. Connect DNR PRD resources with community resources.

Provide concierge services.

More varieties level of challenge.

Expand Go Get Outdoors.

Expand No Child Left Inside.

Create ORV at compromised sites in Southern Michigan (e.g. BassRiver)


Attitudes.

Non-flexibility in MVP.

Liability.

Funding priority.

Better understanding potential impacts of new activities on parkresources and existing activities.


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How do non-resource based activities fit in with the park

system? (e.g. Model Aircraft Flying Fields?... others?)- Need assessment for different activities at different parks.

Is this still a valid goal?- Yes (based on discussion at the session wrap-up). Still need to keep

in mind protection of the resource first. If resource is reasonably well

protected, new activities may be warranted.


- (No response)


- (No response)


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GOAL 5 - Establish Programs for Stewardship,Park Evaluation, and Park PlanningInitiateinventory and management programs that help protectsensitive historic and natural resources in the parks.

Improve the park planning process through better use ofresource information and public participation. Adopt criteriathat can be used to evaluate individual parks, or to guidefuture park acquisitions.


- Stewardship Protect/sustain resource. Meets mission/law. New planning process. Inventory Natural and Historical. Diversifies management.

- Planning New planning process. Ability to set priorities statewide. Provides meaning. Sensitivity to natural features.


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Inspired other groups/advocacy. Allowed for more interpretation/education. Facilitated cooperation/partnerships. Provides model for planning. Promotes volunteerism.


Funding, etc. Preserving cultural built resources. Preserving archaeological resources. Stewardship vs. outside political interference and economic

development. Inability to get prescribed burning done. Ecological restoration is long-term management, not a one-time

activity. Accelerating and completing the planning process. Preservation vs. recreation (enjoying it to death). Public education. Getting public to recognize themselves as stewards.

Changes in leadership. Efficiency. Urban sprawl. Land control/acquisition. How to reach the next generation.


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Geo-Tourism. (tourism focused on place) leads to appreciation andprotection of those places.

We have the authentic natural and cultural resources comingtogether.

Expanding education, interpretation and volunteering friends groups.

Take the message outside parks.

We have infrastructure for access to resources.

Connecting natural landscape to the story/history.

Pod casts/technology. Tying Wi-Fi hotspots to appreciating resources.

Radio broadcasts for interpretation.

Changes in leadership.

Better emphasize the links with hunting/fishing interests who supporthabitat, clean water, clean air.

Better using habitat related grants for environmental restoration,acquisition of key inholdings to protect resource integrity.


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Eco-poachers.

Funding.

Invasive species (including nuisance native species).

Climate change.

Hydrologic change.

Losing resources due to benign neglect/lack of resources.

Overuse (love it to death).

Improper uses of sensitive sites (e.g. illegal ORV/snowmobileuse, etc.)

Changes in leadership.

Outside uses conflicting with resources.

Continued decline of funding relative to need.


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Has PRD improved the park planning process through betteruse of resource information and public participation? (How?)

Yes, Management Planning incorporates stewardship andstakeholder/public inclusion in the planning process.

Is this still a valid goal?- Yes.

Would you modify this goal? (How?)- Expand outside parks (e.g. to Boating)- Incorporate technology.- Growing (?)

- How to show success.- How to quantify success continue/expand.

Would you establish any other goals related to this topic?(What?)- Education/outreach.- Technology.

- Establish separate goals for stewardship and planning?- Accelerate planning process.- Regional/Ecoregional planning.- Linking DNR planning with other community planning.


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GOAL 6 - Create a Marketing ProgramDevelop amarketing program for the state parks system that would givethe public more information about the opportunities available inthe system, and provide park managers with information to guide

future decisions on park facilities, activities, and programs.

What are the Strengths you can associate with this goal? Our stakeholder groups are doing it for us. Default marketing. Missing (not many strengths).

The ability to partner and diversify products. Public support of state parks.

What are the Challenges you associate with this goal? Partnerships. Lack of public support of state parks. Making the public aware of our funding issues.

How do we market to harbor users. (and BAS users) Identify market/users. No cohesive marketing plan its continually rediscovered that we

need to do marketing.


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Cross market.

Create a marketing plan identify expected outcome. Re-visit current policies.

Identify and segment users and non-users and why they are/arenot using parks.

Informing public of opportunities at underused parks.

Create an activity directory of each park and post it on the web.

Work with the corporate sector.


A$5 walk-in-fee and increased fees in general may deter use.

Policies/directives.

Lack of training preconceived attitudes of what marketing isand does.

Concession contracts may limit the ability to effectively marketto meet customers needs.


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Does marketing provide guidance to park managers in

making decisions on park facilities, activities, andprograms?

- (No Response)


- Yes (based on discussion at the session wrap-up)


- Set specific goal to have a marketing plan in place withmeasurable objectives related to visitation as a result ofmarketing, and measure of user satisfaction.


(What?) - (No Response)


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The Commissions VisionStatement:

Through continuing efforts over the next 50 years, the MichiganState Waterways Commission and staff envision and will worktoward a future where:

Michigan is a national and international resource for boaters

and others seeking water-related recreational opportunities. All Michigan residents and visitors have easy, convenient

access to all the states lakes, rivers and streams through high-quality public facilities.

Michigans Great Lakes Harbors-of-Refuge network has beencompleted and is being operated and maintained to providetransient boaters with safe, high-quality public facilities usingthe latest, most appropriate designs and technology.


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All of these public boating facilities are adequately fundedand are developed, maintained, and operated in a customer-oriented, ecologically responsible manor.

Where appropriate, these public boating facilities are beingoperated through partnership with local communities, publicagencies, conservation groups, friends groups, andconcessionaires.

Michigans residents and public officials are aware of andappreciate the contribution of boaters funds to acquire,develop and maintain the States public boating and publicwater access facilities.

Access to waterways is supported because of the contributionthat recreational boating makes to the local and state

economy. The Commissions work underscores the value and benefit of

citizen oversight, input, and guidance.


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The Commissions Goals ForThe Next Five Years:

Upgrade and Maintain Existing Facilities

Create New Boat Access Site Facilities

Create Harbors of Refuge Strengthen Internal Structure and Efficiency

f l


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Assessment of MSWC Goals(Results from MSWC meeting of 11/30/2006)

GOAL 1 - Upgrade and Maintain Existing FacilitiesThrough a careful process which begins with study and thoroughinventory, the Commission will create a maintenance schedule andprioritize the upgrades of existing Harbor Facilities and BoatingAccess Sites. Specific benchmarks will include:

By year one, complete the harbor electrical study.

By year two, complete the Boating Access Sites infrastructure study.

By year three, complete the harbor infrastructure study.

By year three, develop a preventive maintenance schedule for boatingaccess sites.

By year five, upgrade electrical infrastructure at 12-15 harbors (at the

rate of 4-5 per year, with priority determined by the electrical study). By year five, upgrade a number of boating access sites.


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Continue utility upgrades.

Retain and attract new users.

Framework exists.

Loyal following.

Preventative Maintenance.


Determining appropriate capacity of electric/utilities today andfuture.

Need for technology updates.

Need for utility upgrades.

Funding.

We have to maintain what we have.

Upgrades pressure nearby facilities to duplicate.

Preventative maintenance.

Economy up/down.

Maintaining/sustaining internal expertise (boat crews).


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What are the Opportunities to be realized with this goal? Determining trends and respond with facility(s). Market analysis.

Maintaining high level of quality. Preventative maintenance. Economy ups/downs. Incorporate in harbor features new trends, or changing needs

(pavilions, clubhouses, kayak rack). Internships.

Partnerships. What are the Threats you can associate with this goal?

Fuel costs, economy. Regulatory changes, laws, rules. Expectations.

Water levels (up and down). Invasive species hydrills, milfoil, z-m. (all types) Trainingramp builders. Funding.


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Yes.

Would you modify this goal? (How?) Include technology (what users desire).

New construction trends, tools, materials.

Alternatives. (e.g. Green products and buildings).


(What?) Establish annual goals with priorities.

Combine IMA and MRBIS into electronic unit.

Modify facilities to respond to new trends.

Continue to improve universal accessibility.


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GOAL 2 - Create New Boat Access Site FacilitiesThe Commission will increase the number of Boating AccessSites in areas of limited access by 5 to 10 sites to better servethe needs of recreational boaters. The Commission will pro-actively create partnerships and garner local support in

creating these sites. The Commissions work will depend on:

The identification of high priority areas for public access The establishment of a Boating Access Site Committee The consistent use of survey methods to test for and gain local

support.

What are the Strengths you can associate with this goal? Increase activity. Revenue available to construct sites. Awareness of boating. Other DNR opportunities.

What are the Challenges you associate with this goal? Process not known to the Commissioners. Land availability. Future demands and type of demands. No revenue from kayaks (or other non-registered watercraft) No sustainability of program.


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License vs. registration to gain more revenue.

Navigable lakes and streams.

Expand Grants-In-Aid program.

Elevate boating potential where it currently does not exist.

Register non-motorized craft.

Stronger partnership between fishing and boating (also wildlife).

Political support.

Synergy of activities.

Expand funding, i.e., federal grants.

Create a Boating Foundation (similar to the Parks Foundation). John Dingell. (In strong political position for the next 18-24 months)

Partnerships with historic/cultural interests (e.g. HAL, Foundations, etc.)


Supporting current sites.

Negative public reaction.

Environmental impacts.


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Yes.

Would you modify this goal? (How?) Develop a strong process to assess and support the

development of new sites (all watercraft).


Develop a strong process to assess and support thedevelopment of new sites (watercraft).


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GOAL 3 - Create Harbors of RefugeThe Commissionwill complete the Cedar River project and seek an alternatedesign/site for a harbor of refuge at Cross Village. TheCommission will also complete a needs study for harbors ofrefuge in Lake Superior. In all efforts, the Commission will

work with the Army Corps of Engineers to identify navigationalissues in site selection, and the Congressional delegation toseek federal funding to establish harbors.

What are the Strengths you can associate with this goal? Complete the safety net.

Increase navigation. What are the Challenges you associate with this goal?

Piping Plover and environmental issues. Availability of funds. General infrastructure expenses. Disposal sites (adequate).

Permitting issues. Continue to validate program needs. Marketing.


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Marketing opportunity.

Future trends and demands.

Partnerships with private sector. What are the Threats you can associate with this goal?

Goal 2 and 3 are mirrored in many factors. Is this still a valid goal?

Yes.


Yes, explore type of boat and market to serve.

Would you establish any other goals related to this topic?(What?) - (No response)


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GOAL 4 - Strengthen Internal Structure andEfficiency

A) The Commission will utilize Standing Committees tobetter manage the boaters needs in the State of Michigan.They will include:- Facilities- Operation/Policy - Boating Access

- Public/Governmental Relations- Finance

B) The Standing Committees will work to bring outsideconstituency groups into the public process of theCommission.

C) The Commission will direct staff to utilize the Bureaus

Field Structure to assist in statewide compliance ofregulations, project agreements, and policies pertaining toall Waterways Commission sponsored facilities.


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Standing Committees work issues out beforehand.

Can address issues quickly with core subcommittee.

Can map out opportunities to subcommittee tasks. Committees help organize boaters.


Commissioner turnover.

Information, meetings, sharing.

Communities unhappy with audits.

Staff training/scheduling/planning.

Need to represent unorganized boating public.


- Can fully discuss an issue.


Boaters not an organized groupMSWC can bring these constituentstogether.


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Yes Would you modify this goal? (How?)

Yes, but look at subgroups differently (have added strategicplan too).

Part C using field structure modify language to be current

but keep basic goal. Would you establish any other goals related to this topic?

(What?)

Knowledgeable/trained staff available for harbor/BAS public.

Seek new methods for MSWC to reach out to boating public

(comment cards, meeting announcements, meeting times,etc.).


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Di t i t M ti


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District Meetings

Step 2 Conduct Workshops with PRD Districts andinteract with Department EcoTeams to introducethem to the effort and process and to gain theirinput. Perform SCOT Analysis of V2020, MSWCPlan, and PRD as an agency January April, 2007

- January 30Cadillac, Gaylord, and Roscommon- February 9Plainwell and Rose Lake- March 7Bay City and Pontiac- April 10Baraga

Cadillac, Gaylord, and


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Cadillac, Gaylord, andRoscommon Districts on

1/30/2007

Excellent participation (approximately70)

Meeting notes sent out 2/15/2007

Pl i ll d R L k


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Plainwell and Rose LakeDistricts on 2/9/2007

Againexcellent participation (approximately50) Meeting notes sent out 2/15/2007

(Sorryno photos)

RAM enter V s on ng


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RAM enter V s on ngWorkshopApril 25-26, 2007

Conduct a Visioning Workshopwithbackdrop of SCOT Analysis and planningassessments. The Visioning Workshop is the keystep in this whole process, where all elements for

our strategic plan development come together ina working session. Here, diverse interests willinteract and collaborate during a 2-day workshopinvolving ,CCMSP, MSWC, key stakeholders, and

PRD/DNR staff at the RAM Center (central locationand a setting conducive for group interaction andsynergy for collaborative work on this plan) -Scheduled for April 25-26, 2007

Workshop outcomes for the PRD


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Workshop outcomes for the PRDStrategic Plan to include:

Vision statement (Insightful portrayal of PRD andhow it relates to the DNR and the public it serves)

Why does PRD exist? (What is its purpose and significance?)

What distinguishes PRD from other DNR programs? (Mission)

Is there a priority to the four components of the MissionStatement? (Example are natural resources orhistoric/cultural resources a higher priority than education orrecreation?)

What are PRDs opportunities and threats?

What will PRD be like in 2020?

Who will be PRDs customers and potential customers


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Goals (Clear and concise description of whatthe future condition will be for the PRD Parks

and Recreation Area Program and theBoating Program) Define the role of PRD in the DNR.

Identify the key issues or goals previously cited thatare still relevant.

Add and define any new goals.

Objectives (What are the specific results ofprogram efforts that will result in meeting theidentified goals?)

Specify the desired objectives to attain each goal. Identify the tools needed to accomplish the

objectives, including human resources, capital, and

technology.

Following the Workshop, the next


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Following the Workshop, the nextsteps will involve:

Actions (What specific actions can be takento accomplish the desired results?...developedwith PRD Staff input)

Develop a thorough list of actions for each objective.

Each action shall identify a responsible position and atarget date for completion.

Actions shall be measurable.

Plan Review and Update Establish mechanism for regular plan review and

update (5-year minimum) to keep the processdynamic.


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Working on


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Working on Location for Bay City-Pontiac District(s) Meeting

(March 7expect approximately 40 staff)

Date/location for Division Staff Strategic Planning Meeting (Sometime inMarch expect approximately 40 staff)

Baraga District Meeting (April 10expect approximately 40 staff)

Interaction with and input from Department EcoTeams

Scheduling Public Input Workshops

- March 20, 21, and 22 (Lower Peninsula)

- April 9,10 (Upper Peninsula)

- NOTE.stakeholders specifically invited to attend

Setting up a Web site for info on the new PRD Strategic Plan


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Thank You

Documents

Strategic Planning Update2!07!188583 7